UNCDP Final Evaluation

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Evaluation Plan:
2016-2020, Kosovo
Evaluation Type:
Planned End Date:
Completion Date:
Management Response:
Evaluation Budget(US $):


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Title UNCDP Final Evaluation
Atlas Project Number:
Evaluation Plan: 2016-2020, Kosovo
Evaluation Type: Others
Status: Completed
Completion Date: 12/2019
Planned End Date: 12/2020
Management Response: Yes
Focus Area:
  • 1. Others
Corporate Outcome and Output (UNDP Strategic Plan 2018-2021)
  • 1. Output 7.1. Global consensus on completion of MDGs and the post 2015 agenda informed by contributions from UNDP
Evaluation Budget(US $): 10,000
Source of Funding: Contributions from UN organizations
Evaluation Expenditure(US $): 28,000
Joint Programme: No
Joint Evaluation: Yes
  • Joint with UN Agencies
  • Joint with All resident UN Agencies
Evaluation Team members:
Name Title Nationality
Birgitte Woel International Consultant
GEF Evaluation: No
Key Stakeholders:
Countries: KOSOVO

UNKT’s relevance is especially emphasized by the local and international partners in matters concerning work and approach in dealing with cross-sector interventions such as addressing needs of marginalized and vulnerable groups (youth, especially unemployed youth, women, especially unemployed and victims of DV/GBV, minorities, migrants, refugees, returnees, IDPs), with an added value of SDG mainstreaming in these areas. The UNCDP is well aligned to national needs in terms of integration of vulnerable populations across all three priority areas hence adhering to the principle of the Agenda 2030 of “Leave no one behind” (LNOB). UN Agencies need to reflect and reposition themselves more strongly in these areas where they really matter and avoid “spreading thinly” in too many areas particularly in an environment with increasingly scarce resources.


Furthermore, it must be recognized that the institutional landscape is changing and the UNKT should use the upcoming new UNSDCF to strengthen partnerships across the board and increase alignment with local and regional priorities. The UN comparative advantage globally is more that of partner than that of a donor, so also for UNKT. Hence, the UNKT should leverage its comparative advantage as an impartial, normative and development operational partner to in close cooperation with its broad range of local and international partners in Kosovo strengthen development impacts for people on the ground in line with SDGs and LNOB as well as the on-going priority of the EU integration. Because of the strong alignment between the SDGs and the EU integration priorities, such focus and acceleration of SDG achievement would also support Kosovo aspirations to implement the SAA and advance on the EU integration path.


The persistent sustainability challenges are mainly due to the political instability and governance concerns around accountability which have limited the capacity to pass legislation and develop integrated and inclusive policies, and in ensuring continuity needed for their full and consistent implementation, as well as the necessary financial and human resources needed for sustaining the developed systems and structures, especially regarding priority areas of environment and health.


Different UN agency procedures set at HQ level are not always compatible and therefore not facilitating joint efforts in working effectively as ONE, something which complicates the merging of agency expertise and human resources between agencies or allocating pool funding for joint events. As such, they find it difficult to meet the demands of a fully interconnected ONE UN programme. The expectation is that with continued and accelerated UN reform, this will be corrected, and interagency cooperation and joint efforts be made easier and more efficient and hence to be promoted during the next cycle.





Analysis show that overall the UNCDP initiatives are strongly aligned with SDGs and with the respective government sectorial strategies31. There is a lesser, but overall alignment with NDS, since NDS primarily focuses on areas contributing towards economic growth32. This is particularly evident regarding initiatives under Priority Area (PA)3, as NDS neither prioritizes health, nor environment33, while areas under PA1 are aligned to the NDS’s Rule of Law chapter, whereas initiatives under PA2 are well aligned to NDS interventions under Human Capital chapter.

Overall, UNKT’s relevance is especially emphasized in matters concerning work and approach in dealing with cross-sector interventions such as youth, women, marginalized and vulnerable groups (communities, migrants, refugees, returnees, IDPs), with an added value of SDG mainstreaming in these areas. The UNCDP was well aligned to national needs in terms of integration of vulnerable population across all three priority areas hence adhering to the principle of the Agenda 2030 of “Leave no one behind”. Similarly, the work on data gathering, analyses and evidence-based policy development assistance is regarded of high value. Ability to work in “politically complex” areas, such as in northern municipalities is seen as another significant advantage. Participatory approach and emphasizes on national ownership make UN Agencies an important partner to the government institutions in addressing the local needs and priorities.

FINDING: The UNCDP is well aligned to two of the three key intervention areas in the NDS and delivers substantially to nine of the 17 SDG goals. The focus and interventions of the UNCDP do thus deliver to both national and international priorities. The added advantage of the UNKT is very relevant in the unique context of Kosovo.

However, there is a perception, especially amongst international partners, that UN Agencies need to reflect and reposition themselves more strongly in areas where they really matter, especially those related to SDGs, and avoid “spreading thinly” in too many areas with scarce resources which are dominated by the EU agenda. It must be taken into account the fact that the donor community in Kosovo has now entered a new phase, whereby more and more funding is being channelled directly through national counterparts, leaving less resources available for international organizations, such as the UN Agencies34.



Regarding the specific UNCDP priority areas and outcomes, the PA1 outcomes on governance and rule of law, as shown in table 4 below, align well with SDGs. It addresses issues of high relevance to Kosovo priorities emphasized in sectorial strategies, through supporting the strengthening of relevant governance systems, processes and structures, and undertaking comprehensive advocacy measures in dealing with violence against women, juvenile justice, needs of internally displaced persons, minority returnees, migrants and refugees; in strengthening of the law enforcement and CSO engagement in fight against corruption; in strengthening judiciary capacities to work more effectively, which is a high Kosovo priority, as emphasized in the NDS chapter 14 (increased judicial efficiency); and in improving access to justice for all, thus embodying the concept of “leave no one behind”.



The outcomes under PA2 on social inclusion are well aligned to both SDGs and NDS priorities (table 5). They are designed to ensure that services are provided to the most vulnerable. Focus is primarily on youth and women through development of policies, systems and structures for greater social inclusion delivered by comprehensive employment and income generation schemes. The coherence of PA2 outcomes, indicators and programmes is also very high. Delivering social inclusion through employment programmes, social assistance and social services is high on the government’s agenda and is strongly emphasized in the NDS chapters 1, 2 and 3 as well as in sectorial strategies related to employment. The government ministries that are responsible for these outcome interventions, led by the Ministry of Labour and Social Welfare have strong influence as they carry social responsibilities that the government readily supports.



The combination of outcomes under PA3 on environment and health is very complex, diverse and resource-demanding, too. The SDG relevance as shown in table 6 below is unquestionable, while the national relevance and capacity to engage seems to be marginal. The uncertain political commitment in operationalizing relevant support bodies and schemes, inadequate prioritization of NDS interventions, weak coordination, and scarce data gathering capacity in these areas testify to that. Nevertheless, this does not diminish their importance or relevance, on the contrary, as these areas are constantly flagged as Kosovo’s flagships. It does, however, affect the likelihood of the UN Agencies having a significant lasting effect in these areas. This means that continued support of a number of interventions is critical for establishment of more sustainable governmental support systems and services.



Analysis of the coherence of the UNCDP design is based on an analysis of the log-frame, which consists of three priority areas broken down into outcomes as follows:

  • Priority Area 1: Governance and Rule of Law with 3 outcomes and 13 outcome indicators
  • Priority Area 2: Social Inclusion with 3 outcomes and 9 outcome indicators
  • Priority Area 3: Health and Environment with 3 outcomes and 10 outcome indicators

The 32 outcome indicators reflect the high number of areas and, consequently, a high number of output indicators. However, some outcome indicators are incoherently grouped in the given outcomes, and some outcomes are incoherently grouped in given Priority Areas (PA). This is particularly evident in PA1 and PA3. For e.g. in PA 1 outcome indicator 1.1.6 on reduced bribery doesn’t correspond to other indicators linked to outcome 1.1 on access to RoL; indicator 1.3.4 on IBM doesn’t correspond to other indicators under outcome 1.3 on migration and returns services. Outcomes and indicators under PA2 are more coherent as all three outcomes and respective indicators correspond well to one another. In PA3 the outcome 3.2 which focuses solely on health, distorts the combined priorities of environment and health that are evident in outcomes 3.1 and 3.3.

At the output level as well, there are instances of incoherence, for e.g. some of the outputs that are linked to outcome 1.3, such as the output on labour market integration services, are more relevant for PA 2. Output 1.1.9 on gender equality is referenced wrongly as there’s no outcome indicator 1.1.9 to link to, thus one has to guess where it exactly contributes, etc. These incoherencies in design of the results matrix/log-frame made the analysis of effectiveness difficult. The log-frame was adjusted over time to match on-going and new outputs but was done so in ad-hoc basis during annual reporting and not through a comprehensive mid-term review, hence some of initial logic of the log-frame was lost as a result.

In brief, the overall coherence of the UNCDF lacks robustness. This probably explains why the theory of change was never attempted. Although, the UNCDP 2016-2020 did not require the development of a ToC, a UNCDP revision and development of a ToC was long overdue since the new updated guidelines of 2017 for developing the UNDAF make developing a theory of change one of the top priorities. As such, in the future UNDAF planners are urged to develop theories of change as indispensable exercises in designing both the UNDAF as a whole as well as its separate outcomes to show “how it is assumed that UNDAF strategic priorities will support achievement of national priorities and the SDGs”36.

Finding: The UNCDP overall presents a unified approach, but coherence in the design of the framework as whole is not robust. PA2 is the most internally coherent component, while the initiatives undertaken under PA1 and especially PA3 are less interrelated and complementary.



The success or failure of the UNCDP outcomes depends largely on the success or failures of specific interventions by the UNKT, as well as external interventions by international/local organizations and the government itself, or even by target population enlarge. The extent to which results were achieved, or on track to being achieved, is inextricably linked to the overall performance of all interventions of stakeholders involved. The evaluation team, in agreement with the UNDCO, chose to assess 32 outcome indicators to illustrate the results achieved at outcome and overall priority area level. The effectiveness assessment is based on the scoring of reported data in UNCDP combined narrative reporting for 2016 – 2018 period (annex 6) and findings from workshops and interviews conducted during the field mission (annex 5), which show high level of outcome progress made against the set targets in PA1 and PA2, reaching 115% and 121% respectively, whereas PA3 scores low 43%, mainly because PA3 contains very limited data on progress made. The full data set for the PA3 should be available at the beginning of 2020, when the MICS study is expected to be completed.

Nevertheless, despite the high level of progress made against targets in PA1 and PA2, significant challenges mainly related to funding availability to continue beyond project end, pose an obstacle to fully completing the cycle of achievement. The progress in terms of numbers is an achievement per se, but only meaningful if systems are fully in place and functional. The analyses of achievements are thus two-pronged, partly illustrating the level of progress made, and partly the achievements in terms of operational achievements. Chart bars in blue indicate full outcome indicator achievement; in green are those on track; in orange those with partial achievement; in red those not achieved; and in grey those that are incomplete or inconclusive to assess due to lack of data. Note: bars with no data but in colour demonstrate certain level of achievement, but the level of progress is not measurable because of no data.

Finding: Despite high level of progress made against the set targets, significant challenges mainly related to funding availability to continue beyond project end, pose an obstacle to fully completing the cycle of achievement.


PA2 - Social Inclusion achievement of results

The analysis of the reported data under the PA2 (chart 2) suggests that the overall level of progress in three areas is exceeding targets (indicators 2.1.2, 2.1.4 and 2.2.2), indicating 121%39 overall progress against targets in PA2, whereas in terms of achievement, the analysis show that five indicators (2.1.2,2.1.3, 2.1.4, 2.2.2 and 2.3.2) are fully achieved; one is in track to be achieved (2.1.1); one is partially achieved (2.3.3); and one is not achieved (2.2.1). Indicator 2.3.1 is very specific and has no data, thus level of achievement is inconclusive. The chart 2 below illustrates the Outcome level of progress against target (in %) and level of achievement (in colour).

OUTCOME 2.1 – Education & employment policies and programmes enable greater access to decent employment opportunities for youth and women.

- reviewed and improved policies in allowing for greater inclusion in employment of women and young people (2.1.1) by having all targeted policies developed and approved, including operationalization of Labour Market Information System, in enabling better policy making decisions – noting on-going funding and coordination challenges for implementation of policies, hence on track

OUTCOME 2.2 – Women in Kosovo increasingly enjoy their economic rights

- lack of progress in reducing inactivity rate for women (2.2.1) due to lack of funds to follow-up activities of the small projects on economic empowerment, lack of institutional leadership and coordination resulting in overlap of activities in existing grant schemes, hence not achieved.

- increase in women owned properties (2.2.2) – this indicator is fully achieved, noting support through awareness raising activities and active lobbying in amending the Family Law, which now clarifies the joint property articles, ensuring women’s equal rights to marital property in Kosovo.

Outcome 2.3 – Social protection policies and schemes enable greater benefits and access to social services to the most vulnerable groups

- there’s no data available to establish the achievement level on access to social assistance benefits by the poor (2.3.1) , hence incomplete - noting the support to MLSW in developing a social welfare strategy and is now developing the concept document of the new Law on Social Assistance aiming at improving coverage and adequacy of cash benefits.

- increase in monthly social assistance cash benefit to one-member households (2.3.2) – noting the decision of the MLSW for setting the monthly amounts of cash benefits, which is fully enforced, despite some discrepancies between policy in practice, hence fully achieved.

- there’s no data available to establish the achievement level on minimum social services provided by municipal Centres of Social Work (2.3.3) - noting the support to MLSW in developing minimum standards of social services for different categories of children and implemented Kosovo wide, hence partially achieved.


PA3 – Environment and Health achievement of results

The analysis of the reported data under the PA3 (chart 3) suggests that the overall level of the outcome progress against the targets is very low, 43%40, with only one indicator (3.2.2) noting full progress against the target and on track in terms of achievement. Worth noting is the fact that most of the indicators at PA3 outcome level are measured by MICS survey. The new MICS results will be released in the beginning of 2020, hence this is the reason why there is no evidence/information so far in most of outcome indicators under PA3.

OUTCOME 3.1 – The authorities of Kosovo have enhanced mechanisms for evidencebased planning implementation and monitoring of environmental impacts on health

- there’s no data available to establish the achievement level on monitoring of the environmental impact on health (3.1.1), hence incomplete - noting that the assessment of the air quality monitoring and surveillance systems in Kosovo is expected to take place by the end of 2019, which will provide inputs to the relevant parties in Kosovo on how to improve the existing systems.

- progress made on studies of the environmental impact on health (3.1.2) - noting the functionalization of the Environment and Health Committee within the Ministry of Health, which is likely to sustain the achieved results during the Healthier Kosovo project. In addition, for the first time the assemblies of Serb majority municipalities (Leposavic, Zvecan and Zubin Potok) approved the decisions for initiating the drafting of the Strategic Environmental Assessments (SEAs) in parallel to the of Municipal Development Plans (MDP) development. Hence, results are considered partially achieved.

OUTCOME 3.2 – The authorities of Kosovo have improved coverage of quality and equitable essential health care services for Maternal, Neonatal, Child and Reproductive Health (MNCRH) and Non-Communicable Diseases (NCD)

- slight decrease on out-of pocket expenditure on health (3.2.1) – noting the need in functionalization of health insurance, and to establish a high-quality system of producing data on “Health Account”, hence partially achieved.

- there’s no data available to establish the achievement level on proportion of women aged 15-49 years with a live birth (3.2.3), hence incomplete - noting that Health Information System is not functional yet, thus unable to measure the progress in related fields. Hence, at the moment the progress will be measured through new MICS, which will be available at the beginning of 2020.

- there’s no data available to establish the achievement level on premature mortality rate from cardiovascular diseases (3.2.4), hence incomplete - noting preparation of the manual for “causes of death codification”, which will be followed by training of health personnel and statisticians.

OUTCOME 3.3 – More people adopt behaviours that are healthy and that increase resilience to potential threats from environmental pollution, disasters and climate change

- there’s no data available to establish the achievement level on reducing prevalence of tobacco use of adults aged 15 or over (3.3.1), hence incomplete – noting the strong need by Institutions in developing strategies on preventing smoking at younger age.

- lack of progress made in terms of increase of public who consider the environment to be unhealthy (3.3.4) – noting that outreach activities are attracting high degree of attention by public and the media and more outreach activities are on-going, which might impact further the awareness of the public, specifically in hotspot municipalities (FKP and Obiliq/c). Despite the outreach activities, the progress is very low (10%), hence not achieved.

- progress made in raising awareness on potential disaster  risks and climate change adaptation (3.3.5) by supporting the infrastructure and capacity improvement of respective personnel of Emergency Management Agency and 11 municipalities, in understanding the DRR and climate change as well as prevention and mitigation of risks –noting that expansion to other municipalities was not possible due to the lack of funds. Note: Kosovo is not signatory to UNFCCC and Sendai framework convention, which prevents Kosovo to engage with and benefit from  regional and global efforts to address CC and DRR issues. Hence, partially achieved.




According to the UNCDP 2016-2020 Annex 1: Results Matrix, for full implementation of the UNCDP necessary resources were estimated to be about $22.3 million. As data in the table 6 below shows, at both PA and outcome level the resources planned at the onset of UNCDP vs. actual expenditures41 for 2016-2018 period varies considerably from outcome to outcome, with outcomes in PA2 and PA3 underperforming significantly in terms of resource mobilization, whereas outcomes in PA1 have significantly surpassed the targets set, especially Outcome 1.1. Approximate overall resource mobilization during 2016-2018 period vs. outset target was at a rate of 53%. As such, unless significant progress has been made in 2019, with one year left for implementation, the resource mobilization target is likely to be missed, also affecting the implementation target.





The financial resources table 7 below has been used for analysis of the efficiency in terms of total annual planned vs. actual expenditures. The actual financial data was extracted from the Annual Coordination Framework (ACF) budget data available for 2016 – 2018 period, and as such may not be complete. Furthermore, in absence of data on current resources mobilized and available, the expenditure data has been used instead as a reference of the resources mobilized and available, which may differ from the actual resources available.

The financial data in table 8 below shows that during 2016-2018 period in total $30.3 million have been planned by the UN Agencies as part of CDP, of which in total $22.8 million have been spent (approx. 75% delivery). The overall planed vs. expenditure gap during this period is $7.4 million largely linked to the outcome 1.3 (approx. $6.9 million), which may affect the overall implementation of the CDP by the end of the current cycle. The rest of the outcomes, despite the gaps in percentage can still meet the delivery target considering the amounts are not large in terms money.



The management structure for UNCDP implementation and monitoring included three Results Groups Chairs and Co-Chairs for managing and oversight of the output implementation, and four functional/cross-cutting teams: Gender Theme Group, UN Communications Group, Operations Management Team (OMT), SDG M&E group, Youth Task Force and HRWG to work on normative and issue-based planning and reporting of results. It must be noted that in practice the cross-cutting groups were more active than results groups. The three results groups met during the retreats or when called by the UNDCO. The change in management within UN agencies was in a way the reason why the RG’s were not active. The cross-cutting theme groups such as the Gender Theme Group chaired by UN Women and cochaired by DCO, Communications Group chaired by UNDC and co-chaired by UNV have met regularly. The SDG M&E group chaired by UNICEF was established in 2017 and met regularly. The Operations Management Team chaired rotationally by UNOPS, UN Women and UNICEF has met regularly and produced a Business Operations Strategy (BOS). In 2019, an ad hoc human right working group was established chaired by OHCHR and co-chaired by UNDC to respond to increasing inputs to strengthening human rights compliance and to strengthen internal coordination. This group is currently meeting quarterly. In addition, a Youth Task Force chaired by UNICEF was established with Ministry of Youth, Culture and Sports to support coordination of the youth empowerment and participation into the Kosovo strategies. This group is currently also meeting quarterly



The analysis of the likelihood of sustainability illustrates the importance of beneficiary capacity and the right incentives in place42 as this to a large extent determines the likelihood of sustainability in terms of governmental capacity for up-take of the provided systems and structures, which need budgeting for staff, equipment, roll-out of systems and structures etc. The UNCDP measures through joint and participatory planning were taken into account in establishing strong national ownership. Meetings with a number of governmental officials confirmed this commitment for most initiatives, while also mentioning the regrettable lack of immediate capacity to take full ownership for the donor supported interventions at large.

Systems have been put in place in terms of revised and new policies, legislation, strategies and similar governance documents. However, a generally capacity-weak government mainly due to Short-comings in finances, human resources, equipment etc. hampers the sustainability, although still with an overall satisfactory level of likelihood of sustainability43. The insufficient funding, and for some agencies also scarce human resources, limits their capacity to deliver fully effectively and efficiently, which had some limiting effect on the joint aspect of UNCDP initiatives and on the likelihood of sustainability of the UNCDP interventions. The conditions, therefore, were not fully conducive for development of and engagement in joint, longer-term interventions in gradually building the sustainability.

Finding: Prospects for sustainability of results by outcome areas are mixed, but overall positive. Many initiatives have been institutionalized and are part of current government responsibilities, while others lack government up-take, often due to financial constraints.

The likelihood of sustainability of achievements under outcome level indicators were rated based on sustainability assessments made by the involved agencies. This was further held against challenges experienced in relation to the implementation and/or government uptake of given achievements/ changes. Taking the special situation of Kosovo into account, the frequent change of governments and the upcoming early General Elections in 6 October 2019, the scoring of the likely sustainability at outcome level achievements was done in a scale 1-4 using the following rating:

  • 4: High likelihood of sustainability (all four key elements in place: skills, systems, staff and budget)
  • 3: Good likelihood of sustainability (three out of four elements in place)
  • 2: Fair likelihood of sustainability (two out of four elements in place)
  • 1: Low likelihood of sustainability (only one out of four elements in place)

The PA1 interventions on Governance and Rule of Law, are characterized by a satisfactory level of likelihood of sustainability representing an average likelihood of 2.5 out of 4. All PAs presuppose that government is capable of taking up given interventions and in many cases also expand to cover the entire country or more population groups. Figure 1 below shows that irrespective of the wide capacity building of key stakeholders within the supported areas, the government is still reluctant or not able to take up some of the activities making these be without funding and other resources and hence less likely to become sustainable.

Despite the increased number of judges in the system and subsequent increase in effectiveness of the Courts, the lower sustainability score in 1.1.2 is due to a persistent backlog of cases due to new cases continuing to flood the system, which does not therefore adequately reflect efficiency of the Courts and the governmental uptake of the strengthened systems and structures, while output 1.1.3 results are fully embedded in systems and structures, making it possible to have full uptake by the government.




The UNDAF programming guideline operates with five principles for good planning involving:

  • Human rights-based approach/Leaving No-one Behind,
  • Results-based management,
  • Gender equality,
  • Environmental sustainability,
  • Capacity development,
  • Partnerships

The UNKT application of the five principles is briefly analysed in the following sections:


The Human Rights Based Approach (HRBA) to Development Cooperation was adopted by the UNDG in 2003, and guides UN Agencies through all phases of development programming. Consequent treaties and resolutions have enforced accountability and equality, with the goal of protection of human rights and freedoms for all. UN’s Common Understanding with regard to HRBA programming consists of three principles48:

  • P1. All programmes of development co-operation, policies and technical assistance should further the realisation of human rights as laid down in the Universal Declaration of Human Rights and other international human rights instruments.
  • P2. Human rights standards contained in, and principles derived from, the Universal Declaration of Human Rights and other international human rights instruments guide all development cooperation and programming in all sectors and in all phases of the programming process.
  • P3. Development cooperation contributes to the development of the capacities of ‘duty-bearers’ to meet their obligations and/or of ‘rights-holders’ to claim their rights49.



The UNDG Guideline for UNDAF programming52 establishes that Results-focused programming is an approach where the allocation of energies and resources is based on clearly articulated and measurable intended results, rather than on planned activities. It further suggests that:

“A results-focused approach also requires the identification of critical assumptions about the programming environment, and a consideration of relevant risks and management measures. Indicators to monitor progress and measure the achievement of outcomes are identified, with attention given to data, evidence generation, and support for national statistical and information systems. Accountabilities are clearly defined and backed by strong reporting mechanisms53”.

An analysis of relevance and coherence of log-frame was made under Relevance chapter and will not be repeated here. In brief, the analysis shows that the log frame was not fully coherent, which means that some activities lost adequate interrelation and thereby the opportunity for effective use of synergy effect. The evaluation established that change in activities as funding opportunities arose, while it enabled responses to the emerging developmental needs of Kosovo, they to some extent bear the brunt of the inconsistent log-frame. The growing inconsistency made reporting on outcomes difficult in some cases.



The need for gender mainstreaming in all developments in Kosovo is well illustrated in UNDP’s Gender Equality Strategy 2014-201754, which paints a condensed picture of the equality situation in Kosovo:

Despite significant progress over the past decade, Kosovo also shares many of the global challenges to attaining gender equality. Primarily these include women’s unequal access to economic and environmental resources. However, there still exist social and legal discrimination against women and girls, there are still barriers to women’s political participation, women continue to carry a disproportionate burden of unpaid work and are the primary victims/survivors of gender based (GBV). All of these are not only violations of basic rights but also hinder women’s economic and political empowerment and restrict overall development.

Kosovo strives to live up to international conventions and agreements which informs to the focus and content of the UNCDP55. However, to achieve gender equality, gender mainstreaming should be applied to all activities during the planning phase since this force’s reflection over positive/negative effects of given activities on the lives of respectively women and men.

At the time of the design Kosovo was not required to complete a full CCA however a gender analysis was prepared while designing CDP covering key issues such as education, health, employment, law, literacy, disasters, violence and decision making and leadership with Sex disaggregated statistics are consistently integrated into the analysis. In addition, there is a targeted gender analysis of groups left behind such as, youth, poorest, Roma, aged, Egyptians, disabled and unemployed.

Gender mainstreaming in UNCDP is shown through definition of outcomes, outcome indicators, and outcome targets. The achievements in the areas of gender equality are backed up by the findings of the Gender Equality SWAP-Scorecard (United Nations Country team System Wide Action Plan - Gender Scorecard) undertaken by the UNKT with support from UN Women in December 2018. SWAP is a globally standardized rapid assessment of UN country level gender mainstreaming practices and in the case of Kosovo, while the CDP did not have a specific outcome on gender equality, the gender scorecard undertaken end of 2018, concluded that UNKT undertook a targeted gender analysis and integrated and mainstreamed gender throughout the UNCDP outcomes and outputs and included sex disaggregated data and targets for most indicators. At least 23 measure changes in gender equality and empowerment of women, specifically 7 indicators in PA1-Good governance and rule of law include gender considerations, 8 indicators in PA2- Social Inclusion directly contribute to gender and 8 indicators in PA3-Environment and Health refer to gender. However, the scorecard recommends that the future cooperation framework explicitly include a gender specific outcome and set financial commitment.

Evaluation scorings below show56 that gender mainstreaming was used extensively throughout the UNCDP planning, while analysis of the log-frame indicators and targets shows that lesser gender mainstreaming and what was applied primarily had a focus on women empowerment and lesser on addressing both male and female needs and interests. A detailed analysis of how outcome indicators were gender mainstreamed in the UNCDP under evaluation shows that out of 32 outcome indicators only 9 indicators adhered to all parameters for gender mainstreaming at planning level and that 3 indicators adhered to one of the parameters57:

When gender mainstreaming is missed at statement and outcome level, there will be no opportunity to have mainstreamed implementation, monitoring and reporting

It is thus crucial to follow a multiple-track strategy for implementing gender mainstreaming within and across sectors, which encompasses a mix of both gender-integrated and gendertargeted interventions in the achievement of national gender equality goals58. In addition to integration of gender in UN agencies programmes the UNKT contributes and advocates for integration of gender in national development and sectorial strategies and policies, including National Development Strategy (NDS) 2016-2021 and contributed to the drafting and aligning with the SDGs of the National Programme for Gender Equality. Achievements especially within DV/GBV are remarkable. After nearly two decades of silence and stigma, a compensation and reparations commission was established in 2018 to provide for legal recognition and economic reparations for survivors of sexual violence during the conflict of 1998-1999.



The Global Vision 2030 emphasises that men and women should be treated equally in social, economic and all other aspects of society and not be discriminated against on the basis of their gender. United Nations Universal Declaration of Human Rights and Goal 5 in the SDGs the overall aim of which is to have “Gender Equality and Women Empowerment” incorporated in the other 16 Goals. Women empowerment could be viewed as one means to achieve gender equality.

To make women’s equal participation in all aspects of life become a reality, the UN Vision 2030 is envisaged to be achieved partly through four strategic priorities:

  • Women lead, participate in and benefit equally from governance systems
  • Women have income security, decent work, and economic autonomy
  • All women and girls live a life free from all forms of violence
  • Women and girls contribute to and have greater influence in building sustainable peace and resilience and benefit equally from the prevention of natural disasters and conflicts and humanitarian action59.

The UNCDP 2016-2020 emphasis on gender equality adhered to all of the above priorities. Achievements especially within DV/GBV are remarkable. After nearly two decades of silence and stigma, Kosovo survivors of sexual violence during the armed conflict of 1998- 1999 are receiving legal recognition and reparations. The approach was complex and enjoy achievements through a wide range of interventions. The interventions are partly UNCDP interventions and partly UN Women agency interventions – with the latter contributing to UNCDP DV/GBV achievements:

UNKT organization of gender interventions:

  • GTG and UNKT through Security and Gender Group, a multi-stakeholder group chaired by UN Women established in 2007 coordinates women peace and security actions with Central Institutions, Civil Society Organizations and International Organizations. As a result of SGG coordination with relevant authorities, CSOs and Women Caucus of the Kosovo Parliament, the Criminal Code of Kosovo was amended to include domestic violence as a separate criminal offence and listing accurate definitions of all forms of domestic violence

New services deriving from the new policies and legislation:

  • After a series of trainings provided with support of UN Women in close collaboration with Kosovo Institute for Public Administration and the development of four internal regulations, the Commission and NGOs were ready to receive applications.
  • The Government Commission to Recognize and Verify Survivors of Sexual Violence during the Kosovo War, established in 2014, is also mandated to verify citizens’ status as survivors and provide reparations.
  • Establishment of friendly interview rooms within the Special Prosecution Office (1) and the Police War Crimes Investigation Unit (1) for survivors of CRSV and other vulnerable witnesses. These interview rooms have greatly boosted the confidence of survivors of CRSV to share evidence and testimony with the criminal justice system, helping a number of cases to move forward.
  • The Ministry of Labor and Social welfare has authorized four non-governmental organizations (NGOs) specialized in working with CRSV survivors to support the process of application for the pensions, which started in February 2018.

Effective judiciary:

  • Since 2006, UN Women has been working with civil society organizations and Kosovan authorities to get legal recognition and redress for survivors of CRSV in Kosovo.
  • During 2019, the Special Prosecution Office in Kosovo and the Kosovo Police War Crimes Investigation Unit are working on 57 cases of conflict-related sexual violence, an increase from 29 in 2017 and 0 in 2016. The Special Prosecutor in Kosovo directly attributes this increase to UN Women’s support through the GSTJ programme.
  • UN Women supplemented mentoring activities for the national authorities with study visits and exchanges with other international and national justice practitioners.

More specifically - During last four years, a team of international criminal justice experts undertook six missions to Kosovo to provide case-based mentoring to national prosecutors, investigators and victim lawyers. These DV/GBV achievements bear evidences of the enhanced capacity on the part of the national criminal justice practitioners, and increased confidence on the part of survivors of sexual violence in the justice system.

Strong advocacy on Gender Equality and Women Empowerment has contributed to popular awareness of gender disparities and the cause-effect of these. Many initiatives are innovative in design and/or approach which among others show in the strong collaboration with the press Innovative achievements in awareness entails:

  • During 2018, Uta Ibrahimi, the first women from Kosovo to climb Mount Everest, joined UNKT in their pledge to help Kosovo achieve the Global Goals and became, early 2019, the first UNKT SDGs Champion. Thanks to her courage and commitment for an inclusive society and a clean environment, Uta represents a strong woman role model, to whom the youth of Kosovo can look upon. In particular, the UNKT engaged her to reach out young girls and boys to promote SDG 5 and SDG 13 with messages of peace, empowerment of women and youth, of environmental protection and development.
  • For the 13th year in a row, the UNKT and the Association of Journalists of Kosovo have provided professional journalists the opportunity to showcase their stories about the reality of poverty.
  • The UNKT supported eight screenings of the film Not Your Property developed by UNMIK. This film raises awareness of property rights of women in Kosovo.
  • The 2017 Poverty Prize’s edition was boosted by the participation of the Kosovar, UK-based artist Alketa Xhafa-Mripa who created a public installation of photographs portraying prizewinning stories of poverty and social exclusion in Kosovo.

The timing was powerful: Alketa was calling for Kosovars to vote to end poverty just as politicians were finishing a final week of campaigning prior to local elections.



Addressing environmental sustainability and environment and health is relatively new, especially for the more adult part of the population, and it is sensitive, as it touches on costs of running industries. Hence the more environmental part of PA3 focused on preparatory activities such as awareness and studies, which will only yield results at output level. Due to the lesser general awareness, the sensitive nature of the interventions and difficulties in obtaining funding the environmental part of the PA3 experienced a slower start and progress than anticipated. With these preparations in place the involved agencies have built a robust foundation for the next UNSDCF from which to make focused and fundable programming.



All interventions in the UNCDP under evaluation had aspects of capacity development implied as part of activities. Working with government as the direct beneficiary and acknowledging the special Kosovo conditions, the PAs focused on three types of capacity development encompassing:

  • Policy level activities in terms of support to development or strengthening of policies, strategies and/or legislation;
  • Development and establishment of systems (e.g. methods, procedures, techniques, legislation) and structures (e.g. policy, authority, arrangements (of e.g. rights & duties), communication;
  • Development of skills and knowledge in working with and under the established systems and structures.



The Assembly resolution on the SDG’s has been finalized by the parliamentary Committee on Health, Labour and Social Welfare. Resolution was endorsed in the first weeks of 2018, opening new venue for potential partnerships with the Assembly of Kosovo, other institutions at central and local level as well as the Civil society and business sector. UNKT’s partnership with the Association of Journalists of Kosovo (AJK) have provided professional journalists the opportunity to showcase their stories about the reality of poverty in Kosovo through the Annual Journalism Poverty Prize. Partnership with the Civikos (umbrella network of CSOs) aimed at awareness raising on SDGs through cultural and educational programmes, as well as monitor performance and transparency of government.

The Coordination team supported the UN Agencies and the Millennium Challenge Corporation (MCC) office in Kosovo to create potential partnerships for regular data collections and validation as the third party. This partnership is expected to deepen as the government has signed the Threshold programme (of $49million over four years). UNKT is exploring potential areas of cooperation with the MCC team in Kosovo on environment, energy and rule of law sector.

Innovating strategic partnerships for Kosovo movie “HOME” which won the British short film – BAFTA award in 2017. The project was initially supported by the UNKT, which then led to multiple partnerships including with USAID, local municipalities and SOROS Foundation.

The UNKT through a number of signed Memorandums of Understanding (MOU) has expanded the partnership network. To name a few: MOU with the Ministry of European Integration (MEI) with the aim of increasing UNKTs support to reporting for OECD data for development and on potential creation of the SDG fund which will be supported by the government and donors; an MOU with the Kosovo Olympic Committee, Ministry of Culture, Sports and Youth, and with Pristina Municipality has been a historical landmark in the region and for the UN enabling parties to use of martial arts and culture for expanding sustainable development in Kosovo mostly focused on promotion of Kosovo’s youth ambassadors of sports, an MOU with the Kosovo Chamber of Commerce (KCC) on promotion and integration of SDG in private sector, green economy and economic growth in Kosovo, focusing on women and youth, an MOU with the Corporate Social Responsibility (CSR) Network to accelerate the SDGs with the focus on human and labour rights, anti-corruption and environmental protection.


For the next UNSDCF cycle, the UNKT should comprehensively define an explicit Theory of Change informed by the forthcoming Common Kosovo Analysis and based on SDGs, underlying all the necessary assumptions for inclusive sustainable development and principles of leaving no-one behind (LNOB). 


The next UNSDCF should take advantage of few core priorities, large in scope and provide an opportunity for joint initiatives, expanding the capacity development approach in few core areas, planned with a long-term 10 year perspective, aiming at organizational and systemic change to retain sustainability, rather than individual capacity development at a given department or ministry.


The UNKT should take the lead on accelerating the SDGs and Agenda 2030 by assisting the government and partners in linking their priorities to SDGs, thus ensuring that the UNSDCF is also closer to common goals and priorities.


The UNKT should vet the UNSDCF results matrices to ensure that extra care is taken to propose performance indicators, targets and data collection procedures that are pertinent to  rogramme impact where it is taking place.


The UNKT should widen the cooperation and network of partnership building by establishing a platform of cooperation and funding for results in line with the UNSDCF Financing the SDGs and Funding the Cooperation Framework.


The UNKT needs to establish an integral online Knowledge Management platform with easy access that provides key data and information on UNSDCF information and performance, thus providing for greater transparency and increased accountability of all partners involved. Good example of information sharing is the work UNKT did on Communications and Advocacy led by the UN Communications Group through joint Communication Strategy and the publication of yearly UN Common Development Plan results, which would have not been possible without the information and data from the results groups.

1. Recommendation:

For the next UNSDCF cycle, the UNKT should comprehensively define an explicit Theory of Change informed by the forthcoming Common Kosovo Analysis and based on SDGs, underlying all the necessary assumptions for inclusive sustainable development and principles of leaving no-one behind (LNOB). 

Management Response: [Added: 2020/11/23] [Last Updated: 2021/09/19]

The UNKT acknowledged the lack of TOC in the UNCDP critical for articulation of results chain and for monitoring progress toward planned results. Hence, to this end, the UNKT has developed a comprehensive roadmap for the preparation of the 2021-2025 Cooperation Framework which includes a clear plan on the development of the Common Kosovo Analysis, consultation with partners and design of the UNCSDF based on evidence and a comprehensive TOC to inform its implementation. Integration of the SDGs and the LNOB analysis will be a cornerstone of this process. recognizing some of the emerging needs such as the inclusion of vulnerable groups and full implementation of "leave no one behind" principle (also addressing the needs of those left furthest behind), based on the Roadmap for preparation of the 2021-2025 Cooperation Framework  recommended considering further integration (localized) SDGs for the next programming cycle. It should be complemented by the analysis of Groups Left Behind in Kosovo and the Common Kosvo Analysis (CKA). The CKA together with other documents form the updated analytical basis upon which the discussion and consultations surrounding the next Cooperation Framework will take place. The visualization/prioritization exercise will be facilitated and supported through an external expert and include the Theory of Change as the basis of the Framework's preparation. The Roadmap foresees two validation exercises with direct beneficiaries, the national and international stakeholders in Kosovo, and internal UNKT prioritization exercise ensuring full alignment with the actual needs and priorities under the SDGs.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Carry out the analysis of the SDG “accelerator” platforms/areas, and other diagnostic documents (e.g. report on groups left behind; assessments of gender mainstreaming and other sectorial reviews documents)
[Added: 2021/09/19]
DC Office/ UNKT 2019/11 Completed
Prepare the Common Kosovo Analysis, focused on the implications of evolving political context, particularly on the achievement of SDGs, assessing gender mainstreaming needs and following the principle of “leave no one behind”
[Added: 2021/09/19]
DC Office/ UNKT 2020/10 Completed
Prepare a comprehensive Common Kosovo Analysis, focused on groups left behind, also considering recommended areas for programming and exploring new and emerging areas issues.
[Added: 2021/09/19]
UN Agencies 2020/10 Completed
Carry out in-depth analysis of root causes and problems in the identified priority areas for programming and develop a brief strategic approach for UNCT entry points and engagement in these areas
[Added: 2021/09/19]
UN Agencies 2020/11 Completed
Once the strategic priorities for the next UNSDCF have been defined, set targets and produce a Theory of Change outlining how the desired change is expected to happen in the context of Kosovo
[Added: 2021/09/19]
DC Office/ UNKT/ government partners and other stakeholders 2020/10 Completed
2. Recommendation:

The next UNSDCF should take advantage of few core priorities, large in scope and provide an opportunity for joint initiatives, expanding the capacity development approach in few core areas, planned with a long-term 10 year perspective, aiming at organizational and systemic change to retain sustainability, rather than individual capacity development at a given department or ministry.

Management Response: [Added: 2020/11/23] [Last Updated: 2021/09/19]

UNKT agrees to identify and institutionalize incentives for agencies to engage in joint programmes (suggested measures: government co-financing conditional on joint programming, establishment of SDG pooled funds for the financing of joint activities, etc.) and focus on linking policy making, by strengthening government institutions capacity and engagement.  The agencies should also strengthen the systems that track broader results, rather than inputs/outputs and assess more rigorously the sustainability of achievements. The involvement of UNKT and government institutions as well as all other stakeholders in prioritizing areas of focus and intervention will ensure sustainability and ownership.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Organize an internal UNKT strategic prioritization retreat to agree on the set of catalytic development solution based on the UN comparative advantage in line with government priorities and needs.
[Added: 2021/09/19]
DC Office/ UNKT 2020/01 Completed
Organize a participatory Strategic Prioritization Retreat with participation of government, international community and local stakeholders to agree on the set of prioritises based on identified needs to ensure sustainability and ownership.
[Added: 2021/09/19]
DC Office/ UNKT/ government partners and other stakeholders 2020/03 Completed
Define priority areas for future work alongside the priorities that emerge from the Common Kosovo Analysis and as per the identified needs.
[Added: 2021/09/19]
DC Office/ UNKT/ 2020/12 Completed
3. Recommendation:

The UNKT should take the lead on accelerating the SDGs and Agenda 2030 by assisting the government and partners in linking their priorities to SDGs, thus ensuring that the UNSDCF is also closer to common goals and priorities.

Management Response: [Added: 2020/11/23] [Last Updated: 2021/09/19]

The UNKT to conduct a rapid integrated assessment (RIA) of central and sectoral development planning strategies and an SDG data mapping to see into the alignment of Kosovo’s development framework via-a-vis the SDG targets. As the current NDS nears its end, it is being reviewed and revised in preparation for the next NDS 2021–2030, which not only covers the duration of the Cooperation Framework but also the 10-year timeframe which coincides with the SDG Decade of Action. This represents an opportunity for joint priority setting and integrated policy making as well as for fully anchoring the new NDS around the SDGs with clear ambition to fulfilling the 2030 Agenda. Such focus and acceleration of SDG achievement would also support Kosovo aspirations to implement the SAA and advance on the EU integration path.

The UNSDCF outcome and output indicators should be linked to national SDG indicator frameworks, which should ideally be linked to the global SDG indicator framework. This enables standardization and aggregation to better measure and report on development results against the 2030 Agenda at regional and global levels.

UNKT will advocate, both in normative as well as programmatic actions, the need to do more effectively guarantee the rights of persons belonging to non-majority communities, including the Kosovo Serb and Roma, Ashkali and Egyptian as well as displaced persons. Also, UNKT will work to expand gender mainstreaming programming and enhance equality-related policies and practices under all UNSDCF outcomes. UNCT will also explore opportunities to follow twin-track approach under the next UNSDCF, with a specific gender outcome and mainstreaming gender under all outcomes.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Support re invigoration of SD Council and mechanisms and platforms for monitoring, reporting and the implementation of the SDGs.
[Added: 2021/09/19]
UN DC/ UNKT/ Kosovo Assembly/partners 2020/10 Completed
Support the government of Kosovo to develop the next NDS in line with the Decade of Action
[Added: 2021/09/19] [Last Updated: 2022/01/12]
UN DC Office/ UNKT 2021/12 Completed Several consultancies were provided to the government institutions during the preparation the NDS History
4. Recommendation:

The UNKT should vet the UNSDCF results matrices to ensure that extra care is taken to propose performance indicators, targets and data collection procedures that are pertinent to  rogramme impact where it is taking place.

Management Response: [Added: 2020/11/23] [Last Updated: 2021/09/19]

UNKT agrees with the recommendation to strengthen results framework and introduce well-balanced combination of qualitative and quantitative indicators to capture progress under outcomes and UNKT contribution to this progress. UNKT will start this process with the preparation of a sound intervention logic and well-elaborated results chain within the Results Framework. Preparation of the Theory of change (mentioned in the previous paragraphs) should also serve to define results framework.

UNCDP Results Groups have been the essential mechanism to provide strategic guidance and coordinate development interventions during the entire period of UNCDP implementation. The Results Groups have been preparing plans and reporting on progress timely, with the involvement of participating UN Agencies. For the next cycle, it will be considered to expand membership of RG and establiosh a Joint Steering Committee to be co-chaired by the Prime Minister and the UNDC. Also, UNCT will work to ensure the active involvement of the members in the planning and implementation of interventions. UNCT will work to put in place integrated and joint planning starting with the preparation of annual Joint Work Plans (JWPs), to joint projects and programmes utilizing the UNINFO.

UNKT agrees to increase frequency of result group meetings and strengthen the tracking of their decisions and the reporting of their results.  Agencies should commit to better attendance of results group meetings. Identify incentives to make result group meetings more attractive and open participation to other stakeholders.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Focus on developing UN data capacities and operationalize UNSDCF commitments to support the government in improving data generation, analysis and evidence-based policy making.
[Added: 2021/09/19]
UNKT/ RCO/ M&E Group 2022/12 Initiated
Analyze possible modalities and options for the membership and functioning of the JSC during the next programming cycle and implement those deemed to be effective. Discuss opportunities and expand the members and enhance the planning and implementation functions of the Results Groups (e.g. involving representatives of the CSOs, think-tanks and academia if appropriate)
[Added: 2021/09/19]
UN DC Office/ UNKT 2021/01 Completed
Revise the structure and functioning of Results Groups within the 2021-2025 UNSDCF, including increasing the frequency of meetings, recording of and follow up and the actions agreed, as well as involvement of the external counterparts.
[Added: 2021/09/19]
UN DC Office/ UNKT 2021/01 Completed
Prepare the results framework with a sound intervention logic including chain of results that adequately capture UN work (outcomes and outputs)
[Added: 2021/09/19]
UN DC Office/ UNKT/ Results Groups 2021/01 Completed
Define qualitative and quantitative indicators under each element of the results chain, capturing UNKT results and contribution to the progress, as well as sources of information and means of verification
[Added: 2021/09/19]
UNKT/ RCO/ M&E Group 2021/02 Completed
Prepare and carry out a UNSDCF Monitoring, Learning and Evaluation (MEL) plan
[Added: 2021/09/19]
UNKT/ RCO/ M&E Group 2021/01 Completed
5. Recommendation:

The UNKT should widen the cooperation and network of partnership building by establishing a platform of cooperation and funding for results in line with the UNSDCF Financing the SDGs and Funding the Cooperation Framework.

Management Response: [Added: 2020/11/23] [Last Updated: 2021/09/19]

UNKT agrees for a closer coordination of fundraising activities and partnerships to respond adequately to the needs and priorities as set out in the UNSDCF. UNKT, in particular, agencies will explore ways to approach the government regarding cost-sharing in a more coordinated fashion and should collectively explore options for increasing its financial capacity through sustainable financing sources that are better suited to medium income country context. These sources include cost-sharing with the Government, financing from the private sector and partnerships with International Financing Institutions that have financing portfolios for the country.  

Further, in this financially constrained operational environment, it will be important to avoid competition for funding by coordinating interactions with government and donors.

RCO should play a greater role in coordinating resource mobilization activities. In particular, a joint resource mobilization strategy at the UNKT level is recommended by the evaluation. 

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Improve inter-agency communication and cooperation through scaled up coordination (regular UNKT, other meetings), increased joint programming, regular joint meetings with government counterparts, regular meetings with donors.
[Added: 2021/09/19]
UN DC Office/ UNKT 2024/12 Initiated
Prepare Multi-year funding framework and Annualized funding framework based on outcomes and outputs of the UNSDCF.
[Added: 2021/09/19]
UN DC Office with support from UNKT 2021/03 Completed
Prepare a partnerships strategy in leu of Resource mobilization strategy
[Added: 2021/09/19]
UN DC Office with support from UNKT 2021/03 Completed
6. Recommendation:

The UNKT needs to establish an integral online Knowledge Management platform with easy access that provides key data and information on UNSDCF information and performance, thus providing for greater transparency and increased accountability of all partners involved. Good example of information sharing is the work UNKT did on Communications and Advocacy led by the UN Communications Group through joint Communication Strategy and the publication of yearly UN Common Development Plan results, which would have not been possible without the information and data from the results groups.

Management Response: [Added: 2020/11/23] [Last Updated: 2021/09/19]

UNKT should strengthen its work in support of data collection, analysis and use by partners at the national and sub-national levels. UNKT agrees there is need for establishment of a simple online Knowledge Management (KM) platform in which to upload and from which to extract data and information. Emphasis is on “simple” system easy to be used for the wider group of UNKT stakeholders.

The design should start with determining who should know what, how and how often. This entails listing and categorizing of stakeholders and a decision on what each category should know (the whole story, the stakeholder relevant part of the story, highlights, news etc.), how each category should have this presented (as short case study for the media or for the industry; folders on major achievements, new approaches or others to e.g. international partners, private funders or others). The overview should indicate the intervals of communication with each category.

UNKT should support the Kosovo institutions with collecting data and statistics necessary to measure SDG progress and policy making driven by evidence grounded in reliable data.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Migrate UNSDCF planning and reporting to UN INFO.
[Added: 2021/09/19]
UN DC Office/ UNKT 2024/12 Initiated
Work with the Kosovo Agency of Statistics to develop an SDG dashboard.
[Added: 2021/09/19]
UN DC Office/ UNKT 2024/12 Initiated
Establish a knowledge management platform for improved monitoring and reporting of UNSCDF results in general but also joint initiatives, for example SDGs action, pilots and innovations, assessments and strategies support, trainings, and others.
[Added: 2021/09/19]
UN DC Office/ UNKT 2024/12 Initiated

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