Mid-term evaluation of democratic governance outcome

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Evaluation Plan:
2016-2021, Tanzania
Evaluation Type:
Outcome
Planned End Date:
01/2019
Completion Date:
01/2019
Status:
Completed
Management Response:
No
Evaluation Budget(US $):
80,000

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Title Mid-term evaluation of democratic governance outcome
Atlas Project Number: 95415,95419,95421,102787,92477,61944,60696
Evaluation Plan: 2016-2021, Tanzania
Evaluation Type: Outcome
Status: Completed
Completion Date: 01/2019
Planned End Date: 01/2019
Management Response: No
Corporate Outcome and Output (UNDP Strategic Plan 2018-2021)
  • 1. Output 1.2.2 Enabling environment strengthened to expand public and private financing for the achievement of the SDGs
  • 2. Output 1.2.3 Institutions and systems enabled to address awareness, prevention and enforcement of anti-corruption measures to maximize availability of resources for poverty eradication
  • 3. Output 1.6.1 Country-led measures accelerated to advance gender equality and women’s empowerment
  • 4. Output 2.2.2 Constitution-making, electoral and parliamentary processes and institutions strengthened to promote inclusion, transparency and accountability
  • 5. Output 2.2.3 Capacities, functions and financing of rule of law and national human rights institutions and systems strengthened to expand access to justice and combat discrimination, with a focus on women and other marginalised groups
Evaluation Budget(US $): 80,000
Source of Funding: UN, UNDP
Evaluation Expenditure(US $): 36,148
Joint Programme: No
Mandatory Evaluation: No
Joint Evaluation: No
Evaluation Team members:
Name Title Email Nationality
GEF Evaluation: No
Key Stakeholders: UN Agencies under Governance outcome, Parliaments, Civil Society, Government
Countries: TANZANIA (UNITED REPUBLIC OF )
Lessons
1.

•  Delays to implementation of interventions weaken the achievement of outcome results overall. It was noted that all project faced delays in project initiation.

•  Building on existing government structures is critical for securing government buy-in and trust of the project, further enhancing sustainability of the interventions.

•  The UN’s comparative advantages as a trusted partner of the government of Tanzania, representing neutrality and the ability to convene key stakeholders, enhances the potential for resource mobilization with development partners.

•  There is a need to involve all stakeholders especially, the implementing partners, during project formulation so that they thoroughly understand the parameters of the projects and the linkages to the main CPD as well the modalities to be used for implementation. All implementing partners, except the National Assembly, expressed that they do not fully comprehend the rationale as to why some projects use NIM and some use DIM. All of them would prefer to use NIM which might be counterproductive for UNDP.  

•  Capacity building through training has resulted in a better functioning Parliament. Members of Parliament are now more knowledgeable of their roles and constitutional responsibilities, there is a change on the way they present themselves, the way they address issues and the quality of papers from committees. The gained knowledge will not only be used by members in Parliament, but it can also be used even outside Parliament work. For  example due to motivated beneficiaries, the project played less of an “out front” role and one more focused on facilitation and the provision of timely advice and information that would be picked up by the NA.  

•  There is indication of a good practice aiming at strengthening synergies among UN agencies and joint processes. This example can be seen in the Cross Border Project where a joint planning meeting was held among the three agencies involved in the Tanzania-Burundi cross-border project at the launch of this initiative. This is an illustration of the benefits of a coordinated approach to cross-cutting issues at both national and across the Great Lakes Region. This good example needs to be encouraged for all projects that are likely to be implemented by more than one agency. The interagency collaboration was successful as there was emphasis on forming synergies based on strength and niche area for each agency.

•  The UNDP support has enabled all institutions responsible for justice to work together to address some of the endemic problems that had been facing the sector, such as congestion at the prisons. This has led to all actors to work together to prepare a policy on how the vulnerable can access justice with minimum delays. These are tremendous changes on to how institutions can collaborate and work together to attain the desired rule of law for its people especially the most vulnerable.  

•  Due to motivated beneficiaries, the project played less of an “out front” role and one more focused on facilitation and the provision of timely advice and information that would be picked up by the NA.  


Findings
1.

UNDP’s support under the Inclusive and Democratic Governance pillar is relevant both in terms of its consistence with the national development priorities as well as its internal coherence. The programme is well aligned with the national aspirations as enshrined in both medium and long-term development frameworks. The programme interventions are built on sound implementation and management strategies that would potentially support their effectiveness. The programme relevance is thus ranked satisfactory on the basis of its internal (programme design and management) and external (alignment with national development framework) consistence.  
 
Despite the late start, the programme interventions have so far laid a strong foundation in terms of the developed individual and institutional capacity that would support the achievement of the desired outcome. The programme has supported improvement in legislations through provision of technical expertise in the formulation and enactment of laws, policies and guidelines that are potentially able to promote inclusive and democratic governance. The level of programme effectiveness is ranked moderate as all interventions have not yet yield visible outcomes since data on outcome indicators is not yet vividly available. The outcome analysis presented in this report has been based on projections based on the linkages between the delivered outputs and desired outcomes.  
 
The good linkage between both the planned and actual outputs that have been delivered so far on the one hand and the desired outcomes on the other create a solid ground for achieving programme efficiency. Besides, UNDP has established clear financial management systems built on a number of management policies and tools that ensure economic use of resources. Furthermore, the programme has established a clear monitoring and evaluation system able to track implementation progress and provide impetus for continuous lesson learning and programme improvement. This provides evidence for enhanced programme efficiency that is ranked satisfactory the observed funding gaps notwithstanding. 
 
Programme investments particularly legislative reforms and institutional capacity strengthening are potential to create long term change. Although it is still too early to vividly analyse the impact, the programme interventions are in position to create long term and sustainable changes in the inclusive and democratic governance landscape of Tanzania. Thus, the sustainability and impact of the programme are considered satisfactory on the basis of the foundation that has been laid. 
 
With UNDP maintaining a strategic, long-term focus there is an equal need for flexibility and enhanced capacity to respond to emerging issues and changing circumstances within the country and region. Whereas this seems contradictory, UNDP should find the nexus between upstream (supply) and downstream (demand) work stream hence the MTE recommends the development of programs that offer a right mix between supply and demand side issues related to governance.

SDGs -There is no doubt that commendable progress has been achieved in building capacities for measuring the SDGs but also some of the interventions have been key drivers to realising the targeted SDGs. Notable ones include 1, 5,10,16, 17. 

Innovative techniques - ICT, peer to peer learning and partnership and adaptive project intervention stand out as salient innovations driving projects’ intervention steadily contributing to realising democratic governance results. 

Gender and human rights - There is remarkable progress realised so far in the promotion of   gender equity and equality given the policies put in place and direct interventions to promote women’s rights. 

Human Rights' promotion appears to be the connecting line in all the project interventions with a number of policy frameworks put in place as well as direct beneficiary targeted interventions.

The above notwithstanding, and after the review of the performance of the projects by use of the progress reports as well as the information given through the interviews and FGDs, it was determined that to a large extent, the outcome is on the path of being achieved. 


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