Mid-term evaluation of democratic governance outcome

Report Cover Image
Evaluation Plan:
2016-2021, Tanzania
Evaluation Type:
Outcome
Planned End Date:
01/2019
Completion Date:
01/2019
Status:
Completed
Management Response:
Yes
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: Yes
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
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.

2.1.Relevance

Under relevance, the MTE assessed the following: the extent to which UNDP’s support to Democratic Governance fed into the development context of Tanzania, both mainland and Zanzibar including national development strategies, addressing priority human development needs and challenges and influencing national frameworks such as Tanzania Vision 2025 and Zanzibar Strategy for Growth and Reduction of Poverty III 2016-2020. It was also assessed how the programme outcomes were aligned to the 2030 Global Agenda. The evaluation further assessed how the programme delivery methods were appropriate to Tanzania development context and implementing partners’ delivery methods. Overall, it is assessed, that the CPD’s Inclusive Democratic Governance pillar is relevant to the development needs and priorities of the country as it answers critical governance challenges as articulated in the Tanzania Development Vision 2025, the FYDP II and the Zanzibar Strategy for Growth and Reduction of Poverty. In terms of the design of the outcome, it is assessed that all initiatives and project-related interventions under this outcome are relevant and well aligned with the above-mentioned strategic frameworks.


Tag: Relevance Technical Support Agenda 2030

2.

2.1.1 Programme design and alignment to key development strategies

The mid-term review noted that CPD design and alignment to key development strategies took cognizance of the Strategic policy direction cognizant of the contextual issues obtaining on the mainland and Island of Zanzibar. The strategic policy directions to addressing the development challenges are derived form 2 key documents namely FYDP II and MKUZA III.The FYDPII focuses on five areas to serve as the bedrock for effectively addressing the development challenges. These are:

i.Effective use of the rule of law ii.Enhanced democracy , political and social tolerance

MKUZAIII (Zanzibar) elaborates the key result areas for improvement of governance as follows:

i. Governance systems and structures are gender responsive sensitive, accountable, capable, credible transparent and corruption free

ii.Attainment of gender equality and equity

iii.Increased access to justice, respect for the rule of law, adherence to basic human rights and greater participation in the democratic process

iv. Responsible corporate governance ensured

v.Mobilized resources for implementation

The above strategic interventions rhyme with the CPD democratic governance outcome UNDP outcome“Citizen expectations for voice, development, the rule of law and accountability are met by stronger systems of democracy”

The mid-tem review attempted to analyze the extent to which the alignment of the CPD results were to the key national development strategies and how they address development challenges. The findings here below provide analytical insights on the extent of the allignment.


Tag: Local Governance Relevance Gender Equality Anti-corruption Human rights Rule of law

3.

Enhanced democracy and governance systems

Under the LSP II programme, the system of democratic governance is strengthened through enhancing the capacity of the National Assembly in law making, oversight and representation. Under LSP, the programme undertook institutional capacity needs assessments that informed subsequent specialized trainings and capacity building for parliamentary committees on bill scrutiny, budget preparation, monitoring and mainstreaming gender into the budgeting process. The programme enhanced the capacity of NAto effectively scrutinize legislation, its implementation and monitoring government performance. Under the LSP II, MPs and relevant staff of Tanzania parliament were trained in bill scrutiny that was informed by a capacity needs assessment. The programme was therefore strategic intargetingMPs, committee chairpersons and their clerks leading to enhanced role of NA in legislation making and oversight.


Tag: Relevance Parliament Capacity Building

4.

3. Inclusion of women in decision making and gender sensitivity in the development processes

The CPD programme support to a number of projects interventions aimed at creating robust governance systems and structures.UNDP supported the formulation of Gender Responsive Budgeting tools for the National Assembly. The tool was aimed at among others ensure gendered budget analysis by the legislative assembly. The gendered budget analysis is but aimed at ensuring that development budgets take into account gendered issues which is a move towards gender sensitivity in programing for improved governance.


Tag: Relevance Gender Equality Gender Mainstreaming Gender transformation Women's Empowerment

5.

4. Capacities to plan, monitor, evaluate and report on implementation and financing of development

CPD designed and implemented interventions to address the gaps apparent in the capacities of the government institutions to respond to the development challenges facing United Republic of Tanzania. The interventions include enhancing capacity for development results and effectiveness with intervention activities hinged to factors contributing to the national development goals owned by Tanzania itself as defined in the medium term strategy the FYPII. Capacity development components under this intervention include:

•Policy Formulation and analysis, planning and monitoring evaluating and reporting on the national and regional development agenda and the SDGs                                                                •Data systems enhancing including reporting and use and how Tanzania will leverage big data and the data revolution to enhance to evidence based planning, Policy making and M&E systems •Enhancing development effectiveness through aid coordination and mobilisation of new sources of new development finance


Tag: Relevance Resource mobilization Poverty Reduction Agenda 2030 Data and Statistics

6.

2.1.2. Consistency with human development needs

The MTE found that the UNDP interventions are in strong consistency with the identified human development needs of Tanzania as stated in the various development strategies. The CPD interventions are people-centred and the applied methodologies ensured that target beneficiaries were part of the design and planning processes on issues that affect them. Building capacity of important national decision-making institutions such as National Assembly is seen as an important long-term investment in securing that human development needs are metas these facilitate downstream interventions that empower people to have a voice and demand for accountability from leaders and public servants. For example, under LSP, outreach activities were undertaken in several regions17 where relevant materials were used to sensitize the communities on the role of the NA. This empowered the public to demand for accountability from their leaders including MPs. UNDP has strengthened supporting civil society in accessing the decision-making level and contribute with advice. This is seen, for example, in the work that has been done under the LSP II with the National Assembly, the Access to Justice in Zanzibar and mainland especially where civil society is involved in issues of legal aid especially to the most disadvantaged as well as the development of the National Human Rights Action Plan through CHRAGG.


Tag: Relevance Resource mobilization Gender Equality Gender-Based Violence Human rights Parliament Service delivery Social Protection Coordination Civil Societies and NGOs

7.

2.1.3. Results and Progress towards the 2030 Agenda

A number of results have been achieved and significant progress registered during the implementation of the four key projects that crucial to the delivery of CPD results and SDGs.The notable projects include Development Effectiveness, Legal support project(I&II) and access to Justice.

Development Effectiveness


Tag: Poverty Reduction Capacity Building Agenda 2030

8.

Legislative Support Project

Empowering the National Assembly also partly contributed to SDA goal 16 that advocates for building effective and accountable and inclusive institutions at all levels and also to the Tanzania UNDP CPD outcome on supporting capacity development of the National Assembly. Support provided to a number of sectoral committee yielded bills proposals that were enabling legislation to accessing opportunities for marginalised groups like women like the land Act(CAP 113). Committee Clerks of the sectoral Committees have acquired the capacity to use the public hearing guidelines for consultation with a number of stakeholders which in itself has led to active participation of the citizens in decision making. Progress towards the realisation ofthe SDGs 5, 10and 16was on course.


Tag: Relevance Justice system Technical Support SDG monitoring and reporting Parliament

9.

Access to Justice

Despite the late implementation of the project, a number of results have been achieved that include both strategic legal / policy direction as well indicative baseline surveys to gain an understanding of the criminal justice sector to inform systematic interventions by the responsible Ministry of Justice and Legal affairs office. Key among the results were the comprehensive baseline survey of the criminal justice sector in Tanzania aimed at gaining an in-depth analysis of the functionality and imitation s of the justice sector,an internal assessment of the functional and operational capacity of the National Criminal Justice Forum (NCJF). Joint inspection visits to prisons and police holding cells in Iringa, Njombe, Kitai and Ruvuma Regions and the dissemination of the legal Aid Act as part of the Legal Aid Week celebration. The latter results point to positive progress towards the SDGs 16. Concerted efforts are required to build on the achievements made for consistent progress especially the implementation of policies in the remaining period of the CPD.


Tag: Justice system Agenda 2030 SDG Integration

10.

2.1.4 . Method of delivery

It is assessed that the methods of delivery were appropriately chosen for the interventions under the CPD. Interventions on supporting democratic governance strengthening at national level tend to focus on upstream interventions supporting policy design, institutional reforms and capacity building. As mentioned in the above the interventions under the CPD, the interventions were informed by institutional capacity needs assessments ensuring that right needs and strategies were employed for better results during the implementation phase. A key method applied to support institutional capacity building, beyond providing technical advice and support, is the development of long term (often 4-5 years) strategies and action plans for implementing partners including CHRAGGand National Assembly. This approach of long-term engagements is likely to contributing to strengthening the institutional framework and associated delivery mechanisms thus breeding synergies that may yield sustainability of the results.


Tag: Relevance Capacity Building Policy Advisory South-South Cooperation Technical Support

11.

2.1.5 Identified gaps on programme design, alignment with development strategies and human needs

The above notwithstanding, the following were some of the identified gaps in terms of the programme design and alignment with key development strategies:

•In some cases,a disconnect between the CPD outcome and indicators to the projects outcome, outputs and indicators was identified, supported by one respondent who stated that the outcome of the CPD does not speak to the indicators of the individual projects under the “Enhancing Capacity for Development Results and Effectiveness” project. This counts specifically for CPD indicator 4.1 on the percentage use of the AMP.


Tag: Programme/Project Design Peace Building

12.

2.2 Effectiveness

The extent to which the implemented projects have directly and/or indirectly contributed to the realisation of the outcome under review was the major yardstick for assessing effectiveness and focus of the analysis was placed on i) the progress made towards achievement of outcome indicators, including the contributions of the five CPD outputs, ii) facilitating and/or inhibiting factors for the outcome achievement, iii) UNDP’s comparative advantage and contribution towards realization of aspirations under the democratic governance pillar, as well as iv) appropriateness of the partnership strategy. The analysis covers the outputs and projects outlined in the MTE Terms of Reference Annex 4.


Tag: Effectiveness Anti-corruption Civic Engagement Parliament Capacity Building

13.

Output 2: Citizens have improved access and are better served by the justice system and human rights reporting: Underthisoutput, two key interventions are analysed, namely the Access to Justice Project under implementation in Tanzania Mainland and the Legal Sector Reform Program, which was completed in 2017. Interventions are targeted at improving human rights reporting and access to justice supported by legal reforms and capacity building of institutions. There was not able evidence that legal reforms, capacities built and increased knowledge and skills of key MDA workers demonstrate the  wider deeper approaches which have yielded significant progress towards improved access to justice by the vulnerable. Taking legal aid policy as an outstanding example, the set targets for access to legal aid has been fully achieved for children in conflict with the law in Zanzibar(see figure 2.1.), a factor that has reportedly reduced the number of children in detention centres and rehabilitation homes from 72 in 2013 to only 7 in 2017.


Tag: Effectiveness Human rights Justice system Coordination Policy Advisory

14.

Output 3: Key public institutions are enabled to address corruption and implement their procurement needs in a transparent manner:

Under this output, the mid-term evaluation through document review established that the project intervention under were still under design. Therefore, this mid-term evaluation cannot accurately comment on the effectiveness of the output towards contributing to the CPD outcome. However, the mid-term evaluation noted that interventions falling under other Outputs contribute to realization of the output. For example, National Assembly have been supported to work with African Parliamentarians Network against Corruption Tanzania Chapter (APNAC) to ensure access to best practices of monitoring, development of aspecial registration tool to capture relevant motions, questions and answers to do follow-up on corruption cases and prepare recommendations to the Prevention and Combating corruption Bureau (PCCB) in the new Constitution.


Tag: Effectiveness Anti-corruption Parliament

15.

Output 4: Government has effective mechanism in place to monitor and report on use of ODA and other resources of global development financing: Contributing to this outcome is the Development Effectiveness project, which started implementation in late 2018 due to delays in the signing of the project document. Due to these delays substantial analysis of results against the Output is premature, however,in the project is now on track and preliminary progress is noted. Efforts that have started contributing to building government effective mechanisms in monitoring and reporting on use of ODA and other resources seemed to be taking root. Capacity building for the National Bureau of statistics (NBS)and multi-dimensional Poverty Index and Human Development Reporting are evidence of positive steps toward seff ective mechanisms that will enable the government of Tanzania have robust effective institutionalized regular reporting platforms on the impact of the financing development interventions. National Bureau of statistics capacity in generating gender disaggregated data have further enhanced inclusive targeting of women and other vulnerable groups. So far piloting on SDGs and NBS built human resource capacity and soft and hardware equipment means that government is able to access evidence-based data critical for resource mobilization both within and out of Tanzania to effectively respond to development needs. This mid-term evaluation noted that implementation challenges abound include marshalling adequate resources, translating paper work to something that can work forTanzania and resources interventions mainly being upstream making it hard to assess what is happening on the ground.

 


Tag: Effectiveness Resource mobilization

16.

Output 5: Women have enhanced capacities to participate in electoral and decision making processes at all levels:

No specific project is attributed to the achievement of this Output, yet there are achievements that have enhanced capacity of women participation in both electoral and decision making process in the LSP project. The MTE noted that key strategic policy initiatives have enhanced women participation in electoral and decision making, including the National Assembly Gender and-for-Shestrategies. Through these strategies, Political parties have agreed and pledge to present women as candidates at all political electoral levels. Additionally, the incorporation of Cross-Party Women’s Group has served as an important bedrock upon which better and strong advocacy body which has proved to be more cost effective than if a new framework was put in place by LSP. Thus evidence from terminal Evaluation of LSP I demonstrates improved effectiveness in advocating for women inclusion and participation a move towards contributing to CPD outcome.


Tag: Effectiveness Gender Equality Gender Mainstreaming Gender transformation Women's Empowerment

17.

Output 5

Other contributing interventions
The MTE also assessed two projects whose interventions contribute to the achievement of the goals of democratic governance. These include: i) Preventing and Responding to Violent Extremism (PVE) in Tanzania; and ii) Preventing Conflict and Building Peace through addressing the Drivers of Conflict and Instability associated with Forced Displacement between Burundi and Tanzania (referred to as the Cross Border project). Undoubtedly, violent extremism is a key hindrance to democratic governance, rule of law and development. Therefore, it is important for this project to be added to the achievement of the outcome under review by adding a separate output and distinct outcome indicator to the CPD. Similarly, the strategic focus of the Cross Border project is on promoting concrete cross-border human rights based and multi-agency approaches to peace building. This is in tandem with the Great Lakes Regional Strategic Framework that emphasise on democratic governance, rule of law and development among the member countries. The synergies identified between this project and those already formulated under the outcome under review indicated that these projects are all strategically position to have a common contributory effect on the realisation of the outcome.


Cost effectiveness
Cross country engagements between Burundi and Tanzania and involvement of the Humanitarian organisations (UNHCR) and development partners(IOM and UNDP) served to leverage resources and necessary machinery to deliver on results. No doubt that the interventions were achieved with greater success than if UNDP had undergone it alone.


Tag: Effectiveness Rule of law UN Agencies Peace Building

18.

2.2.2 Progress towards Outcome Indicators

The CPD has seven outcome level indicators which will be assessed individually in the following. The potential for outcome achievement at full implementation is promising. The MTE noted that despite the late start of all the projects, activity and output level performance is on course and within the budget lines of the projects. This provides a solid ground for the achievement of the set outcome indicators.


Tag: Effectiveness Civic Engagement Parliament

19.

Outcome indicator 3.2: Voter turnout at national elections

High voter turn-out in any election is an indicator of the improved level of civic competence among the citizenry and therefore symbolises growth in democratic governance. The union presidential CPD baseline values were 42.84% and Zanzibar presidential 89.52% respectively for the base year 201040. As noted by the midterm review team, there is significant improvement in the voter turn for union presidential elections in 2015 accounting for 64.5%41. This figure was way over and above the targeted 42.84% of the CPD . Thus the mid-term is of the view that the target was surpassed though momentum has to be sustained to ensure the results are long lasting.


Tag: Election Effectiveness Civic Engagement

20.

Outcome Indicator 3.3: Confidence in the ability of the police and judiciary to deal effectively with cases of violence against women and children: Access to responsive and accountable justice and human rights protection mechanism was prior to the Access to Justice Project limited especially for women and other vulnerable groups. The UNDP CPD projects a 20% increment in the percentage of the population expressing confidence in the ability of the police and judiciary to effectively deal with cases of violence against women and children. In effect, two projects were formulated and implemented for both the main land and Zanzibar and they are: i) Strengthening Access to Justice and Human Rights Protection in Tanzania; and ii) Support to Zanzibar Legal Sector Reform Program. However, according to one of the Key Informants, the interventions of the projects are not directly linked to the CPD indicators but focus on upstream approaches on what was termed as “emphasis on the supply side”. In fact according to key informant, the programme was working top-bottom with the service providers to ensure they get services to all people43. In fact efforts have been undertaken by the projects implementers to make ensure the project outputs speak to CPD indicators.44 The statistical evidence to measure the CPD outcome indicator was not available to accurately assess the progress so far achieved under this indicator. This was attributed to the fact that CPD indicators did not speak to the programme(ie two projects being implemented under the programme). One of the stakeholders consulted during this review remarked that the adaptive approach by the project (Zanzibar Legal Sector Reform Program)to new emerging areas like bringing SGBV prosecution, UN women and bringing on board Khadi courts that prosecute 95% of SGBV was but “ innovation driven by context”46 setting a strong foundation which the project has been able to lay in almost one year of its implementation (commencing July 2017). It is anticipated that the achievement of the set targets is possible with accelerated activity implementation in the remaining period. Indeed, at the time of this review, much of the project achievements were still at activity and output levels47 but the observed linkage between the activities implemented and those yet to be implemented is sufficient to support the realisation of the corresponding CPD outcome indicator.


Tag: Effectiveness Gender-Based Violence Human rights Rule of law

21.

Outcome indicator 3.4: Percentage of Open Government Partnership commitments completed, and information accessed
The baseline indicator envisioned at the design of the CPD was 28% while the targeted achievement under this outcome was 60% to mean that at the end of the implementation period, there should be the existence of anti- corruption plans and strategies. The mid-term review noted that progress so far registered under this outcome could be way over and above the targeted 60%. The evidence to the achievement of the target is that Phase III(2017-2022) anti-corruption strategy and action plan have been launched. In addition, government has established the economic , corruption and organised Crime division of the High Court and Prevention and Combating Corruption Bureau(PCCB)48 . Significant changes in meeting this outcome indicator are reported in the afro-barometer of December 2017 showing 59% of the Tanzanians felt the Anti-corruption Bureau was somewhat effective in fighting corruption49. Thus the establishment of the anti-corruption policies and strategies have go hand in hand with the institutional framework to operationalize them. this development is but a synergy that is critical not only for the effectiveness of the policies and strategies but also a sustainability of the outcome in that to the anti-corruption institutions will attract annual budgetary allocations from the government of the United Republic of Tanzania.


Tag: Effectiveness Anti-corruption Results-Based Management

22.

Indicator 3.6: Existence of a national system for data collection, measurement and analysis to monitor progress towards the Sustainable Development Goals and Development Cooperation Framework (DCF):  Strengthened capacity at national and sub national levels to plan, monitor, evaluate and report on the implementation and financing of the national, regional and global development agendas is critical for the attainment of inclusive and democratic governance. Under the CPD 2016-2020, this is to be achieved through establishment of effective mechanisms to monitor and report on use of ODA and other sources of global development financing as envisaged under “Enhancing Capacity for Development Results and Effectiveness project”. Through the project support, MDAs that are able to use the Aid Management Platform to manage ODA are envisaged to increase from 50% (baseline) to 90% by the end of the project while a functional Sustainable Development Goal monitoring system is put in place (Output indicator 4.1).

 


Tag: Implementation Modality Data and Statistics SDG monitoring and reporting

23.

Outcome Indicator 3.7: Number of women who stand for election to Parliament and local-level councils (mainland and Zanzibar): Women’s participation in public governance is a key component of inclusive and democratic governance as emphasized by the Sustainable Development Goals. The current UNDP CPD outlines specific aspirations to achieve higher levels of gender equity in national governance in Tanzania is emphasized, specified in Output 5 and Outcome indicator 5. At the date of this evaluation, no specific project has been formulated to support the achievement of these aspirations.


Despite the lack of a specific project under this indictor, a number of interventions have been undertaken in the past by UN agencies in partnership with other development partners which have had a profound impact on the empowerment of women in Tanzania. Under both the LSP I & II, gender mainstream streaming was given adequate attention in respect to strengthening the capacity of Women parliamentarians to effectively execute their duties. Although the constitution of the Republic of Tanzania provides for special women seats in the NA which has increased women representation, yet the number of women parliamentarians is 25out of 264 parliamentary seats53. Under the current UNDP supported projects (ATJ and LSP I & II), gender related interventions have mostly covered; gender analytical studies and policies, awareness creation as well as capacity strengthening for gender mainstreaming in national development planning. However, despite decades of gender focussed programming, the decimal women participation in politics indicates that more is still desired especially with regard to women’s involvement in elective politics as well as public administration. Therefore, formulation and subsequent implementation of a gender specific project under the current CPD remains critical for enhanced achievement of the outcome under review.


Tag: Effectiveness Gender Equality Gender transformation Women's Empowerment Election Parliament

24.

2.2.3 Facilitators and Inhibitors for Outcome achievement
The MTE has noted some facilitators of progress as well as some inhibitors outlined below. Stakeholders need to harness the facilitators while addressing inhibitors if the outcome is to be comprehensively achieved within time and resource constraints.
Facilitators
i) NIM: Building on existing government structures and systems through the UNDP’s adopted NIM modality ensured reduction in implementation costs as well as sustained buy-in and skills development by the government.
ii) DIM: The application of the DIM whereby UNDP manages the funds functions very well especially where capacity for management within the participating partner is not adequate and requires capacity building.
iii) Effective partnership: The programme was able to forge strong partnerships at different levels of project implementation. This has favoured effective mobilization and utilisation of resources from government, academia, CSOs and other Development Partners.
iv) Use of existing structures: Programme implementation interventions were well and successfully integrated within the existing structures of the responsible parties. This lays a foundation for the sustainability of the project gains.
v) Adaptive project management: Flexibility in the programme implementation arrangement enabled significant amendments to be affected in some projects aimed at achieving enhanced results. LSP II serves as an example of this as implementation has had to be aligned with the parliamentary calendar and be flexible to engage with MPs when they are available, even on weekends. Another example is the on-spot solutions provided by the MoCLA when, together with its Judicial partners undertook outreach visits to detention centres and were able to review some long-term pending cases and provided express solutions.
 


Tag: Effectiveness Election Human and Financial resources Implementation Modality Multilateral Partners Peace Building

25.

2.2.4. UNDP innovative techniques and program strategies
This mid-term evaluation has noted that in all outputs and underlying interventions, UNDP should be commended for deploying innovative techniques and best practices approaches. Especially for LSP, as mentioned, was the development of guideline documents that could serve as key and uniform long-term guides to legislation. Furthermore, the deployment of some of the senior and more experienced MPs as facilitators in capacity building and information sharing sessions reinforced continued skills building based on hands on experience among the MPs. Parliamentary Senior staff were also invited as facilitators in ways that allowed for practical application of live examples to specific committee-related work. Study visits to selected countries in Africa were also supported. These initiatives provided scope for peer to peer exchanges and potential for mentorship of new MPs by senior ones, and between staff within the National Assembly and with others from the sub-region.


Tag: Effectiveness Gender-Based Violence Parliament Innovation

26.

2.2.5 Partnerships and Coordination
As to whether there were effective partnerships in programming to ensure the achievement of the outcome, the MTE noted the existence of partnerships between UNDP and the International Development Partners on one hand and partnerships between UNDP and government on the other as listed in Annex 5.
UNDP established effective partnerships with government, development partners and CSOs in a number of initiatives towards promoting inclusive democratic governance. For instance, the LSP I evaluation report quotes the beneficiaries perceiving the project as a think tank for the NA in a sense that the project provided expertise and knowledge on demand driven basis with the planning process for each annual work-plan and activity well-coordinated with the NA. 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. In most cases this led to the adoption of institutional reforms and new products and processes that have made the NA more effective.


Tag: Effectiveness Justice system Civil Societies and NGOs Country Government UNDP management Capacity Building

27.

2.2.6 Domestication of Key Regional frameworks, experiences and international best practices through National Development Plans and strategies

The MTE identified global, continental, regional frameworks and experiences to which the CPD interventions contributed to by supporting activities aligning to FYPII and MKUKUTA III.
The global agenda SDGs highly feature and were supported by development aid effectiveness project through activities such as support to high level meeting in Marrakesh /Morocco forum whose aim was to endear Ministers and senior decision makers discuss how to best to deliver on the sustainable Development Goals. Under the same project intervention, the capacity built to enable NBS and Ministry of Planning produce and use gender sensitive national data was in line with meeting national development plans to promote gender inclusion in planning budgeting and implementing government development programmes. Furthermore, review of the Development Cooperative Framework supported by UNDP was aimed at reviewing modalities of increasing resource mobilisation and access between government and Development partners to positively respond to national development agenda. Equally important was undertaking an assessment on the implementation of FYDP II financing strategy as a financing tool for the SDGs agenda 2030.


Tag: Effectiveness Resource mobilization Gender Equality Agenda 2030

28.

2.2.7 Support and Stakeholder Perceptions of UNDP role in promoting democratic governance in United Republic of Tanzania
UNDP stand out to have played a crucial role in the support of democratic governance as the key initiator of the programme. The MTE came the evidence to fact He role of UNDP Country office mobilised and contributed most of the financial, n, thorough project management engagements , monitoring and evaluation to ensure the interventions are on course through the undertaking periodic reviews, approval of work plans. Furthermore, the MTE has observed credible evidence to demonstrate that UNDP has been very effective in working with international partners to deliver on initiatives and services. So far, all CPD programming project interventions have gone well and credit goes to UNDP country office for providing critical over sight and guidance in planning and implementation. UNDP play a significant role in ensuring interventions in areas such as national monitoring systems and monitoring progress towards the Sustainable Development Goals; and the gender promotion strategies at the legislative level and related development initiatives are innovations that development partners rarely bring on board. This is partly due to the special relationship which UNDP has with Government partners, which other development partners may not be able to access directly.


Tag: Oversight UNDP Regional Bureaux Advocacy Operational Services Effectiveness

29.

2.3 Efficiency
The extent to which the availed inputs have supported the delivery of the set outputs forms a central part in the analysis of project efficiency. The MTE has analysed; i) sufficiency of UNDP approaches, resources, models, conceptual framework to support the achieve the planned outcome in the light of the political and development constraints of the country; ii) UNDP’s cost effectiveness of Inclusive Democratic Governance strategy and its implementation; iii) the soundness of the adopted resource mobilization strategies; efficacy of the monitoring and evaluation systems as well as the availability of mechanisms to promote economic use of resources as seen hereunder;

 


Tag: Efficiency Human and Financial resources

30.

2.3.2 Cost effectiveness of the adopted strategies
There is general consciousness among the project staff about the need to achieve cost effectiveness implementation of projects. As a result, adequate adherence to the set financial management procedure has been observed. Project expenditure is anchored in clear and approved work plans and budgets. Through quarterly reporting and other management meetings, inevitable changes in the work plans and budget lines are discussed, agreed upon and adopted. Established management structures have been established to oversee how project resources are utilized.


Tag: Efficiency Human and Financial resources Procurement Results-Based Management

31.

2.3.3 Resource mobilization strategies
A variety of resources mobilisation strategies were deployed depending on the project intervention. In most instances, the strategy deployed was influenced by the scale of coverage and contextual factors. Across all the projects so far implemented under the programme interventions, a number of strategies were deployed to mobilise resources spearheaded by UNDP in collaborations with donors,UN agencies and development partners, government and private sector and CSOs. The MTE notes that the strategies deployed for resources mobilisation were where highly influenced by factors of scale and context in support of a particular intervention. Theses varied from marshalling the local resource, fundraising through partnerships between development partners and donors in a kind of basket funding and one off donor contributions, and the go it alone fund mobilisation where the UNDP had to undergo it alone in mobilising the required resources for the intervention. For example, resource strategy mobilisation strategy adopted for preventing conflict and peace building project involved marshalling of resources to a kind project contributions spearheaded by UNDP country Offices in Tanzania and Burundi,IOM Country Offices of Burundi and Tanzania and UNHCR Country Offices of Burundi and Tanzana;LSP (II) UNDP core funder66; UNDP was core funder for the Access to justice and human rights protection in Tanzania,


Tag: Resource mobilization Multilateral Partners Donor UN Agencies UNDP Regional Bureaux

32.

2.3.4 Monitoring and evaluation systems

At the CPD programme outcome level, MTE observed that the monitoring and evaluation approaches prescribed in the programme document is that monitoring and evaluation began with a process of establishing the Tanzania Statistical Master Plan and Poverty Monitoring Master Plan. Once these plans are in place, they will guide NBS,WB, Universities and research institutions to surveys for production of reports on sustainable development goals and sectors of the economy. So far the MTE was unable to obtaining any report to ascertain the extent to which this programmatic level monitoring and evaluation system were able to deliver on its mandate.


Tag: Efficiency Communication Monitoring and Evaluation

33.

2.4 Sustaibility

2.4.1 Sustainability potential
The MTE identifies aspects of project implementation, which contribute to sustaining the benefits of the programme beyond the project lifespan. The MTE concludes that UNDP programme design and implementation of the capacity building initiatives sets the pace to ensure robust, well- tailored and anchored interventions which heighten the potential for sustainability of results - as most key Informants alluded to during the interviews.
 


Tag: Sustainability Gender-Based Violence Implementation Modality Capacity Building Policy Advisory

34.


The degree to which the programme has adhered to the key sustainability pillars (local participation, ownership, contribution and capacity strengthening) has in this evaluation been used as a yardstick to assess the extent of programme sustainability. Whereas it is evident that the entire design and implementation of all projects feeding into the outcome have greatly embedded these sustainability pillars, opportunities and threats to effective sustainability formed the key areas of assessment as presented hereunder.

2.4.2. National plans/reforms in place to promote inclusive democratic governance
The MTE found that there are multiple strategies and policies that have been implemented or are planned, which intend to contribute to promote inclusive democratic governance. This implemented plans and those in offing set a fertile ground on to which the results so far realized by the programme are likely to be sustained through budgetary and policy support.
 


Tag: Parliament Country Support Platform Results-Based Management Data and Statistics

35.

2.5. Cross-cutting issues
The CPD sees gender and human rights as cross cutting issues that should permeate all activities that contribute to the realization of the CPD’s goal and outcomes. And these are analysed in this chapter. To a large extend, tangible results on gender strategies and Human rights interventions have been recorded, thus playing a major role in contributing to the realization of the outcome under assessment. The following are examples of such achievements.


Tag: Gender Equality Gender Mainstreaming Human rights Capacity Building

36.

2.5.2 Human rights

While a number of the interventions under the access to justice and human rights protection were focused on the overall dispensation of justice to all citizens, some of the results have had a direct benefit for the most vulnerable members of the society especially the women and children. In Mainland, since the Legal Aid Act came into operation, it has provided an opportunity to “reach the unreached”, thus implementing one of the Government’s objectives. MOCLA even visited some prisons to ascertain the administration of justice in prisons; 5,000 people provided with legal aid services such as legal knowledge, assisted in drafting legal documents as well as being assisted with legal representation. In Zanzibar, legal aid had been strengthened and supported, and sexual and gender-based violence was an important key focus of many of the activities undertaken. The thematic focus on children directly impacted on one of the most vulnerable groups in any society. In addition, there was a gendered approach to the capacity building activities, ensuring that women lawyers and other women actors in the justice system received training and resources.

Under the preventing conflict and peace building project, commitment to promoting human rights of the displaced and refugees is at the core of the programming. The MTE identified key priority interventions focusing on the rights to safety of women, children and other vulnerable groups in transit, displaced camps at either side of the border. Support to Zanzibar Legal reform programme has also undertaken a number of interventions aimed at promoting Human Rights. The establishment of children’s courts was rather intended as ways of promoting children’s rights to fair and just hearing which is a fundamental inalienable Human right80.


Tag: Vulnerable Gender-Based Violence Human rights Justice system Communication Peace Building Capacity Building

37.

2.5.3 Identified gaps

• With the successes of Gender Strategy and the HeforShe Strategy, both of which are outputs under LSP II have greatly contributed to the gender mainstreaming in that project. This shows that it is possible to mainstream gender throughout the programme results framework, focusing more on having gender sensitive indicators because these are the ones used to measure performance. Through this, it will be possible to move away from the old modality whereby gender mainstreaming was considered complete by having one output or activity in the programme. Output 5 which addresses women participation in electoral and decision-making processes is not adequate in mainstreaming gender throughout the Inclusive Democratic Pillar. What is needed is to make sure that gender cuts across all other project indicators and targets.


• While it is appreciated that partnerships between UNDP and UN Women in making sure that there is agency collaboration in enforcing gender mainstreaming in UN Programmes and project, the MTE team felt that the absence of a Gender Specialist in the UNDP office is a contributing factor to the absence of gender indicators throughout the CPD.


• Under the Human Rights promotion, gaps that continued to hamper protection is usually lack of effective enforcement and lack of or weak legal framework. For example the law for the age of consent for girls in Tanzania is not yet in place which continues to render ineffective enforcement of rights of the girl child.


Tag: Gender Mainstreaming Women's Empowerment Election

Recommendations
1

In order to ensure that results are achieved on improving the capacities of electoral bodies within the CPD period, it is highly recommended that an electoral project is developed, including a specific focus on women’s participation and leadership (CPD Output 1 and 5). The earlier this is done the better so that there is enough time to build women leaders’ capacity and confidence.

2

Discrepancy between CPD outputs and indicators on one hand and project output and indicators on the other hand have been identified and it is recommended that emphasis is put on streamlining these to ensure the achievement of the CPD results reporting. The   projects  with  such   discrepancies  include  LSP II,  Development  Effectiveness, Enhancing  Capacity  for  Development  Results, Preventing  and  responding to  violence  extremism in Tanzania, preventing  conflict  and  building  peace and  strengthening  access  to  Justice and  Human rights  protection in Tanzania

3

It is recommended to add another output to the current CPD, in order to capture the results related to preventing violent extremism in Tanzania and peace building.

4

Prior to the new CPD formulation, UNDP should conduct a baseline assessment which would holistically address the development problem in the context of inclusive democratic governance taking into consideration the strategic objectives and comparative strengths of UNDP for offering technical support.

5

It is recommended that emphasis is placed on ensuring synergies between CPD outputs and indicators vis a vis project outputs and indicators (New CPD formulation).

6

Is it recommended that UNDP and implementing partners review programming modalities to ensure that structures and supporting mechanisms are in place to support the implementation of the planned activities to realize the planned outcome. UNDP should undertake inductions of key staff of partners on modalities of financial procedures and modalities of planning so that they are well conversant with procedures and processes of UNDP funding and procurement to avoid what government bureaucrats have been perceiving as loss of trust in them to handle finances and procurements for projects’ activities. Failure for implementing partners to follow UNDP processes and procedures has been responsible for overall delays in approving workplans and disbursement of funds, which leads to draw back in implementation, causing constraining factors for effective delivery of outputs of the intended outcome.

7

UNDP should increase the engagement of implementing partners and appreciate their concerns especially on matters of bureaucratic red-tape in approval of work plans and release of funds for project activities.

8

There is need for deepening legal aid services into rural communities by rolling out the paralegal training and services beyond the piloted regions to cover the whole country.

9

Emphasis on outcome level reporting due to lack of statistical evidence because some of the  CPD  interventions were  mainly   upstream. For instance, support  to  courts  by  LSP  projects in Zanzibar  aimed   at strengthening the  judicial  system but  there  was no  statistical  evidence  as  to how many  women and  children  had  benefited   to link  intervention  to the anticipated outcome.

10

There should be continued and more targeted continuous capacity building of the Statistics Offices of Tanzania Mainland and Zanzibar to be  one stop  center  in managing and disseminating the Tanzania Socio-Economic Database (TSED).  This data  bank should  be  support  by  the government, development partners and  private sector  so that they  can deliver  timely  quality data  to inform  programming as  and when   it   is  needed  by the  MDA and  other stakeholder, it be in the public or private sector.

11

Of  special  interest  is generating  adequate and  quality  data on the  progress  of  the SDGs targets to  inform  UNDP and  government on the mobilizing appropriate planning  and  funding  to  accelerate  achievement of  SDGs targets.

12

At  the  level  of  Ministry of  Finance,  officers still need to be trained to cascade the Aid Management Platform (AMP) system down to the LGAs. Quality data collection and periodic dissemination and sharing are very key to tracking the governance outcome indicator. Therefore, both Government of Tanzania and UNDP should leverage resources towards supporting continued capacity building initiatives of the statistics offices in both mainland and Zanzibar.

13

Support for the implementation of the Gender strategy and the He-for-She strategy would fast track the application of gender principles not only in Parliament but also in other institutional set-ups. This is because the Parliament as a legislative body has to work hand in hand with relevant institutions for critical input pertaining to engineering relevant policy and legislation as well as compliance and enforcement aimed at streamlining and promoting gender equality.

14

UNDP should work to ensure that donors who commit to contribute to funding some activities make available the resources well in advance in a single pool like basket fund well other than sub venting their funding in a scattered one-off contribution. This is to avoid the delays of implementing activities which in the long run jeopardizes the achievement of programme results.

15

As  matter  of  importance and urgency, UNDP should  ensure  that  IP  staff are  well conversant and do  appreciate the  FACE  process. It is  lack  of  the knowledge  and  failure  to  appreciate  the  FACE  process  that   raised a lot  of  complaints   on the frequent  back and  forth engagements which  often  delayed the release  of  funds resulting  into the delays  in  execution  of  some activities.

16

Mechanisms to effect timely release of funds to IPs should be reviewed and enhanced through  revisiting  the  bureaucratic  red-tape  required  of   IPs  staff to  access  the  funding. This can be  done  by  having  regular face to face  engagements by UNDP  with   IPs to  learn and  support  in areas  where  they may  have  challenges  with the  FACE process  and  other  requirements.

17

UNDP should work closely with government of Tanzania and other development partners in areas of good governance to ensure strategies are put in place. Future  programming  interventions  should aimed  at  supporting  results  areas  of  good  governance outcome through  continued capacity  building and financial resource support targeting MDAs in conjunction. Furthermore, UNDP  can  undertake deliberate  efforts to engage   other  development partners  whose  on-going or  future    interventions  to  form synergies  critical for  transiting  from existing  CPD programming  to  sustain  the  results  so  far   achieved. Such  kind  of  approach provides a  good  exist  strategy  for the  programme  and  sets  a fertile  ground  to sustain the already realised results of the governance pillar.

18

UNDP should come up with plans that will ensure the capacity building interventions. This  should  entail well-crafted  plans supported  by  UNDP but initiated  by  Parliament, Ministry  of  Justice for  refresher  courses, continued  professional  development as well  as  working  with  political  parties  to  ensure  their  parliamentary  candidate  hopes in areas  of  better  legislation. This  approach  would  cater  for up scaling  and  also  staff  attrition  due  to  death, retirement  or  change  of  jobs. Ultimately, that would enhance   governance outcomes on scale and in the long term.

19

Gender should be mainstreamed in all outputs of projects/programme interventions to make sure that all implementing agencies have the responsibility of reporting on the extent to which gender considerations have been captured or considered.

20

There is a great need to strength the M&E function which should go hand in hand with refining of the M&E data collection tools and reporting system to ensure that all of these strategic interventions do reflect the UNDP RBM principles as well as consistent with CPD objectives and indicators. Particularly, a gender expert should be brought on board   to  support  data  disaggregation in respect  to  gender  issues.

21

There is also a need to establish clear Data Quality Assessment system/tool that would help and determine the frequency and approaches on DQA activities. The  tool  should  be  tailored  in such    way that   is  user-friendly    by  personnel  at  source  of  data collection, enable  the  extraction  of   required  data from   the  data  base as well  as  manipulation  at  data  analysis  level.

22

There is urgent need to develop a resource mobilization strategy to close the apparent funding gap of the CPD. This can be done using a two pronged but complementary approaches. The first could be by engaging government of Tanzania to have budgetary allocations frameworks to ensure funding gaps left by donors are bridged. Secondary, UNDP can rally other development partners and come up with a modality like basket funding to ensure that current funding gaps are bridged in the future.

1. Recommendation:

In order to ensure that results are achieved on improving the capacities of electoral bodies within the CPD period, it is highly recommended that an electoral project is developed, including a specific focus on women’s participation and leadership (CPD Output 1 and 5). The earlier this is done the better so that there is enough time to build women leaders’ capacity and confidence.

Management Response: [Added: 2019/05/09] [Last Updated: 2020/11/28]

UNDP agrees that an electoral support project is relevant in the Tanzanian context. Any UN election support must be developed upon receiving a request from the Government, after which a NAM mission will assess the specific needs for electoral support in the country. Despite UNDP engagement with the Government of Tanzania on the subject matter, such a request is yet to be received. UNDP is currently exploring opportunities to launch a project focusing more generally on participatory processes in Tanzania through a “Citizens Voice” project.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Finalize the Citizens' Voice Project
[Added: 2019/05/09] [Last Updated: 2020/09/29]
Governance Programme Specialist 2019/12 No Longer Applicable [Justification: The Government of Tanzania has not requested for election support]
The Government of Tanzania has not requested for election support History
2. Recommendation:

Discrepancy between CPD outputs and indicators on one hand and project output and indicators on the other hand have been identified and it is recommended that emphasis is put on streamlining these to ensure the achievement of the CPD results reporting. The   projects  with  such   discrepancies  include  LSP II,  Development  Effectiveness, Enhancing  Capacity  for  Development  Results, Preventing  and  responding to  violence  extremism in Tanzania, preventing  conflict  and  building  peace and  strengthening  access  to  Justice and  Human rights  protection in Tanzania

Management Response: [Added: 2019/05/09] [Last Updated: 2020/11/28]

UNDP agrees that some differences exist between indicators and outputs of the CPD and project documents for the Development Effectiveness project and the Access to Justice project. UNDP do not recognize these discrepancies for the LSP II. As for the Preventing and Responding to Violent Extremism and the Cross Border projects, these are not linked to the CPD with a specific output nor indicators and therefore the recommendation is not valid until the linking has happened.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Link the Preventing and Responding to Violent Extremism to the current CPD as part of the process of updating the CPD
[Added: 2019/05/09] [Last Updated: 2020/05/21]
Governance Programme Specialist and PSSU Head 2019/09 Completed This was completed in December 2019 and was able to report on the output in 2019 ROAR History
Review the alignment between the results frameworks of the CPD and of the Development Effectiveness Project and the Access to Justice Project and propose amendments as needed for monitoring progress towards the achievement of and reporting on the CPD
[Added: 2019/05/09] [Last Updated: 2020/09/30]
Governance Programme Specialist and PSSU 2019/12 Completed done History
3. Recommendation:

It is recommended to add another output to the current CPD, in order to capture the results related to preventing violent extremism in Tanzania and peace building.

Management Response: [Added: 2019/05/09] [Last Updated: 2020/11/28]

UNDP agrees with the recommendation to link the Preventing violent extremism project to the CPD and actions are taken towards this aim e.g. the output and indicators have already been drafted. Please see the relevant Key Action under Recommendation 2. The Peace Building project is terminating in March 2019 and therefore shall not be linked to the CPD.  

Key Actions:

4. Recommendation:

Prior to the new CPD formulation, UNDP should conduct a baseline assessment which would holistically address the development problem in the context of inclusive democratic governance taking into consideration the strategic objectives and comparative strengths of UNDP for offering technical support.

Management Response: [Added: 2019/05/09] [Last Updated: 2020/11/28]

UNDP agrees with the recommendation to conduct a baseline assessment as part of the new CPD formulation, which will commence in 2020. 

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Contribute to the baseline assessment of the CPD and of UNDAF/UNDAP III through the UNDAP Governance Outcome Group
[Added: 2019/05/09] [Last Updated: 2021/03/31]
Governance Programme Specialist and Governance Outcome Group Advisor 2020/12 Completed done History
5. Recommendation:

It is recommended that emphasis is placed on ensuring synergies between CPD outputs and indicators vis a vis project outputs and indicators (New CPD formulation).

Management Response: [Added: 2019/05/09] [Last Updated: 2020/11/28]

UNDP fully agrees that it is crucial to align new projects and their subsequent outputs and indicators to the new CPD. UNDP is currently recruiting an M&E Specialist, who will oversee the linkage between results frameworks of the CPD vis a vis project.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Recruit and M&E Specialist
[Added: 2019/05/09]
Resident Representative a.i. 2019/03 Completed The M&E Specialist reported for duty on 18th March 2019.
6. Recommendation:

Is it recommended that UNDP and implementing partners review programming modalities to ensure that structures and supporting mechanisms are in place to support the implementation of the planned activities to realize the planned outcome. UNDP should undertake inductions of key staff of partners on modalities of financial procedures and modalities of planning so that they are well conversant with procedures and processes of UNDP funding and procurement to avoid what government bureaucrats have been perceiving as loss of trust in them to handle finances and procurements for projects’ activities. Failure for implementing partners to follow UNDP processes and procedures has been responsible for overall delays in approving workplans and disbursement of funds, which leads to draw back in implementation, causing constraining factors for effective delivery of outputs of the intended outcome.

Management Response: [Added: 2019/05/09] [Last Updated: 2020/11/28]

UNDP fully agrees with the recommendation to strengthen the awareness and understanding of our partners on key implementing mechanisms, reporting procedures and financial requirements. UNDP will ensure that thorough inductions are made with new partners and that open dialogues with existing partners take place to close any gaps.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Schedule meetings with new and existing partners to discuss implementation modalities and processes.
[Added: 2019/05/09] [Last Updated: 2020/09/03]
Governance Programme Specialist, Chief Technical Advisors and PMSU Head 2019/08 Completed done History
7. Recommendation:

UNDP should increase the engagement of implementing partners and appreciate their concerns especially on matters of bureaucratic red-tape in approval of work plans and release of funds for project activities.

Management Response: [Added: 2019/05/09] [Last Updated: 2020/11/28]

UNDP welcomes the recommendations to increase collaboration with implementing partners and will initiate dialogues with existing partners to collect the existing concerns and identify further needs for building capacity with implementing partners for meeting the requirements. The Key Action of Recommendation 6 applies to this recommendation as well.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Provide technical support to the implementation of the LSP II 2019 work plan, including activities on developing guidelines for gender mainstreaming in National Assembly and trainings for the Gender Desk Officer to support gender mainstreaming and monitoring of the gender strategy.
[Added: 2020/08/18]
LSP II Chief Technical Advisor 2019/11 Completed Completed including launch of He for She Strategy
8. Recommendation:

There is need for deepening legal aid services into rural communities by rolling out the paralegal training and services beyond the piloted regions to cover the whole country.

Management Response: [Added: 2019/05/09] [Last Updated: 2020/11/28]

UNDP agrees that the need for legal aid services across Tanzania is urgent and that especially the rural population face challenges in accessing the services.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Strengthen sub-national coordination of legal aid providers through the Access to Justice project activities, assuring that services are available where they are most needed, and subject to funding.
[Added: 2019/05/09] [Last Updated: 2020/09/20]
Governance Programme Specialist and Chief Technical Advisors 2020/01 Completed done History
9. Recommendation:

Emphasis on outcome level reporting due to lack of statistical evidence because some of the  CPD  interventions were  mainly   upstream. For instance, support  to  courts  by  LSP  projects in Zanzibar  aimed   at strengthening the  judicial  system but  there  was no  statistical  evidence  as  to how many  women and  children  had  benefited   to link  intervention  to the anticipated outcome.

Management Response: [Added: 2019/05/09] [Last Updated: 2020/11/28]

UNDP agrees that it is relevant to review whether sufficient statistical evidence is gathered to report at outcome level. Also noting, that the support in Zanzibar was provided through the Legal Sector reform Project (LSRP), not LSP. The LSRP was not focused on Service provision in its scope, but rather focused on building institutional capacities. The subsequent project, the Promoting Legal Empowerment and Access to Justice Programme (LEAP) has a stronger focus on service provision and will subsequently contribute to the outcome level results.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Implement the LEAP in Zanzibar which focuses on service delivery and on data management across the sector, as well as the support to the SDGs through the Zanzibar Joint Programme, SDGs Component, and the Development Effectiveness Project which assists both the mainland NBS and Zanzibar’s OCGS
[Added: 2019/05/09] [Last Updated: 2020/09/03]
Governance Programme Specialist and Chief Technical Advisors 2020/05 Completed project is being implemented History
10. Recommendation:

There should be continued and more targeted continuous capacity building of the Statistics Offices of Tanzania Mainland and Zanzibar to be  one stop  center  in managing and disseminating the Tanzania Socio-Economic Database (TSED).  This data  bank should  be  support  by  the government, development partners and  private sector  so that they  can deliver  timely  quality data  to inform  programming as  and when   it   is  needed  by the  MDA and  other stakeholder, it be in the public or private sector.

Management Response: [Added: 2019/05/09] [Last Updated: 2020/11/28]

UNDP has through the Development effectiveness Project supported the harmonization, visualization and dissemination of gender sensitive baseline data for the FYPD and SDGs reporting to stakeholders through the TSED database. UNDP will discuss with the National Bureau of Statistics and the OCGS-Zanzibar on the need for including further activities in the 2019 annual work plan of this Project and the ZJP. 

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Ensure that support is included in the 2019 annual workplan for the Development Effectiveness Project and the Zanzibar Joint Programme, SDGs Component, following a meeting with the NBS and the OCGS-Zanzibar
[Added: 2019/05/09] [Last Updated: 2019/09/08]
Governance Programme Specialist and Zanzibar Programme and Operations Specialist 2019/06 Completed The OCGS and the NBS is supported through the 2019 AWP of the Development Effectiveness Project and the Zanzibar Joint Programme History
11. Recommendation:

Of  special  interest  is generating  adequate and  quality  data on the  progress  of  the SDGs targets to  inform  UNDP and  government on the mobilizing appropriate planning  and  funding  to  accelerate  achievement of  SDGs targets.

Management Response: [Added: 2019/05/09] [Last Updated: 2020/11/28]

UNDP fully agrees with the need to collect and disseminate high quality data on the progress of the SDGs. UNDP is contributing to the UN Tanzania coordinated support to the Tanzania 2019 VNR reporting. Furthermore, through the Development Effectiveness project and the Zanzibar Joint Programme, UNDP is supporting Tanzania Mainland and Zanzibar in strengthening capacity to coordinate, monitor and report on the SDGs. 

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Support the Government of Tanzania in the preparation of the VNR 2019
[Added: 2019/05/09] [Last Updated: 2019/09/08]
Coordinator of Programme and Projects 2019/06 Completed The government was supported to produce the narrative and statistics for the VNR report History
12. Recommendation:

At  the  level  of  Ministry of  Finance,  officers still need to be trained to cascade the Aid Management Platform (AMP) system down to the LGAs. Quality data collection and periodic dissemination and sharing are very key to tracking the governance outcome indicator. Therefore, both Government of Tanzania and UNDP should leverage resources towards supporting continued capacity building initiatives of the statistics offices in both mainland and Zanzibar.

Management Response: [Added: 2019/05/09] [Last Updated: 2020/11/28]

UNDP is through the Development Effectiveness project supporting government led efforts to transfer from the AMP system to a Tanzanian Resources Management Database. Support will be offered to the Ministry of Finance and Planning though the 2019 Work Plan. The transition process is initiated and also funded by the Government of Tanzania.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Provide technical support to the implementation of the development of the Tanzanian Resources Management Database as agreed in the 2019 Work Plan for the Development Effectiveness Project.
[Added: 2019/05/09] [Last Updated: 2020/09/29]
Governance Programme Specialist 2019/12 Completed done History
13. Recommendation:

Support for the implementation of the Gender strategy and the He-for-She strategy would fast track the application of gender principles not only in Parliament but also in other institutional set-ups. This is because the Parliament as a legislative body has to work hand in hand with relevant institutions for critical input pertaining to engineering relevant policy and legislation as well as compliance and enforcement aimed at streamlining and promoting gender equality.

Management Response: [Added: 2019/05/09] [Last Updated: 2020/11/28]

UNDP fully agrees that continued support to gender mainstreaming in National Assembly is crucial and will continue to do so throughout the LSP project (2017-2021). The implementation of the Gender Strategy and Action Plan will be supported in the 2019 Work Plan. The HeforShe strategy is yet to be launched, as UNWOMEN asked for it to be put on hold until further notice.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Provide technical support to the implementation of the LSP II 2019 work plan, including activities on developing guidelines for gender mainstreaming in National Assembly and trainings for the Gender Desk Officer to support gender mainstreaming and monitoring of the gender strategy.
[Added: 2019/05/09] [Last Updated: 2020/09/03]
LSP II Chief Technical Advisor 2019/12 Completed the Project has facilitated meaningful engagement of external gender experts/consultants to support an institutionalized Gender Mainstreaming process History
14. Recommendation:

UNDP should work to ensure that donors who commit to contribute to funding some activities make available the resources well in advance in a single pool like basket fund well other than sub venting their funding in a scattered one-off contribution. This is to avoid the delays of implementing activities which in the long run jeopardizes the achievement of programme results.

Management Response: [Added: 2019/05/09]

UNDP welcomes the recommendations to increase basket funding options and will continue to present this option to development partners, as well as through earmarked contributions to the One Fund (Window 2) . However, funding agreements are made in alignment with priorities and policies of the funding partner and can therefore not be determined by UNDP.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Present the various available funding options to Development Partners as part of the ongoing resource mobilization activities.
[Added: 2019/05/09]
Governance Programme Specialist and Chief Technical Advisors 2021/12 Not Initiated
15. Recommendation:

As  matter  of  importance and urgency, UNDP should  ensure  that  IP  staff are  well conversant and do  appreciate the  FACE  process. It is  lack  of  the knowledge  and  failure  to  appreciate  the  FACE  process  that   raised a lot  of  complaints   on the frequent  back and  forth engagements which  often  delayed the release  of  funds resulting  into the delays  in  execution  of  some activities.

Management Response: [Added: 2019/05/09] [Last Updated: 2020/11/28]

UNDP welcomes the recommendations to increase collaboration with implementing partners and will initiate dialogues with existing partners to collect the existing concerns and identify further needs for building capacity with implementing partners for meeting the requirements. UNDP highlight, that other reasons external to UNDP policies and procedures can account for delays in disbursement of funds and implementation.  

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Schedule meetings with implementing partners to discuss FACE and other financial issues and procedures
[Added: 2019/05/09] [Last Updated: 2019/09/09]
Governance Programme Specialist, PSSU Head and Programme Finance Specialist 2019/09 Completed A HACT training took place for all IPs and RPs in September History
16. Recommendation:

Mechanisms to effect timely release of funds to IPs should be reviewed and enhanced through  revisiting  the  bureaucratic  red-tape  required  of   IPs  staff to  access  the  funding. This can be  done  by  having  regular face to face  engagements by UNDP  with   IPs to  learn and  support  in areas  where  they may  have  challenges  with the  FACE process  and  other  requirements.

Management Response: [Added: 2019/05/09] [Last Updated: 2020/11/28]

UNDP agrees with the recommendations to increase collaboration with implementing partners and will initiate dialogues with existing partners to collect the existing concerns and identify further needs for building capacity with implementing partners for meeting the requirements. Regular refresher sessions will be held throughout the year. The Key Action of Recommendation 15 applies to this recommendation as well.

Key Actions:

17. Recommendation:

UNDP should work closely with government of Tanzania and other development partners in areas of good governance to ensure strategies are put in place. Future  programming  interventions  should aimed  at  supporting  results  areas  of  good  governance outcome through  continued capacity  building and financial resource support targeting MDAs in conjunction. Furthermore, UNDP  can  undertake deliberate  efforts to engage   other  development partners  whose  on-going or  future    interventions  to  form synergies  critical for  transiting  from existing  CPD programming  to  sustain  the  results  so  far   achieved. Such  kind  of  approach provides a  good  exist  strategy  for the  programme  and  sets  a fertile  ground  to sustain the already realised results of the governance pillar.

Management Response: [Added: 2019/05/09] [Last Updated: 2020/11/28]

UNDP agrees with the recommendation to continue the close collaboration with the Government of Tanzania and government institutions at all levels to ensure the sustainability of UNDP interventions and results.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Schedule meeting with implementing partners well in advance of project termination to discuss sustainability and hand over mechanisms
[Added: 2019/05/09]
Governance Programme Specialist and Chief Technical Advisors 2021/12 Not Initiated
18. Recommendation:

UNDP should come up with plans that will ensure the capacity building interventions. This  should  entail well-crafted  plans supported  by  UNDP but initiated  by  Parliament, Ministry  of  Justice for  refresher  courses, continued  professional  development as well  as  working  with  political  parties  to  ensure  their  parliamentary  candidate  hopes in areas  of  better  legislation. This  approach  would  cater  for up scaling  and  also  staff  attrition  due  to  death, retirement  or  change  of  jobs. Ultimately, that would enhance   governance outcomes on scale and in the long term.

Management Response: [Added: 2019/05/09] [Last Updated: 2020/11/28]

UNDP agrees and is already doing the above but will reinforce all actions. The Key Action of Recommendation 17 also applies to this recommendation.

Key Actions:

19. Recommendation:

Gender should be mainstreamed in all outputs of projects/programme interventions to make sure that all implementing agencies have the responsibility of reporting on the extent to which gender considerations have been captured or considered.

Management Response: [Added: 2019/05/09] [Last Updated: 2020/11/28]

UNDP agrees with the recommendation to enhance mainstreaming of gender in all projects and programmes.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Review all projects and ensure that gender (human rights) is/ are mainstreamed across all projects
[Added: 2019/05/09] [Last Updated: 2020/09/03]
Governance Specialist, CTAs and Technical Specialist and PSSU M&E Specialist 2019/12 Completed done History
20. Recommendation:

There is a great need to strength the M&E function which should go hand in hand with refining of the M&E data collection tools and reporting system to ensure that all of these strategic interventions do reflect the UNDP RBM principles as well as consistent with CPD objectives and indicators. Particularly, a gender expert should be brought on board   to  support  data  disaggregation in respect  to  gender  issues.

Management Response: [Added: 2019/05/09] [Last Updated: 2020/11/28]

UNDP agrees with the need to strengthen the M&E data collection, tools and reporting. To this aim, UNDP is recruiting an M&E Specialist, who will have specific focus on key priority areas such as human rights and gender. The Key Action of Recommendation 5 also applies to this recommendation.

Key Actions:

21. Recommendation:

There is also a need to establish clear Data Quality Assessment system/tool that would help and determine the frequency and approaches on DQA activities. The  tool  should  be  tailored  in such    way that   is  user-friendly    by  personnel  at  source  of  data collection, enable  the  extraction  of   required  data from   the  data  base as well  as  manipulation  at  data  analysis  level.

Management Response: [Added: 2019/05/09] [Last Updated: 2020/11/28]

UNDP welcomes the recommendation to establish further systems to ensure data quality assurance and the accessibility of this data by UNDP staff. Upon the finalization of the recruitment of an M&E Specialist, such systems shall be developed.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
M&E Specialist to develop systems and tools for data quality assurance
[Added: 2019/05/09] [Last Updated: 2020/08/18]
M&E Specialist 2019/12 Completed completed History
22. Recommendation:

There is urgent need to develop a resource mobilization strategy to close the apparent funding gap of the CPD. This can be done using a two pronged but complementary approaches. The first could be by engaging government of Tanzania to have budgetary allocations frameworks to ensure funding gaps left by donors are bridged. Secondary, UNDP can rally other development partners and come up with a modality like basket funding to ensure that current funding gaps are bridged in the future.

Management Response: [Added: 2019/05/09] [Last Updated: 2020/11/28]

UNDP welcomes recommendations for further enhancing the resource mobilization strategy and initiatives. UNDP is already in dialogue with the Government of Tanzania on various cost sharing modalities and are promoting the One Fund basket option to development partners. To increase resource mobilization efforts, a Communication and Partnership Analyst will be recruited.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Recruit a Communications and Partnerships Analyst
[Added: 2019/05/09]
Resident Representative a.i. 2019/04 Completed The Communications and Partnerships Analyst reported on 1st of April 2019.
Develop a Partnerships and Communications Strategy and Action Plan 2019-2021
[Added: 2019/05/09] [Last Updated: 2020/08/18]
Resident Representative 2019/10 Completed Completed History

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