Outcome Evaluation of CPR Portfolio

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Evaluation Plan:
2017-2020, Lebanon
Evaluation Type:
Outcome
Planned End Date:
07/2019
Completion Date:
05/2019
Status:
Completed
Management Response:
Yes
Evaluation Budget(US $):
30,000

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Title Outcome Evaluation of CPR Portfolio
Atlas Project Number: 00078129,00093058,00105798
Evaluation Plan: 2017-2020, Lebanon
Evaluation Type: Outcome
Status: Completed
Completion Date: 05/2019
Planned End Date: 07/2019
Management Response: Yes
UNDP Signature Solution:
  • 1. Poverty
  • 2. Governance
Corporate Outcome and Output (UNDP Strategic Plan 2018-2021)
  • 1. Output 3.2.1 National capacities strengthened for reintegration, reconciliation, peaceful management of conflict and prevention of violent extremism in response to national policies and priorities
SDG Goal
  • Goal 16. Promote peaceful and inclusive societies for sustainable development, provide access to justice for all and build effective, accountable and inclusive institutions at all levels
SDG Target
  • 16.3 Promote the rule of law at the national and international levels and ensure equal access to justice for all
  • 16.7 Ensure responsive, inclusive, participatory and representative decision-making at all levels
Evaluation Budget(US $): 30,000
Source of Funding: CO
Evaluation Expenditure(US $): 25,000
Joint Programme: No
Joint Evaluation: No
Evaluation Team members:
Name Title Email Nationality
GEF Evaluation: No
Key Stakeholders: LPDC, MEHE, UNRWA, MOI, MOIM, MOSA, PMO
Countries: LEBANON
Lessons
Findings
Recommendations
1

Develop an overarching CPR programmatic outcome linked to peacebuilding objectives (e.g. either conflict management, diminishing tensions, civil peace construction, confidence-building, or similar) that highlights the fact that the overall objective of the interventions at the outcome level is the contribution to avoiding open conflict through creating inter and intra-community dialogues and processes that allow to address identified triggers of conflict. It does not matter if the conflict is Lebanese-Lebanese, Lebanese-Palestinian, Lebanese-Syrian. Any deterioration in the current context of fragile stability is likely to have very negative consequences for all actors in Lebanon. UNDP must coin its next outcome in line with the realistic vision of what it is pursuing and communicate this vision accordingly as a key corporate achievement. Once the new CPD ToC is development, CPR should develop the ToC that informs the overarching programmatic outcome that most interventions must be contributing to.

2

Truly develop conflict management skills in Syria-response related UNDP interventions to make conflict sensitivity a programmatic reality (and clearly differentiate between conflict sensitivity, responsiveness or transformation). Along this line, it needs to be noted that tools developed in Lebanon for addressing peacebuilding/conflict sensitivity in UNDP programming are largely endogenous (e.g. developed by the UNDP staff in Lebanon for each project). A clearer conceptual framework, with references to key literature such as CDA, tracking assumptions regarding conflict drivers and triggers, would also help clarify the key results of the interventions.

3

Scale up the level of operations of the various operational project (PB, Gatherings, CSAJ) to a higher number of municipalities, inside or outside the 251 LCRP municipalities. While the vulnerability map needs to be updated, the key assumptions behind UNDP’s involvement primarily in the 251 municipalities should be closely monitored as there may be venues for UNDP to operate outside such a geographical intervention area, provided there are clear criteria and data generated by the different projects (PB, Tensions, PVE) evidences the need for such interventions, but always with clearly defined criteria and in support of the overarching programme objective of the CPR.

4

While UNDP has nurtured several positive initiatives dealing with conflict management (e.g. VSF, FFP, media component, incorporating MSS in municipalities, psychosocial support, tentative efforts to address historical narrative and reconciliation), there does not appear to be a roadmap for the future evolution of the PB activities. These initiatives can be brought together to create synergies and contribute to a more prominent outcome in selected sites and areas, because at present, they are not mutually supportive of each other and could be linked more closely in an area-based approach to conflict management.

5

UNDP Lebanon needs to invest more resources into its M&E system, in particular for designing outcomes, evaluating outcomes, incorporating coverage data information, in order to provide more evidence of how its results contribute to the outcome statement. Given the assets used by the interagency group for the LCRP, it may be interesting to see if UNDP could not use some of these available methods and tools for its own M&E system. At the same time, invest in staff capacity development through training in Result-Based Management, environment, gender and administrative procedures, in addition to conflict resolution and negotiation skills, as these are the key skills that staff must use to be able to provide assertive and constructive communication to create the bridges between the various communities in Lebanon.

6

It is important for operational projects (CSAJ, Gatherings, PB) to have a connection with the decision-making policy level actors so that good practice can be used to inform policy. While for the Palestinian file the LPDC plays such a role, it would be useful for the other operational interventions to have a ministerial entry point that could influence policy-making. Problems experienced in the CSAJ shows that when entry points are limited to one person, there may be no alternative entry points. Therefore, the feasibility of supporting policy making partners such as MOIM could also be explored. In the same line of thought, it should be possible to create internal working groups between the higher-level interventions (LPDC, Tensions, PVE, Common Space) with the operational interventions (CSAJ, PB, Gatherings).

7

Continuation of the support to LMAC should be kept under the CPR, but with a separate and specific outcome statement different from the rest of the “peacebuilding or conflict management” programmatic outcome.

Consider moving the DRM project to the E&E programme in order to closely align the work under the DRM project with the UNDP Lebanon’s work on CCA.

8

Consider holding regional exchanges of CPR units through three-day practical workshops sharing experiences and learning from the region. Other countries affected by the Syrian crisis may also have good practices to share, and Lebanon has some good practices to show, so there should be directly learning in the region from this protracted crisis, with the support and agreement of other Country Office, also to develop a corporate sense of CPR programming in these situations that affect more than a single country. This could be organised by the Conflict Prevention and Peacebuilding Advisor from the Regional Hub in Amman.

1. Recommendation:

Develop an overarching CPR programmatic outcome linked to peacebuilding objectives (e.g. either conflict management, diminishing tensions, civil peace construction, confidence-building, or similar) that highlights the fact that the overall objective of the interventions at the outcome level is the contribution to avoiding open conflict through creating inter and intra-community dialogues and processes that allow to address identified triggers of conflict. It does not matter if the conflict is Lebanese-Lebanese, Lebanese-Palestinian, Lebanese-Syrian. Any deterioration in the current context of fragile stability is likely to have very negative consequences for all actors in Lebanon. UNDP must coin its next outcome in line with the realistic vision of what it is pursuing and communicate this vision accordingly as a key corporate achievement. Once the new CPD ToC is development, CPR should develop the ToC that informs the overarching programmatic outcome that most interventions must be contributing to.

Management Response: [Added: 2019/08/19]

This recommendation will be taken onboard during the next cycle of CPD formulation. The annex from the evaluation report, including key assumptions, outcome statements, and potential indicators will be used for the development of the TOC.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Present the suggested programme structure during the CPR meeting and suggest it for the next CPD planning period
[Added: 2019/11/29]
M and E Officer 2019/06 Completed This action was completed. The structure of the new CPR Programme discussed and presented to senior management.
2. Recommendation:

Truly develop conflict management skills in Syria-response related UNDP interventions to make conflict sensitivity a programmatic reality (and clearly differentiate between conflict sensitivity, responsiveness or transformation). Along this line, it needs to be noted that tools developed in Lebanon for addressing peacebuilding/conflict sensitivity in UNDP programming are largely endogenous (e.g. developed by the UNDP staff in Lebanon for each project). A clearer conceptual framework, with references to key literature such as CDA, tracking assumptions regarding conflict drivers and triggers, would also help clarify the key results of the interventions.

Management Response: [Added: 2019/08/19]

Conflict sensitivity trainings for the country office started in 2019. During the second half of 2019 joint conflict sensitivity training will be delivered to the UNDP North office. Lessons learned session will be organized after the first round of trainings.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Develop a conflict sensitivity plan for the country office
[Added: 2019/08/19] [Last Updated: 2019/11/04]
CPR 2019/11 Completed Conflict sensitivity plan is developed and in line with the plan internal trainings for UNDP staff are launched. History
Launch trainings on conflict sensitivity for the country office
[Added: 2019/08/19] [Last Updated: 2019/11/04]
CPR 2019/11 Completed First wave of trainings for UNDP North office took place in September 2019 with very high levels of satisfaction among the training participants. A report by the consultant summarizing lessons learned and experiences from the trainings was submitted. History
3. Recommendation:

Scale up the level of operations of the various operational project (PB, Gatherings, CSAJ) to a higher number of municipalities, inside or outside the 251 LCRP municipalities. While the vulnerability map needs to be updated, the key assumptions behind UNDP’s involvement primarily in the 251 municipalities should be closely monitored as there may be venues for UNDP to operate outside such a geographical intervention area, provided there are clear criteria and data generated by the different projects (PB, Tensions, PVE) evidences the need for such interventions, but always with clearly defined criteria and in support of the overarching programme objective of the CPR.

Management Response: [Added: 2019/08/19]

For the peacebuilding project, there is an ongoing development of an agenda outcome of the 251 most vulnerable municipalities. For the CSAJ project there are existing plans for scale up, but of limited scope. Opportunities for the Gatherings project scale up are limited, as its operations are often limited by the access limitations.

Key Actions:

4. Recommendation:

While UNDP has nurtured several positive initiatives dealing with conflict management (e.g. VSF, FFP, media component, incorporating MSS in municipalities, psychosocial support, tentative efforts to address historical narrative and reconciliation), there does not appear to be a roadmap for the future evolution of the PB activities. These initiatives can be brought together to create synergies and contribute to a more prominent outcome in selected sites and areas, because at present, they are not mutually supportive of each other and could be linked more closely in an area-based approach to conflict management.

Management Response: [Added: 2019/08/19]

The aligned approach is piloted in 10 locations, where under the umbrella of Mechanism for Stability and Resilience multiple interventions will be delivered together, including VFS, municipal police and conflict dialogue mechanisms.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Promote further synergies between projects in specific location
[Added: 2019/11/29]
CPR Programme Manager 2019/09 Completed In the ongoing UNDP-DFID collaboration, there are 10 pilots, where the objective is to create synergies between conflict dialogue mechanisms, violence free schools, media outreach and the work with municipal police.
5. Recommendation:

UNDP Lebanon needs to invest more resources into its M&E system, in particular for designing outcomes, evaluating outcomes, incorporating coverage data information, in order to provide more evidence of how its results contribute to the outcome statement. Given the assets used by the interagency group for the LCRP, it may be interesting to see if UNDP could not use some of these available methods and tools for its own M&E system. At the same time, invest in staff capacity development through training in Result-Based Management, environment, gender and administrative procedures, in addition to conflict resolution and negotiation skills, as these are the key skills that staff must use to be able to provide assertive and constructive communication to create the bridges between the various communities in Lebanon.

Management Response: [Added: 2019/08/19]

The decision on the new direction in relation to M&E will be taken by incoming Deputy Resident Representative and/or Chief Technical Advisor on Stabilization and Recovery. An update on this issue will provided later in the year.

Key Actions:

6. Recommendation:

It is important for operational projects (CSAJ, Gatherings, PB) to have a connection with the decision-making policy level actors so that good practice can be used to inform policy. While for the Palestinian file the LPDC plays such a role, it would be useful for the other operational interventions to have a ministerial entry point that could influence policy-making. Problems experienced in the CSAJ shows that when entry points are limited to one person, there may be no alternative entry points. Therefore, the feasibility of supporting policy making partners such as MOIM could also be explored. In the same line of thought, it should be possible to create internal working groups between the higher-level interventions (LPDC, Tensions, PVE, Common Space) with the operational interventions (CSAJ, PB, Gatherings).

Management Response: [Added: 2019/08/19]

Community Security and Access to Justice project informs Ministry of Interior and Municipalities on municipal police work, and Ministry of Justice on legal aid. Peacebuilding project has regular meetings with the Ministry of Social Affairs.

Key Actions:

7. Recommendation:

Continuation of the support to LMAC should be kept under the CPR, but with a separate and specific outcome statement different from the rest of the “peacebuilding or conflict management” programmatic outcome.

Consider moving the DRM project to the E&E programme in order to closely align the work under the DRM project with the UNDP Lebanon’s work on CCA.

Management Response: [Added: 2019/08/19]

Similarly to the recommendation #1 this note will be addressed during the next cycle of CPD formulation.

Key Actions:

8. Recommendation:

Consider holding regional exchanges of CPR units through three-day practical workshops sharing experiences and learning from the region. Other countries affected by the Syrian crisis may also have good practices to share, and Lebanon has some good practices to show, so there should be directly learning in the region from this protracted crisis, with the support and agreement of other Country Office, also to develop a corporate sense of CPR programming in these situations that affect more than a single country. This could be organised by the Conflict Prevention and Peacebuilding Advisor from the Regional Hub in Amman.

Management Response: [Added: 2019/08/19]

There is an ongoing UNDP initiative to draw on existing resources in the countries, when it comes to regional exchanges and mutual capacity development support. The suggestion concerning joint CPR events should be addressed at the regional level by RBAS.

Key Actions:

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