- Evaluation Plan:
- 2013-2019, Liberia
- Evaluation Type:
- Country Programme Evaluation
- Planned End Date:
- 12/2015
- Completion Date:
- 02/2016
- Status:
- Completed
- Management Response:
- Yes
- Evaluation Budget(US $):
- 30,559
Mid Term Review Country Program Document United Nations Development Programme-Liberia
| Document | Type | Language | Size | Status | Downloads |
|---|---|---|---|---|---|
 CPD MID TERM REVIEW REPORT.docx |
report | English | 280.38 KB | Posted | 921 |
| Title | Mid Term Review Country Program Document United Nations Development Programme-Liberia | ||||
|---|---|---|---|---|---|
| Atlas Project Number: | |||||
| Evaluation Plan: | 2013-2019, Liberia | ||||
| Evaluation Type: | Country Programme Evaluation | ||||
| Status: | Completed | ||||
| Completion Date: | 02/2016 | ||||
| Planned End Date: | 12/2015 | ||||
| Management Response: | Yes | ||||
| Focus Area: |
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| Corporate Outcome and Output (UNDP Strategic Plan 2014-2017) |
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| Evaluation Budget(US $): | 30,559 | ||||
| Source of Funding: | |||||
| Evaluation Expenditure(US $): | 30,559 | ||||
| Joint Programme: | No | ||||
| Joint Evaluation: | No | ||||
| Evaluation Team members: |
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| GEF Evaluation: | No | ||||
| Key Stakeholders: | Government of Liberia and other partners. | ||||
| Countries: | LIBERIA |
| Lessons | |
|---|---|
| 1. | Lessons Learned
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| Findings | |
| 1. | Major Findings The Evaluation Team has rated UNDP Country Office performance as above average at midpoint in the implementation of the CPD 2013-2017. The Team also notes with satisfaction that the national partners have contributed significantly to this achievement through ownership of programmes. The MTR team established that most of the outcomes, outputs, indicators, baselines and targets are well formulated, and that they respond to national priorities identified in the AFT and other national development policy documents such as Vision 2030, and are drawn directly from the UNDAF. Based on the evidence provided by the literature review, FGDs, KIIs and observations from field visits, the MTR team found that program design is sound and demonstrates clear results chain between results levels.
There is coordination between UNDP Country Program, the GOL and UNDAF because the CPD outcomes and outputs are derived from the UNDAF outcomes and Liberia’s development strategies, particularly the AFT. UNDP’s functional relationship with the GOL, a unique position it occupies among other UN agencies, has resulted in the provision of financial and technical support to over 80% of the activities jointly agreed with the GOL that are in the CPD. Programmatically, the MTR shows that UNDP’s supported programs and projects that have been undertaken by government and other implementing partners addressed critical issues pertaining to poverty reduction, governance and sustainable development. The strengthened capacity of NEC for effective implementation of its mandate; the establishment of a County Service Center in Bassa to bring service delivery closer to the people; the validation and approval of the National Law Reform Policy; UNDP’s support to curb graft through the creation of the LACC; the drafting of the Local Government Act; the reconstruction and rehabilitation of school buildings with minimal standard materials in Kokoya; the well- resourced health facilities and increased community access to water and sanitation in Kokoya and many others are major milestones that indicate that the CPD has been on track. Within the Governance outcome, the Country Programme had envisioned a robust programme of support to the Legislature; building on previous support in the 2008 – 2013 CDP which saw the elaboration of a legislative Modernization Plan. However due to difficulties of engagement with the legislature, which led to the withdrawal of key legislative partnerships such as USAID/NDI, UNDP has had to restructure its support to the legislature not as a distinct output/project area but as an integral element of the strategy within on-going programmes and projects. In the middle of the CPD implementation, Liberia was hit by Ebola and UNDP’s role in fighting the scourge cannot be overstated. The team found a formidable collaboration between UNDP and other UN agencies in mobilizing resources and establishing the UNMEER that culminated in the establishment of clusters and the adoption of joint messaging strategy, the design of community and sensitization engagement, the deployment of Community Active Case Finders volunteers to search for the sick, search for the dead and search for the contacts helped in cutting transmission, saved lives and reflected the true DAO at work. However, the MTR team found some critical challenges facing the CPD. There is little evidence of visible partnership with CSOs and NGOs. The MTR did not see clear evidence of partnership forged between UNDP and these groups at this point and why this is the case given the good intentions of UNDP’s partnership strategy. Monitoring and evaluation of implemented projects and programs particularly in the field cannot be over-emphasized and, therefore, need to be robust to ensure that resources and technical assistance provided meet the intended outcome and reach the targeted beneficiaries. |
| Recommendations | |
|---|---|
| 1 | While UNDP in general has been responsive to national priorities as broadly reflected in the CPD and other policy frameworks, this can be further strengthened by seeking to align interventions more closely to the short and medium-terms GOL priorities and introducing greater joint planning. |
| 2 | Delivery of UNDP CPD programs and projects has been largely very good and this is not a critical issue going forward. There is now a critical need to focus on the quality of the delivery. For instance, strategies have to be developed to target and focus more on marginalized groups in excluded communities with a view to clearly experience changes in their livelihood as a result of UNDP intervention |
| 3 | UNDP should consider sustainability an exit strategy in any future project design and implementation, otherwise projects risk becoming an end in themselves. |
| 4 | UNDP should continue to improve staff quality through capacity building processes and staff engagement on policy dialogue processes by creating the space and time. These functions will become more critical in addition to mobilizing and channeling resources through projects. |
| 5 | The grassroots projects supported by UNDP have the potential to produce visible changes in people’s lives that are reducing poverty. It is recommended that UNDP seriously considers creating a balance between upstream support and link that with its support for grassroots initiatives, which are demonstrating poverty reduction. |
| 6 | UNDP should further engage MOGCSP in strengthening the Social Safety Net Cash Transfer programme by providing adequate sensitization, raising awareness and skill development trainings and also set some conditions for graduation to VSLA which will guarantee transition to sustainability and successful programme implementation. |
| 7 | UNDP should ensure that the Government of Liberia through the MFDP heads all projects Boards. |
| 8 | UNDP should allow the GOL through the MFDP to independently select areas of development that aligns with national agenda and to assume full responsibility for their implementation. |
| 9 | Noting the constrained opportunity for legislative engagement, UNDP should redefine its strategy towards legislative modernization. |
| 10 | The GOL should make vigorous efforts in the prioritization of its development agenda, and to strengthen its capacity to coordinate the different interventions supported by UNDP. |
| 11 | Strengthen existing structures at all levels of engagement to ensure that beneficiaries are consulted, sensitized, coordinated and participate in UNDP interventions and continually engaged in both the implementation and monitoring programs to get a buy in. |
| 12 | The need for GOL to seriously invest in and look at how to support the decentralization agenda of government-the emphasis on jobs and rural development will require improved capacities at local level to own and coordinate the development agenda. |
| 13 | Refocus the CPD and national development priorities on core areas that can clearly show visible impact such as livelihoods, good governance, decentralization, sustainable economic transformation and institution building. |
1. Recommendation:
While UNDP in general has been responsive to national priorities as broadly reflected in the CPD and other policy frameworks, this can be further strengthened by seeking to align interventions more closely to the short and medium-terms GOL priorities and introducing greater joint planning.
Management Response: [Added: 2017/01/05]
This is well noted and the MTR of both the CPD, the UNDAF and the Agenda for Transformation ( AfT) , all undertaken in 2016 provide a unique opportunity for alignment. Together with the Road map for the domestication of the SDGs, the succession planning for an agenda that replaces the AfT and the evolving tranisiton in Liberia will further define UNDP positioning and reponse; captalizing the current Joint Annual Work planning excercizes and inspirations from the evaluations findings and recommendations.
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| i) Mid-term review of the CPD and alignment with both the revised priorities of UNDAF and the AFT
ii) Seek extention by One year of the CPD to align with the UNDAF, the remaining period of the AFT and where applicable, the road map to domesticate the SDGs
iii) Revision of the RMT for the extended period of the CPD to 2018
iv) Annual 2016 review of CPD and consensus with GOL on key priorities for the extended period of the CPD
v) Annual Pillar Retreats for Joint Review and Annnual Work Planning
[Added: 2017/01/05] [Last Updated: 2019/05/20] |
RCO, SPU, Programme Units and ODCD/P. | 2018/12 | Completed | Mid-term review of the CPD helped aligned it to other national documents. History |
2. Recommendation:
Delivery of UNDP CPD programs and projects has been largely very good and this is not a critical issue going forward. There is now a critical need to focus on the quality of the delivery. For instance, strategies have to be developed to target and focus more on marginalized groups in excluded communities with a view to clearly experience changes in their livelihood as a result of UNDP intervention
Management Response: [Added: 2017/01/05]
Agreed; programme alignment exercise undertaken informed by the key parameters of targeting, voice and accountability, sustainability and application of theory of change, and Situation Analysis.
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| description activities, then specifics as needed
a. programme criticality review
b. programme alignment to the SP
c. Training on RBM and use of theory of change
d. programme/project quality assurance underateken across all programmes and projects to be concluded in 2017
[Added: 2017/01/05] |
PMSU/SPU/Programme Pillars and ODCD/P. | 2017/12 | Completed | Programme alignment conducted; voice and accountability enhanced through participation of CSOs in Project Boards | |
| Post-ebola recovery programming adopted with a greater focus on affected communities and households who receive a safety net through cash transfer.
[Added: 2017/01/05] |
Sustainable Economic Transformation (SET) Pillar. | 2017/12 | Completed | Exercise reached about 3000 target groups, mostly women. |
3. Recommendation:
UNDP should consider sustainability an exit strategy in any future project design and implementation, otherwise projects risk becoming an end in themselves.
Management Response: [Added: 2017/01/05]
Absolutely. Sustainability is a key parameter in the programme quality assurance exercise.
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| description activities, then specifics as needed
a. programme quality assurance included sustainability as a key parameter
b. government counter-part funding being introduced as a key requirement for donor funding,
c. For county service centres, GOL take-over of recurrent costs confirmed in writing from next FY
d. design of new projects such as BOSS have taken into account clear sustainability and exit, ensuring from the unset, clear MoUs are designed and agreed with GoL and well defined period of incubation follow which transition and exit takes places.
Clear baseline studies specific to project –eg BOSS undertaken
[Added: 2017/01/05] |
PMSU, Programme Pillars/SPU and ODCD/P | 2018/12 | Completed | Programme QA exercise underway and expected to be completed in early 2017 for new, on-going and operationally closed project | |
| All project designed in consultation with national authorities and aligned to the national policies and strategies; Ministry of Finance and Development Planning chair all project boards Institutional leadership and Project management arrangements in the context of ensuring sustainability, transition and exit, defined and agreed.
[Added: 2017/01/05] [Last Updated: 2019/05/20] |
PMSU, Programme Pillars/SPU and ODCD/P | 2018/12 | Completed | The key actions have been implemented and continues to be implemented as programming continues. History |
4. Recommendation:
UNDP should continue to improve staff quality through capacity building processes and staff engagement on policy dialogue processes by creating the space and time. These functions will become more critical in addition to mobilizing and channeling resources through projects.
Management Response: [Added: 2017/01/05]
This is being implemented and further strengthened and many UNDP staffs, advisors, specialists, and including national officers are activively engaged in policy dialogue and advise, including advise on national planning issues.
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| A Learning Culture developed, Learning Plan designed and staff supported to develop Individual Learning Plan as part of PMD; staff exposed to on/off line learning tools and platforms
[Added: 2017/01/05] |
Learning Manager | No due date | Initiated | Work place generally improved to facilitate job satisfaction. | |
| Work place environment vastly improved to facilitate job satisfaction and provides a chance to have staff express their freely and ensure they are adopted and put into use - Staff meetings, minutes of meetings; SA President member of COMT and acts as medium to address staff concerns
b. Staff empowered to make decisions, through regular meetings through the SA and mechanisms for addressing grievances in place, including staff meetings with management
c. Staff ( Natitonal officers and International Experts) already engaged in policy dialogue and providing policy advise
d. Staff convidently making presentations and enaged in policy dialuge and debate
[Added: 2017/01/05] [Last Updated: 2018/09/04] |
SA, COMT | 2017/12 | Completed | In order to avoid staff being risk averse, staff also introduced to UNDP’s Enterprise Risk Management Framework (ERM) whose key objective is to identify, assess and act upon the most significant risks that may impact results achievement; this includes access to the Intranet Portal which stores some of the corporate risk logs and management tools, and; a mainstreaming strategy which makes risk management a part of daily business process at corporate and CO level. Based on the Audit Recommendation, the 2018 Concept Note on training, was tweaked to in order to address the on online and off-line training for staff. (2018) History | |
| Staff provided access to learning platforms both on and off-line and also exposed to a variety of competency building and career development opportunities - PMD and Learning Plans; completion rate of learning plans; at least 6 staff exposed to DA, many attending learning and staff development events.
[Added: 2017/01/05] [Last Updated: 2019/05/20] |
Learning Manager | 2017/12 | Completed | To date all UNDP staff now have access to the learning platform have most have completed their learning courses. History |
5. Recommendation:
The grassroots projects supported by UNDP have the potential to produce visible changes in people’s lives that are reducing poverty. It is recommended that UNDP seriously considers creating a balance between upstream support and link that with its support for grassroots initiatives, which are demonstrating poverty reduction.
Management Response: [Added: 2017/01/05]
Agreed. the need for the balance taken into account in programme alignment, the imperatives of domesticating the the SDGs- the leaving no one behind principle, and the experience from ebola.
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| a. Programme criticality and post-evd recovery programming with a focus on most vulnerable groups
b. Youth, women a specific target
c. underserved areas now reached through the roll-out of County Service Centres bringing services closest to the people who need them esp women
d. A new game changing project- the Business Opportunity Through Support services targeting grass root coommunities provides the down stream support for business development and livelihood provisition, protection and promotion
e. Existing Private Sector Project and Extractives also targeting grassroots- including artisanal miners and SMEs; in addition to the rolled out community Quick Impact Project which targets the Community Based Organizations
[Added: 2017/01/05] [Last Updated: 2019/05/20] |
Programme Pillars, SPU and ODCD/P. | 2018/12 | Completed | All 15 counties now have County Service Centers (CSCs) which have reduced the stress of people having to come Monrovia for basic services and documentations. BOSS has been functional and instrumental in providing low income communities with much needed capacity building skills and other business opportunities to help improve their lives. The Extractives have has been instrumental in working with grassroots which has contributed to a more harmonious relationship between concessions and communities through Multi-stakeholder Platforms. (MSPs). History |
6. Recommendation:
UNDP should further engage MOGCSP in strengthening the Social Safety Net Cash Transfer programme by providing adequate sensitization, raising awareness and skill development trainings and also set some conditions for graduation to VSLA which will guarantee transition to sustainability and successful programme implementation.
Management Response: [Added: 2017/01/05]
However, this intervention was a pilot for UNDP and has been closed with a Post Distribution Monitoring Report which showed the relevance and timeliness of the project. Given other actors in this space, UNDP will seek share its experience to enhance targeting and high impact for future replication in areas of need.
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| a. completion of the final cash transfer
b.Post distribution montoring of the project (PDM)
c. Sharing of lessons learned from the internvention
[Added: 2017/01/05] |
SET Pillar | 2016/12 | Completed | As per the PDM, overall, there is evidence that the project laid a critical foundation for building a social safety net system that will strengthen household resilience and mitigate against life cycle risks and future shocks, the basis on which strong advocacy can be undertaken to mobilize for national resources as well as international partnership for achieving SDG goal 1 (in particular 1.3). |
7. Recommendation:
UNDP should ensure that the Government of Liberia through the MFDP heads all projects Boards.
Management Response: [Added: 2017/01/05]
Agreed and fully implemented, consistent with execution modality of the project.
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| a. Under NIM MOFDP chairs all project boards with UNDP as co-chair
b. under NIM, MOFDP also takes lead in overall coordination of UNDP’s programme including assurance activities such as microassesments and audits and NIM training
[Added: 2017/01/05] |
ODCD/P | 2016/12 | Completed | This has helped to cement ownership and sustainability of UNDP’s programme |
8. Recommendation:
UNDP should allow the GOL through the MFDP to independently select areas of development that aligns with national agenda and to assume full responsibility for their implementation.
Management Response: [Added: 2017/01/05]
This is a shared responsibility with leadership of GOL through MOFD, and should largely be mutually defined and driven by the context , need, complimentarity and gaps necessary to impact the society.
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| a. MTR of the AFT
b.MTR of the UNDAF
c. GOL/UN Retreat on prioritization
[Added: 2017/01/05] |
Resident Coordinator Office (RCO) Ministry of Finance & Development Planning (MFDP). | 2016/12 | Completed | Key priorities agreed following the GOL/UNCT retreat held on Dec 6th 2016 for the extended period to Dec 2018 |
9. Recommendation:
Noting the constrained opportunity for legislative engagement, UNDP should redefine its strategy towards legislative modernization.
Management Response: [Added: 2017/01/05]
Noted. Engagement with the Legislature has been a challenging experience during the current CPD with no specific programme of support framed for the Legislature, albeit the policy level support to the legislature through its legislative budget office that bolsters capacity for enhanced allocation resources, and the recent effort to work with the committee on SDGs to support of domestication and the alignment of budget to national plan.
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| a. Engagement under the constitutional review process
b. Support and partnership with specific committees eg SDGs, Defense, Local Government, Legislative Budget Office, etc
[Added: 2017/01/05] [Last Updated: 2019/05/20] |
SPU/Programme Unit | 2017/12 | Completed | These engagements have been fruitful which have led into the Local Governance Act; engagements on the SDGs through Liberia's plan to domesticate them as well as engagements with the Constitution Review Committee on the constitution review process. History |
10. Recommendation:
The GOL should make vigorous efforts in the prioritization of its development agenda, and to strengthen its capacity to coordinate the different interventions supported by UNDP.
Management Response: [Added: 2017/01/05]
Strongly agreed.
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| a.MTR of the AFT
b. alignment between the UNDAF and the AFT and prioritization of legacy projects
c. ensuring orientation of the budget to national plan
[Added: 2017/01/05] [Last Updated: 2019/05/20] |
MFDP, National Legislature with support from UNDP SPU. | 2018/12 | Completed | The development of the new National Development Plan (Pro-poor Agenda for Prosperity and Development, PAPD) as well as the next UNDAF has made the alignment possible through our new 2020-2024 CPD. History |
11. Recommendation:
Strengthen existing structures at all levels of engagement to ensure that beneficiaries are consulted, sensitized, coordinated and participate in UNDP interventions and continually engaged in both the implementation and monitoring programs to get a buy in.
Management Response: [Added: 2017/01/05]
Agreed – programme and project boards provide the primary platform for engagement and participation.
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| a. Invite CSOs to participate in project boards
b.Design specific programmes of engagement with CSOs eg constitutional review, decentralization and elections ensuring stronger voice and accountability
[Added: 2017/01/05] [Last Updated: 2019/05/20] |
Programme/project Units/ODCD/P | 2017/12 | Completed | CSOs now participate in project boards as member through the NGO Council; engagement of CSOs for awareness raising on constitutional review, voter registration and monitoring decentralized service delivery; in terms of voice and accountability, there is evidence that Liberia has witnessed a steady rise in the accountability indicator, and UNDP’s interventions has been part of this especially those targeted at decentralizing government operations and other tangible steps taken to improve citizens’ participation may be responsible for an uptick in voice and accountability perceptions. History |
12. Recommendation:
The need for GOL to seriously invest in and look at how to support the decentralization agenda of government-the emphasis on jobs and rural development will require improved capacities at local level to own and coordinate the development agenda.
Management Response: [Added: 2017/01/05]
Agreed; already, GOL is investing significantly in decentralized service delivery through the County Service Centres (CSCs) which are a game changer in this respect; roll-out of the justice and security hubs is another effort in bringing critical services closer to the people so as to build trust and social cohesion. They are also working with the UNDP to roll out the BOSS project which they see as an effort to insert additional services with the existing County services.
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| a. Opening of County Service centres with 4 already set up and operational
b. Roll out of services in Hubs 2 and 3 under the justice and security programme
c. Roll out of the BOSS project
[Added: 2017/01/05] [Last Updated: 2019/05/20] |
LDSP/JSP and BOSS project | 2017/12 | Completed | All 15 CSCs opened. http://www.lr.undp.org/content/liberia/en/home/presscenter/articles/2017/12/20/last-service-center-officially-dedicated-in-montserrado-county.html BOSS Project operating. History |
13. Recommendation:
Refocus the CPD and national development priorities on core areas that can clearly show visible impact such as livelihoods, good governance, decentralization, sustainable economic transformation and institution building.
Management Response: [Added: 2017/01/05]
Agreed, a MTR undertaken in early 2016 helped to refocus the CPD for the remainder of the programme cycle.
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| a. MTR of the CPD and UNDAF
b. GOL/UNCT prioritization exercise
c. Extension of the CPD by one year to Dec 2018 instead of Dec 2017 and design of AWPs that deliver the targeting objective and informed by theory of change
[Added: 2017/01/05] [Last Updated: 2019/05/20] |
Pillar Heads/SPU and ODCD/P | 2017/12 | Completed | The CPD was extended by 2 years to December 2019. GOL/UNCT prioritization exercise completed which led to the development of the PAPD. CPD MTR was completed. History |