Assessment of Development Results:Jordan

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Evaluation Plan:
2014-2017, Independent Evaluation Office
Evaluation Type:
ICPE/ADR
Planned End Date:
06/2017
Completion Date:
12/2016
Status:
Completed
Management Response:
Yes
Evaluation Budget(US $):
160,000

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Title Assessment of Development Results:Jordan
Atlas Project Number:
Evaluation Plan: 2014-2017, Independent Evaluation Office
Evaluation Type: ICPE/ADR
Status: Completed
Completion Date: 12/2016
Planned End Date: 06/2017
Management Response: Yes
Focus Area:
  • 1. Others
Corporate Outcome and Output (UNDP Strategic Plan 2014-2017)
  • 1. Output 1.3. Solutions developed at national and sub-national levels for sustainable management of natural resources, ecosystem services, chemicals and waste
  • 2. Output 2.6. Legal reform enabled to fight discrimination and address emerging issues (such as environmental and electoral justice
  • 3. 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:
Joint Programme: No
Joint Evaluation: No
Evaluation Team members:
Name Title Email Nationality
GEF Evaluation: No
Key Stakeholders:
Countries: JORDAN
Lessons
Findings
1.

The governance programme has been contributing to a certain extent to the outcome result on political and institutional reform through support to establishing a more transparent electoral process and strengthening accountability and integrity in state institutions.


Tag: Effectiveness Public administration reform Technical Support

2.

The UNDP contribution to effective, inclusive participation of young people in social, cultural, economic and political life has been limited. The country office did not have any ongoing activities for a significant period of the country programme (between 2013 and 2016) to contribute to the planned outcome result.


Tag: Effectiveness Local Governance Youth Technical Support

3.

As planned, UNDP-supported interventions bridged gaps in institutional frameworks and capacities in selected sectors. But key stakeholders felt that UNDP could have been more effective and relevant by contributing more to the development of a modern environmental governance system and institutional layout through support to new strategic partnerships.


Tag: Climate change governance Energy Environment Policy Effectiveness Technical Support

4.

UNDP contributed to the planned outcome result on establishing poverty reduction mechanisms through support to the Government in developing strategies, strengthening institutional capacities and improving aid coordination. In each of these areas, more remains to be done.


Tag: Effectiveness Poverty Reduction Coordination

5.

At local level, UNDP has worked in a number of priority areas including solid waste management, vocational training, employment and entrepreneurship support. Interviews and field visits undertaken for the ADR showed that these activities have mixed results. The cash-for-work programme has had positive impact, while entrepreneurship support through the micro-equity investment approach has faced numerous challenges. UNDP’s presence and close follow-up of activities is reported to be a key factor in the effectiveness of its interventions. However, the number of beneficiaries was limited.


Tag: Effectiveness Jobs and Livelihoods Youth Technical Support

6.

The UNDP country programme was relevant to the context of Jordan and its national development priorities, as well as to the UNDP corporate agenda. UNDP was also flexible and responsive to the emerging priorities of the country, such as the refugee situation. However, UNDP missed the opportunity to make its country programme an integrated and holistic one, given the interconnectedness of the development challenges it sought to address.


Tag: Relevance Integration Programme Synergy Technical Support

7.

UNDP demonstrated strong internal management practices in support of programme delivery.


Tag: Efficiency Operational Efficiency Service delivery UNDP Management Technical Support

8.

The country office experienced frequent staff turnover, interrupting implementation and causing loss of institutional memory.


Tag: Challenges Efficiency Human and Financial resources UN Country Team Technical Support

9.

There are some examples of synergy within the UNDP programme and with the work of other agencies, but in general UNDP’s coordination with other development actors was not optimal, particularly in the areas where other agencies have comparative technical strengths.


Tag: Donor relations Programme Synergy Coordination

10.

The sustainability prospects of the UNDP contribution are mixed. The results achieved under the larger interventions that incorporate explicit exit strategies and capacity development in their design, such as in the governance and environment programmes, are likely to be sustained. In the socioeconomic/resilience programme, though most of the interventions are at early stage of implementation, there are indications that some of the interventions, particularly the micro-business and small enterprises, may not be sustainable without longer-term support.


Tag: Sustainability Capacity Building

11.

High turnover in government institutions limits sustainability of the results.


Tag: Sustainability Country Government Capacity Building Technical Support

12.

UNDP has benefited from the large flows of humanitarian funding and has leveraged funding from bilateral partners and other sources, not only for its refugee response portfolio but also for the rest of the programme. Country programme fundraising targets for the entire five-year cycle have nearly been met in the first three years. Given projected decreases in UNDP and other funding flows, UNDP needs to re-examine some of the country office’s assumptions on partnerships and results-based management practices and skills, which if strengthened could enhance fundraising potential.


Tag: Bilateral partners Humanitarian development nexus Refugees Technical Support

13.

From a management and operational perspective, UNDP’s delivery is unaffected by the growing refugee crisis response. This can be seen in the overall high programme implementation/delivery rates maintained by the office over the last three years. UNDP is, however, aware of some of the opportunity costs, including a lower-than-expected provision of technical expertise.


Tag: Project and Programme management Humanitarian development nexus Refugees Technical Support

14.

Despite the integration of the humanitarian and resilience pillars of the Syrian refugee response into a common framework, coordination within the UN family has been challenging.


Tag: Joint UN Programme UN Agencies Humanitarian development nexus Refugees Resilience

15.

Gender results in the country programme vary. The socioeconomic programme, with its local development component, made a positive contribution to both gender mainstreaming and women’s empowerment. On the other hand, the environment programme, with its upstream policy focus, paid limited attention to gender mainstreaming. Most projects under governance ensured women’s participation, but effective mainstreaming was also limited.


Tag: Effectiveness Gender Mainstreaming Women's Empowerment Technical Support

16.

The internal business environment for gender mainstreaming is still developing.


Tag: Gender Equality Gender Mainstreaming Women's Empowerment Business Model Technical Support

17.

The inadequate attention given to results-based management in planning, monitoring and reporting of UNDP interventions hampered the design of an integrated and holistic country programme, as well as monitoring and reporting on results. The following paragraphs explain more.


Tag: Monitoring and Evaluation Results-Based Management

18.

Development actors in Jordan widely acknowledge that UNDP’s comparative strengths (in relation to other development partners) are its neutrality, flexibility, responsiveness, local presence and strong delivery channels. However, the extent to which UNDP builds on these strengths to form and leverage strategic partnerships with the Government, donors and non-governmental partners is not clear.


Tag: Strategic Positioning Technical Support

Recommendations
1

Jordan’s governance and socioeconomic reforms are unfinished business. The focus of the UNDP programme on democratic governance and public sector reforms, socioeconomic development and environmental sustainability will thus continue to be relevant into the next programme cycle. To increase its impact, UNDP should establish the causal relationships and intersections between the development challenges it aims to address, such as the connection between unemployment and poverty, between good governance and economic reform, and between environmental degradation and poverty. 

2

The Syrian refugee situation is likely going to extend over a longer period than was initially foreseen, and UNDP should continue to plan for this. 

3

The country office should prioritize gender mainstreaming in the next country programme. This should include preparing a gender strategy and a related implementation framework. 

4

The UNDP role as lead UN agency for coordination in Jordan needs to be strengthened.

5

UNDP should use its comparative advantage with the Government to continue advocacy on sensitive issues, such as wider engagement of civil society in programme interventions.

1. Recommendation:

Jordan’s governance and socioeconomic reforms are unfinished business. The focus of the UNDP programme on democratic governance and public sector reforms, socioeconomic development and environmental sustainability will thus continue to be relevant into the next programme cycle. To increase its impact, UNDP should establish the causal relationships and intersections between the development challenges it aims to address, such as the connection between unemployment and poverty, between good governance and economic reform, and between environmental degradation and poverty. 

Management Response: [Added: 2017/04/27] [Last Updated: 2020/08/22]

UNDP support was instrumental in furthering national capacities to undertake key governance reforms, especially in electoral assistance and modernization of public administrative reforms. UNDP also had notable successes in climate change issues and mainstreaming environmental sustainability, as evidenced by different evaluations. UNDP pioneered the implementation of sustainable livelihoods interventions, highlighted as successful interventions at the regional and global levels.

 

 

Key Actions:

Key Action Responsible DueDate Status Comments Documents
1)UNDP will establish the causal relationships and intersections between the development challenges it aims to address and the programme in its next CPD; 2)The new country programme will apply a programme approach that fosters programme synergies; will balance support at national and sub-national levels, and further focus on poverty-environment inter linkages; 3)Training for all officers on M&E for strengthened M&E capacities and skills in the country office; 4)Continued advocacy with government institutions for up taking governance reforms, and replication of livelihoods activities by national institutions; 5)The environment programme will explore GEF financing for innovative spatial analysis and geographic information systems and remote sensing technologies; will work with the concerned national institutions to promote the “environmental economics” concept and develop national relevant capacities in that regard; and will continue working on integration of environmental concerns across sectors by exploring new different instruments and approaches.
[Added: 2017/05/01] [Last Updated: 2018/04/10]
UNDP 2018/03 Completed History
2. Recommendation:

The Syrian refugee situation is likely going to extend over a longer period than was initially foreseen, and UNDP should continue to plan for this. 

Management Response: [Added: 2017/04/27] [Last Updated: 2020/08/22]

UNDP Jordan finalized a Resource Mobilization Strategy that was approved by RBAS, and will evaluate its implementation over the course of the coming years.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
1) UNDP Jordan will implement the elaborated resource mobilization strategy endorsed by RBAS, making sure that it continues to do donor intelligence, try to increase government cost-sharing, and respond to national priorities to make sure that enough resources are available for the implementation of the next CPD; 2) The Country Office will implement all the recommendations of the HQ Business process re-engineering mission, especially the workflow and the SOPs that have been elaborated for the seven key business processes. The office will review the SOPs periodically and reflect any changes required for their implementation.
[Added: 2017/05/01] [Last Updated: 2018/04/10]
UNDP 2018/03 Completed History
3. Recommendation:

The country office should prioritize gender mainstreaming in the next country programme. This should include preparing a gender strategy and a related implementation framework. 

Management Response: [Added: 2017/04/27] [Last Updated: 2020/08/22]

UNDP finalized its gender strategy and applied for the Gender Seal in November 2016. The CO could not afford- budget wise- to recruit a dedicated Gender Specialist, and rather opted in this case to have a Gender Team.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
1) The Country Office will implement that elaborated gender mainstreaming strategy and the action plan, including training of all UNDP staff on GMS, provision of relevant resources, screening of project documents and donor reports, among others; 2) Once implementation starts, UNDP will evaluate the GMS implementation strategy and will discuss within the office and with counterparts any changes that are required.
[Added: 2017/05/01] [Last Updated: 2018/11/08]
UNDP 2018/06 Completed The UNDP CO is currently working on a number of action points targeting the mainstreaming of gender including the production of a gender strategy, and reviewing all internal programmatic and operational procedures from a gender lens. It is expected to have a first draft of the strategy by the end of 2018 early 2019 at the latest. The implementation of the strategy once approved, will go hand in hand with a number of other activities planned for enhancing the internal capacity of the CO on gender equality. This would include the reviewing of all internal programmatic and operational procedures and mainstreaming gender at all levels, and the building of the capacity of all staff on gender and related issues. The drafting of the strategy will result in the identification of a set of gender indicators to be linked to the overall CPD and SP. This would mean that the gender team will be working closely in the production period with the results and reporting team to ensure alighment of the identified indicators and how those connect to the work being carried out both internally inside of UNDP, and externally through our programmes and projects and our dealings with our national counterparts which includes acquainting them with corporate gender policies, including but not restricted to SH and SEA policies. History
4. Recommendation:

The UNDP role as lead UN agency for coordination in Jordan needs to be strengthened.

Management Response: [Added: 2017/04/27] [Last Updated: 2020/08/22]

UNDP coordinates key sectors in the UNCT, including, but not limited to, the elaboration of the MDGR, the finalization of a policy options paper on PAR, the elaboration of a one UN approach to PVE, etc. UNDP also coordinates all issues related to the resilience axis, including the preparation of the vulnerability assessment, preparation of the JRP, and the 3RP.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
UNDP to continue to lead on key areas of expertise in the UNCT, especially resilience and PVE. UNDP, on behalf of the UNCT, to finalize the issuance of the MDGR, the National strategy on Youth, the 3RP, the resilience report and vulnerability assessment, and the one-UN-approach on PVE.
[Added: 2017/05/01] [Last Updated: 2018/04/10]
UNDP 2018/03 Completed History
5. Recommendation:

UNDP should use its comparative advantage with the Government to continue advocacy on sensitive issues, such as wider engagement of civil society in programme interventions.

Management Response: [Added: 2017/04/27] [Last Updated: 2020/08/22]

UNDP has been advocating with the GoJ for increased involvement of NGOs in project implementation. In the last quarter of 2016, UNDP signed agreements with 37 CBOs with the government.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
UNDP to continue advocacy on above issues
[Added: 2017/05/01] [Last Updated: 2018/04/10]
UNDP 2018/03 Completed History

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