- Evaluation Plan:
- 2016-2020, Kazakhstan
- Evaluation Type:
- Final Project
- Planned End Date:
- 12/2017
- Completion Date:
- 11/2017
- Status:
- Completed
- Management Response:
- Yes
- Evaluation Budget(US $):
- 35,000
Expanding the opportunities of the Mangystau region in achieving of sustainable development and socio-economic modernization
| Document | Type | Language | Size | Status | Downloads |
|---|---|---|---|---|---|
 ToR_Evaluation_JP Mangystau_final.docx |
tor | English | 82.09 KB | Posted | 131 |
 Final evaluation report_JP Mangystau.pdf |
report | English | 1855.74 KB | Posted | 130 |
| Title | Expanding the opportunities of the Mangystau region in achieving of sustainable development and socio-economic modernization | ||||||||
|---|---|---|---|---|---|---|---|---|---|
| Atlas Project Number: | 00081777 | ||||||||
| Evaluation Plan: | 2016-2020, Kazakhstan | ||||||||
| Evaluation Type: | Final Project | ||||||||
| Status: | Completed | ||||||||
| Completion Date: | 11/2017 | ||||||||
| Planned End Date: | 12/2017 | ||||||||
| 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 $): | 35,000 | ||||||||
| Source of Funding: | Project | ||||||||
| Evaluation Expenditure(US $): | 28,000 | ||||||||
| Joint Programme: | Yes | ||||||||
| Joint Evaluation: | Yes
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| Evaluation Team members: |
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| GEF Evaluation: | No | ||||||||
| Key Stakeholders: | Ministry of National Economy | ||||||||
| Countries: | KAZAKHSTAN |
| Lessons | |
|---|---|
| Findings |
| Recommendations | |
|---|---|
| 1 | JP is not fully perceived by single local actors, including local staff of the UN Agencies, as a complex and comprehensive effort for the socio-economic development of the region. Many local actors have a narrower vision, and this prevents stakeholders, partners and beneficiaries to understand clearly the relevance of their involvement, and the overall potential benefits that they can get from the Programme. A significant action of awareness-raising and communication should accompany and support the single actions. This should not simply promote participation and ownership, but should inform on the results obtained and on the contribution that the UN Agencies are making to the achievement to the overall development objectives of the region and the country. |
| 2 |
Where the sustainability of the initiatives is bound to depend on the willingness of local institutions to take care of them, this should perhaps be explicitly addressed since the beginning. |
| 3 | In those cases where the demonstrative and experimental nature of the activity is particularly relevant specific self-evaluation approaches could be adopted, in order to assess the result of the experimental approach; this may reinforce the demonstration effect obtained by the activities, and help to assess the opportunity of bringing them in the mainstream interventions of the local authorities |
| 4 | Where the success of the initiatives is strongly related to the motivation and stamina of the public administration employees / civil servants in charge of the action, specific support to building skills, capabilities and attitudes of these crucial people should accompany the activities more systematically, with the explicit aim to allow a group of “agents of local development” to emerge within the staff of the public administration bodies. Stronger networking between these operators could also be encouraged, and should be based on a deeper awareness of the entire Programme |
| 5 |
The management of JP should be useful to clarify, agree and share more explicitly the model of coordination that the Agencies do intend to adopt and implement throughout the Programme. The personnel responsible for the implementation of the Programme at local level should be made aware of this approach since the beginning of the implementation of the Programme. |
1. Recommendation:
JP is not fully perceived by single local actors, including local staff of the UN Agencies, as a complex and comprehensive effort for the socio-economic development of the region. Many local actors have a narrower vision, and this prevents stakeholders, partners and beneficiaries to understand clearly the relevance of their involvement, and the overall potential benefits that they can get from the Programme. A significant action of awareness-raising and communication should accompany and support the single actions. This should not simply promote participation and ownership, but should inform on the results obtained and on the contribution that the UN Agencies are making to the achievement to the overall development objectives of the region and the country.
Management Response: [Added: 2017/12/10] [Last Updated: 2017/12/25]
UNDP and other participating agencies arrange the annual programme boards’ meetings and periodic reviews at UNCT of JP progress at UNCT in order to joint the efforts of all participating UN agencies as well as the local governments to contribute to overall JP objective implememnetation.
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| To consider at UNCT the development of the joint vision for JPs communication strategy to shape up raising awareness and results delivering to the local actors and beneficiaries to reflect on the alignment and relevance to the state regional development strategy.
[Added: 2017/12/25] |
UNCT | 2016/12 | Completed |
2. Recommendation:
Where the sustainability of the initiatives is bound to depend on the willingness of local institutions to take care of them, this should perhaps be explicitly addressed since the beginning.
Management Response: [Added: 2017/12/11] [Last Updated: 2017/12/25]
The recommendation will be considered while elaboration of the joint programme. the sustainability criteria will be more clearly outlined.
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| UNCT will be consider the sustainability criteria while devilment of new joint programmes.
[Added: 2017/12/25] |
UNCT | 2017/12 | Completed |
3. Recommendation:
In those cases where the demonstrative and experimental nature of the activity is particularly relevant specific self-evaluation approaches could be adopted, in order to assess the result of the experimental approach; this may reinforce the demonstration effect obtained by the activities, and help to assess the opportunity of bringing them in the mainstream interventions of the local authorities
Management Response: [Added: 2017/12/11] [Last Updated: 2017/12/25]
The recommendation will be considered while elaboration of the joint programme. In cases the demonstrative and experimental nature of the activity is particularly relevant, specific self-evaluation approaches will be adopted to assess the opportunity of bringing them in the mainstream interventions of the local authorities.
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| The recommendation will be considered while elaboration of the joint programme. In cases the demonstrative and experimental nature of the activity is particularly relevant, specific self-evaluation approaches will be adopted to assess the opportunity of bringing them in the mainstream interventions of the local authorities.
[Added: 2017/12/25] |
UNCT | 2017/12 | Completed |
4. Recommendation:
Where the success of the initiatives is strongly related to the motivation and stamina of the public administration employees / civil servants in charge of the action, specific support to building skills, capabilities and attitudes of these crucial people should accompany the activities more systematically, with the explicit aim to allow a group of “agents of local development” to emerge within the staff of the public administration bodies. Stronger networking between these operators could also be encouraged, and should be based on a deeper awareness of the entire Programme
Management Response: [Added: 2017/12/11] [Last Updated: 2017/12/25]
The recommendation will be considered while elaboration of new joint programmes. UN agencies will work to set up and sustain strong networking among UN agencies, local actors and operators to enhance the building skills and capabilities of the specific local groups in charge of the action to motivate such groups to act and strongly support UN agencies towards the achievement of JP priority objectives.
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| UNCT should consider set up and sustain strong networking among UN agencies, local actors and operators to enhance the building skills and capabilities of the specific local groups in charge of the action to motivate such groups to act and strongly support UN agencies towards the achievement of JP priority objectives.
[Added: 2017/12/25] |
UNDP and other UN agencies participating in joint programmes | 2017/12 | Completed |
5. Recommendation:
The management of JP should be useful to clarify, agree and share more explicitly the model of coordination that the Agencies do intend to adopt and implement throughout the Programme. The personnel responsible for the implementation of the Programme at local level should be made aware of this approach since the beginning of the implementation of the Programme.
Management Response: [Added: 2017/12/11] [Last Updated: 2017/12/25]
The recommendation will be considered while development of new joint programmes.UNCT will work towards the strengthening of the coordination among participating UN agencies in joint programmes.
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| UNCT will work towards the strengthening of the coordination among participating UN agencies in joint programmes.
[Added: 2017/12/25] |
UNCT | 2017/12 | Completed |