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.

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. 


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]

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]
Governance Programme Specialist 2019/12 Initiated
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]

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: 2019/09/08]
Governance Programme Specialist and PSSU Head 2019/09 Overdue-Initiated To be finalized in September 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: 2019/08/14]
Governance Programme Specialist and PSSU 2019/12 Not Initiated 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: 2019/05/09]

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]

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]
Governance Programme Specialist and Governance Outcome Group Advisor 2020/12 Not Initiated
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]

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]

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]
Governance Programme Specialist, Chief Technical Advisors and PMSU Head 2019/08 Overdue-Initiated
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: 2019/05/09]

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:

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]

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]
Governance Programme Specialist and Chief Technical Advisors 2020/01 Initiated
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]

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]
Governance Programme Specialist and Chief Technical Advisors 2020/05 Initiated
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]

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]

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]

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]
Governance Programme Specialist 2019/12 Initiated
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]

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]
LSP II Chief Technical Advisor 2019/12 Initiated
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]

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: 2019/05/09]

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]

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: 2019/05/09]

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]

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]
Governance Specialist, CTAs and Technical Specialist and PSSU M&E Specialist 2019/12 Not Initiated
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: 2019/05/09]

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]

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]
M&E Specialist 2019/12 Not Initiated
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]

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]
Resident Representative 2019/10 Overdue-Initiated First solid draft available for the CO.

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