MTE: Country Programme 2017 - 2021

Report Cover Image
Evaluation Plan:
2017-2021, Botswana
Evaluation Type:
Country Programme Evaluation
Planned End Date:
10/2019
Completion Date:
12/2019
Status:
Completed
Management Response:
Yes
Evaluation Budget(US $):
20,000

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Download document TORs_BWA CPD 2017 - 2021_Proc Template.doc tor English 128.50 KB Posted 307
Download document Mid Term Evaluation Report of UNDP Botswana Country Programme_Final Version.pdf report English 1474.37 KB Posted 479
Title MTE: Country Programme 2017 - 2021
Atlas Project Number: 00110575
Evaluation Plan: 2017-2021, Botswana
Evaluation Type: Country Programme Evaluation
Status: Completed
Completion Date: 12/2019
Planned End Date: 10/2019
Management Response: Yes
Corporate Outcome and Output (UNDP Strategic Plan 2014-2017)
SDG Goal
  • Goal 17. Strengthen the means of implementation and revitalize the Global Partnership for Sustainable Development
SDG Target
  • 17.9 Enhance international support for implementing effective and targeted capacity-building in developing countries to support national plans to implement all the Sustainable Development Goals, including through North-South, South-South and triangular cooperation
Evaluation Budget(US $): 20,000
Source of Funding: Country Programme Budget
Evaluation Expenditure(US $): 18,980
Joint Programme: No
Joint Evaluation: No
Evaluation Team members:
Name Title Email Nationality
Nisar Khan Evaluator niskhan65@yahoo.com PAKISTAN
GEF Evaluation: No
Key Stakeholders: Office of the President, National Strategy OffiCE, Ministry of Finance and Economic Development
Countries: BOTSWANA
Lessons
Findings
1.

2. FINDINGS OF THE MID-TERM EVALUATION

This section describes the detailed findings of the Mid-term Evaluation exercise. The analysis and discussion are intended to assess the overall programme performance using the key evaluation criteria of relevance, effectiveness, efficiency, sustainability, replicability and mainstreaming of cross-cutting issues etc. It also assesses the programme design and results frameworks, management arrangements, monitoring and evaluation and stakeholder collaboration etc.

2.1 PROGRAMME DESIGN AND MANAGEMENT (Rating: Satisfactory)

2.1.1 Programme Design and Results Frameworks The current UNDP Country Programme Document (2017-2021), is the continuation of long standing collaboration between UNDP and Government of Botswana. The CPD design builds upon the UNSDF (2017-2021) synthesis of country strategic needs and lessons learned from the past cooperation, as highlighted in the evaluation of UNDAF (2010-2016) and various country level diagnostic studies. UNSDF envisaged that the partners will be guided by the (UN Programming) principles arising from the values, norms and standards reflected in the 2030 Agenda, including 1) Human rights, gender equality and women’s empowerment: This focuses on promoting international human rights principles and applying a human rights-based approach in the analysis, planning, implementation and monitoring, 2) Sustainable development and resilience: This principle adopts and promotes a balanced approach to development whereby interventions reflects the connections between the social, economic and environmental dimensions of development, 3) Leave no one behind: The Leave no one behind principle adopts a strong people-centred focus based on a clear identification of population groups that have been left furthest behind and the causes of inequality and 4) Accountability: This principle provides the link between right-holders and duty-bearers, requiring duty-bearers to deliver on their obligations and of right-holders to realize and utilize their rights. 


Tag: Results-Based Management Theory of Change Inclusive economic growth Data and Statistics SDG Integration Global Environment Facility fund Monitoring and Evaluation

2.

2.1 PROGRAMME DESIGN AND MANAGEMENT (Rating: Satisfactory)

2.1.2 Implementation Arrangements and Partnerships 

CPD acknowledges the ownership of the government and envisaged that the programme will be nationally executed and implemented through mutually agreed modalities based on the most efficient and cost-effective manner, including national, direct, agency and nongovernmental organization implementation. Government ownership is in the form of endorsing the CPD at the Executive Board meeting, which approved the country programme in January 2017. Other forms of national ownership includes continued financial support to UNDP on an annual basis (USD 2.5 Million programme cost-sharing and USD 150 K for office running expenses), co-chairing of strategic and technical level project/programme committees, providing office facilities for imbedded UNDP staff and paying subsistence allowance and transport for their staff to participate in meetings and other forums related to CPD. Overall, the country programme is coordinated by UNDP and the Ministry of Finance and Economic Development. 

The CPD also envisaged the constitution of a Programme Board, consisting of key government ministries, private sector and civil society, to oversee and guide the CPD implementation. However, a separate Programme Board was not established. Discussions suggest that the UNCT had agreed to have fewer coordination and structures at the agency level and has adopted an over-arching mechanism at the UNSDF level. Therefore, at the higher level the CP receives guidance and oversight from UNSDF Programme Steering Committee (PSC), comprising senior Government officials, representatives of the United Nations System and other key stakeholders and is co-chaired by the Permanent Secretary in the Ministry of Finance and Economic Development and the UN Resident Coordinator. The UNSDF’s PSC regularly meets and provides guidance and oversight to the implementation of UNSDF, including CPD. As mentioned in the previous section, the overall implementation of the CP interventions is expedited through UNDP portfolio programmes in the areas of; 1) Economic Diversification and Inclusive Growth Project, 2) Environment and Climate Change, 3) Governance, Human Rights, Access to Justice, Women and Youth. These portfolio programmes/projects are being implemented with relevant ministries, as implementing partners, through the UNDP National Implementation Modality (NIM). Below is the summary list of main implementing partners for the programmes and projects; 


Tag: Coherence Relevance Gender Equality Women's Empowerment Oversight Ownership Partnership Country Government UN Agencies UN Country Team Coordination SDG Integration Civil Societies and NGOs Private Sector Youth

3.

2.1 PROGRAMME DESIGN AND MANAGEMENT (Rating: Satisfactory)

2.1.3 Role of UNDP 


Tag: Integration Procurement Service delivery Strategic Positioning Country Government Operational Services Technical Support SDG Integration

4.

2.1 PROGRAMME DESIGN AND MANAGEMENT (Rating: Satisfactory)

2.1.4 Monitoring and Evaluation


Tag: Effectiveness Global Environment Facility fund Monitoring and Evaluation Quality Assurance Results-Based Management

5.

2.2 PROGRAMME RELEVANCE (Rating: Highly Relevant)

UNSDF Botswana (2017-21), from which the UNDP Country Programme draws its overall mandate and outcomes, was designed, in close consultation with Government, to support and contribute, in the long run, to the achievement of Botswana’s Vision 2036. Which aims at “Prosperity for All” through achieving the high-income country status by 2036. The four main pillars of the Vision include; 1) Sustainable Economic Development, 2) Human and Social Development, 3) Sustainable Environment, 4) Governance, Peace and Security. 


Tag: Climate Change Adaptation Climate change governance Relevance Country Government Inclusive economic growth Poverty Reduction SDG Integration SDG monitoring and reporting

6.

2.3 PROGRAMME EFFECTIVENESS (Rating: Satisfactory) 

The Country Programme intends to achieve three broader outcomes, which are shared and aligned with the UNSDF 2017-2021. The CPD Results Framework has outlined a number of outputs, indicators and targets to achieve respective outcomes. Since inception of the CPD, in January 2017, rigorous efforts have been made to achieve desired outputs and outcomes through implementation of range of portfolio projects in the areas of 1) Environment and Climate Change, 2) Economic Diversification and Inclusive Growth and 3) Governance, Human Rights, Access to Justice, Women and Youth Empowerment. In the following pages, an effort has been made to analyze and assess the progress and achievement status of CPD outputs and interventions, at the mid-course of implementation. 

Outcome 1: By 2021, Botswana will have developed quality policies and programmes towards the achievement of Sustainable Development Goals and national aspirationsThe CPD recognized that high-quality policies and programmes are crucial to the development process in the country. Therefore, there was a greater need to collaborate with the Government, United Nations agencies, Private Sector and Civil Society organizations, to ensure that policy design is informed by data and are technically sound and coherent with national and global priorities. Three interrelated outputs that were outlined to achieve this outcome; Output 1.1. Enhanced national capacities to develop integrated policies, strategies and programmes for sustainable development (economy and environment).; Output 1.2. Enhanced national capacities to develop integrated policies, strategies and programmes for addressing multi-dimensional poverty.; Output 1.3. Enhanced national capacities to develop integrated policies, strategies and programmes to deepen democracy outcomes and strengthen governance institutions. Analysis of documents and discussions with stakeholders suggest that UNDP through its portfolio projects has made strenuous efforts to enhance national capacities and to facilitatethe governmental institutions in developing range of policies, strategies and programmes for sustainable development, addressing multidimensional poverty and strengthening of democratic and governance institutions. Following is a description of portfolio wise progress made so far to achieve stipulated outputs and outcomes;


Tag: Effectiveness Local Governance Public administration reform Economic Recovery Inclusive economic growth Jobs and Livelihoods South-South Cooperation SDG Integration

7.

2.3 PROGRAMME EFFECTIVENESS (Rating: Satisfactory) 

The Country Programme intends to achieve three broader outcomes, which are shared and aligned with the UNSDF 2017-2021. The CPD Results Framework has outlined a number of outputs, indicators and targets to achieve respective outcomes. Since inception of the CPD, in January 2017, rigorous efforts have been made to achieve desired outputs and outcomes through implementation of range of portfolio projects in the areas of 1) Environment and Climate Change, 2) Economic Diversification and Inclusive Growth and 3) Governance, Human Rights, Access to Justice, Women and Youth Empowerment. In the following pages, an effort has been made to analyze and assess the progress and achievement status of CPD outputs and interventions, at the mid-course of implementation. 

Outcome 1: By 2021, Botswana will have developed quality policies and programmes towards the achievement of Sustainable Development Goals and national aspirations


Tag: Climate Change Adaptation Climate change governance Environment Policy Natural Resouce management Waste management Effectiveness Rule of law

8.

2.3 PROGRAMME EFFECTIVENESS (Rating: Satisfactory) 

The Country Programme intends to achieve three broader outcomes, which are shared and aligned with the UNSDF 2017-2021. The CPD Results Framework has outlined a number of outputs, indicators and targets to achieve respective outcomes. Since inception of the CPD, in January 2017, rigorous efforts have been made to achieve desired outputs and outcomes through implementation of range of portfolio projects in the areas of 1) Environment and Climate Change, 2) Economic Diversification and Inclusive Growth and 3) Governance, Human Rights, Access to Justice, Women and Youth Empowerment. In the following pages, an effort has been made to analyze and assess the progress and achievement status of CPD outputs and interventions, at the mid-course of implementation. 

Outcome 1: By 2021, Botswana will have developed quality policies and programmes towards the achievement of Sustainable Development Goals and national aspirations


Tag: Disaster Risk Reduction Gender Equality Women's Empowerment Human rights Justice system Public administration reform Rule of law HIV / AIDS Policies & Procedures Disabilities Youth

9.

2.3 PROGRAMME EFFECTIVENESS (Rating: Satisfactory) 

The Country Programme intends to achieve three broader outcomes, which are shared and aligned with the UNSDF 2017-2021. The CPD Results Framework has outlined a number of outputs, indicators and targets to achieve respective outcomes. Since inception of the CPD, in January 2017, rigorous efforts have been made to achieve desired outputs and outcomes through implementation of range of portfolio projects in the areas of 1) Environment and Climate Change, 2) Economic Diversification and Inclusive Growth and 3) Governance, Human Rights, Access to Justice, Women and Youth Empowerment. In the following pages, an effort has been made to analyze and assess the progress and achievement status of CPD outputs and interventions, at the mid-course of implementation. 

Outcome 1: By 2021, Botswana will have developed quality policies and programmes towards the achievement of Sustainable Development Goals and national aspirations


Tag: Effectiveness Communication Policies & Procedures SDG Integration SDG monitoring and reporting

10.

2.3 PROGRAMME EFFECTIVENESS (Rating: Satisfactory) 

The Country Programme intends to achieve three broader outcomes, which are shared and aligned with the UNSDF 2017-2021. The CPD Results Framework has outlined a number of outputs, indicators and targets to achieve respective outcomes. Since inception of the CPD, in January 2017, rigorous efforts have been made to achieve desired outputs and outcomes through implementation of range of portfolio projects in the areas of 1) Environment and Climate Change, 2) Economic Diversification and Inclusive Growth and 3) Governance, Human Rights, Access to Justice, Women and Youth Empowerment. In the following pages, an effort has been made to analyze and assess the progress and achievement status of CPD outputs and interventions, at the mid-course of implementation

Outcome 2: By 2021 Botswana will have fully implemented policies and programmes towards the achievement of the Sustainable Development Goals and national aspirations


Tag: Effectiveness Local Governance Inclusive economic growth Poverty Reduction SDG Integration SDG monitoring and reporting

11.

2.3 PROGRAMME EFFECTIVENESS (Rating: Satisfactory) 

The Country Programme intends to achieve three broader outcomes, which are shared and aligned with the UNSDF 2017-2021. The CPD Results Framework has outlined a number of outputs, indicators and targets to achieve respective outcomes. Since inception of the CPD, in January 2017, rigorous efforts have been made to achieve desired outputs and outcomes through implementation of range of portfolio projects in the areas of 1) Environment and Climate Change, 2) Economic Diversification and Inclusive Growth and 3) Governance, Human Rights, Access to Justice, Women and Youth Empowerment. In the following pages, an effort has been made to analyze and assess the progress and achievement status of CPD outputs and interventions, at the mid-course of implementation

Outcome 2: By 2021 Botswana will have fully implemented policies and programmes towards the achievement of the Sustainable Development Goals and national aspirations; 

b) Environment and Climate Change Portfolio UNDP provided support in the implementation of several environment and climate change related projects, mostly funded by GEF. A number of these projects were initiated during the previous CPD tenure and implementation has been carried on during the current CPD timeframe. Following is the summary description and achievement status of these projects;


Tag: Climate Change Adaptation Climate change governance Natural Disaster Biodiversity Effectiveness Gender Equality Women's Empowerment Human rights Justice system Local Governance Youth

12.

2.3 PROGRAMME EFFECTIVENESS (Rating: Satisfactory) 

The Country Programme intends to achieve three broader outcomes, which are shared and aligned with the UNSDF 2017-2021. The CPD Results Framework has outlined a number of outputs, indicators and targets to achieve respective outcomes. Since inception of the CPD, in January 2017, rigorous efforts have been made to achieve desired outputs and outcomes through implementation of range of portfolio projects in the areas of 1) Environment and Climate Change, 2) Economic Diversification and Inclusive Growth and 3) Governance, Human Rights, Access to Justice, Women and Youth Empowerment. In the following pages, an effort has been made to analyze and assess the progress and achievement status of CPD outputs and interventions, at the mid-course of implementation

Outcome 2: By 2021 Botswana will have fully implemented policies and programmes towards the achievement of the Sustainable Development Goals and national aspirations


Tag: Resource mobilization Monitoring and Evaluation Policies & Procedures Results-Based Management Country Government Inclusive economic growth Jobs and Livelihoods Capacity Building Coordination Technical Support Data and Statistics SDG Integration SDG monitoring and reporting Civil Societies and NGOs

13.

2.3 PROGRAMME EFFECTIVENESS (Rating: Satisfactory) 

The Country Programme intends to achieve three broader outcomes, which are shared and aligned with the UNSDF 2017-2021. The CPD Results Framework has outlined a number of outputs, indicators and targets to achieve respective outcomes. Since inception of the CPD, in January 2017, rigorous efforts have been made to achieve desired outputs and outcomes through implementation of range of portfolio projects in the areas of 1) Environment and Climate Change, 2) Economic Diversification and Inclusive Growth and 3) Governance, Human Rights, Access to Justice, Women and Youth Empowerment. In the following pages, an effort has been made to analyze and assess the progress and achievement status of CPD outputs and interventions, at the mid-course of implementation.

Outcome 3: By 2021 state and non-state actors at different levels use high-quality, timely data to inform planning, monitoring, evaluation and decision-makingThe CPD outlined that achievement of the, NDP 11, Vision 2036 and SDGs requires availability of credible and time-series data to inform development of policies and programmes and to track progresstowards achievement of stipulated targets. The CPD highlighted, the same is also confirmed in discussions with stakeholders, that overall there is serious deficiency of authenticand reliable data across all sectors and the national data systems lack the required robustness to cater the needs for generation and processing of required data. Therefore, under this outcome, it was envisaged that the CPD will support the formulation and implementation of coordinated responses to national statistical capacity-building, explore methods for data generation in line with United Nations data revolution commitments and strengthen capacities to adapt the goals indicator framework to the national context. There is a single output, under Outcome 3;


Tag: Effectiveness Human and Financial resources Monitoring and Evaluation Results-Based Management Data and Statistics SDG Integration

14.

2.4 PROGRAMME EFFICIENCY (Rating: Moderately Satisfactory)

According to the CPD Results and Resource Framework, the total estimated budgetary resources of the programme are USD 35.62 Million, out of which 0.79 Million are expected from regular UNDP resources and the rest from other sources. Most of the other resources consists of GEF grants and Government contributions. GEF funds have been provided for the implementation of several environment and climate change related projects. While Government used to reimburse 60% of programme expenditure based on previous year’s performance (i.e. programme financial delivery). However, the amount coming from government over the past 2 years has remained fixed/capped at USD 2.5 Million, even if the programme delivery increases or increases. Reasons provided by government are based on affordability to continue supporting the country office and other cooperating partners. Another financial support that government provides to the CO on an annual basis is USD 150,000 to meet office running costs. 


Tag: Efficiency Global Environment Facility fund Resource mobilization Operational Efficiency

15.

2.5 SUSTAINABILITY AND SCALABILITY (Rating: Moderately Likely) 

Sustainability and scalability of programmatic interventions in the short and long run normally depends on the availability of desired policies, institutional frameworks, human and technical skills, social acceptance, environmental viability and most importantly availability of desired financial resources. Overall in view of the high level of acceptance and ownership of relevant governmental institutions for the CPD interventions, it can be deduced that the policy and programme development and implementation related work will continue and the benefits will flow in the short and long run. However, because of the resource intensive nature of the field interventions/infrastructure, wider scale replicability of good practices poses greater challenges in terms of availability of required financial resources. 


Tag: Climate Change Adaptation Climate change governance Sustainability Global Environment Facility fund Government Cost-sharing Human and Financial resources Ownership Civil Societies and NGOs Country Government Inclusive economic growth Jobs and Livelihoods

16.

2.6 MAINSTREAMING OF UN PROGRAMMING PRINCIPLES AND CROSSCUTTING THEMES (Rating: Satisfactory)


Tag: Effectiveness Gender Equality Women's Empowerment Human rights Disabilities Jobs and Livelihoods Poverty Reduction Leaving no one behind SDG Integration

17.

2.7 Capacity Building, Knowledge Sharing and Innovations (Rating: Satisfactory)

In the implementation of the country programme, UNDP has adopted a deliberate approach to focus on capacity development in each action of each project/programme. As explained in the above sections, efforts have been made to provide all stakeholders including governmental institutions, partners and communities with relevant knowledge and skills to address prevailing issues and to implement various programmes and projects. Various workshops and training sessions have been organized from time to time to enhance the capacities of stakeholders, to effectively design, implement and monitor relevant policies, strategies and programmes etc. At the policy level UNDP also supported government officials in acquiring new skills by attending international trainings and workshops etc. As an example, officials of Office of the President were facilitated to attend international training on multidimensional poverty approaches in Seychelles. Discussions with OP officials suggest that this was found very instrumental in building their capacities to devise the Botswana poverty eradication policy using multidimensional approaches to poverty etc. In another example UNDP facilitated the organization of conference on LNOB, where capacities of stakeholders were enhanced in the design and application of LNOB approaches in the policies and programmes. 


Tag: Agriculture Effectiveness Global Environment Facility fund Human rights Justice system Innovation Knowledge management Country Government Inclusive economic growth Micro-credit Capacity Building Civil Societies and NGOs

18.

2.1 PROGRAMME DESIGN AND MANAGEMENT - Programme Design and Results Frameworks (Continuation from Finding 1)

The CPD logic model also suggeststhat the above objectives will be met through the realization of three shared outcomes related to 1) Policy and programme development, 2) Implementation of policies and programmes and 3) Data for planning, monitoring and evaluation. Subsequently, a set of outputs have to be achieved to realize specific outcomes through implementation of a wide range of UNDP portfolio programmes and projects. Please see a depiction of the CPD logic model on the following page; (See in the report: CPD Logic Model)The CPD also emphasizes that Botswana requires targeted, strategic, high-end development expertise to identify and overcome policy and implementation barriers. The mainstreaming, acceleration and policy support (MAPS) approach pioneered by UNDP is a relevant strategy for effective and coherent implementation support. The proposed approach follows a logic of targeted, high-end development expertise to achieve stipulated goals, outcomes and outputs. The CPD also outlines that as an upper middle income country, Botswana’s international assistance needs differ from other African countries. This is depicted by Botswana Government providing funding of around 60% for UNDP programmatic interventions. Therefore, rather than investing in large development programmes, UNDP has to deploy technical expertise in key public service areas. It is important to mention that in the past two years the government grant remained fixed at USD 2.5 Million, which is considerably lower than the previous (60%) contributions. The reduction in financial contribution is as a result of government’s budgetary constraints and cautionary expenditure to avail the required funding across all sectors. A Comprehensive Results and Resource Framework was formulated at the time of programme design consisting of Outcomes, Outputs, Indicators, Baselines, Targets, Sources of Verification, Major Partners and Indicative Resources. In line with the UNDP CPD corporate guidance template, the CPD Results Framework has adopted, as is, the three UNSDF Outcomes. while adjustments have been made at output level to align with the UNDP specific mandate, comparative advantages and availability of resources. To measure the progress of each output, specific indicators have been identified supported by relevant baselines and targets.


Tag: Effectiveness Monitoring and Evaluation Policies & Procedures Programme/Project Design Project and Programme management Results-Based Management Theory of Change Technical Support Data and Statistics Mainstreaming, Acceleration and Policy Support (MAPS) National Institutions

19.

2.1 PROGRAMME DESIGN AND MANAGEMENT - 2.1.2 Implementation Arrangements and Partnerships (Continuation from Finding 2) 

They also highlighted that some of the project interventions were implemented without their due consent and consultation etc. This lack of cooperation has its implications for the smooth implementation of projects and especially ownership and sustainability of the initiatives. Furthermore, the Project Managers for SDGs and Youth Projects, who sits (embedded) at the respective Ministries, also initially faced adjustment issues with partners. However, by now they are adjusted and collaborating effectively with their counterparts. All UN Agencies collaborated actively in the development of UNSDF, from which the CPD draws its mandate. Participating UN agencies, along with Government and other partners, are members of the high level UNSDF Programme Steering Committee, which meets regularly and provides strategic direction and oversight to implementation of the UNSDF. Similarly, the United Nations Country Team (UNCT), under the leadership of the Resident Coordinator, also meets regularly and is responsible for the effectiveness and coordination of United Nations System development activities. UNCT members chair the three UN Coordination Groups based on the three Strategic Priority Areas, as outlined in the UNSDF: Policy and Programme Design, Implementation of Policies and Programmes and Data for Planning, Monitoring and Evaluation. Most of the coordination and collaboration among UN agencies takes place at these two higher level forums. 


Tag: Effectiveness Efficiency Gender Equality Gender Mainstreaming Women's Empowerment Joint UN Programme Oversight Partnership Project and Programme management UN Agencies Displaced People National Institutions Private Sector

20.

2.3 PROGRAMME EFFECTIVENESS - (continuation from Finding 11)

Makgadikgadi Sustainable Land Management Project (2014-2017): UNDP supported the implementation of GEF financed Project ‘Using SLM to improve the integrity of the Makgadikgadi ecosystem and to secure the livelihoods of rangeland dependent communities. The project’s overall Objective was to mainstream SLM in rangeland areas of the Makgadikgadi for improved livelihoods. Most of the project duration (2014-16) fell under the previous CPD time frame, however the last year of the project i.e. 2017, coincided with the 1st year of this Country Programme. A Terminal Evaluation of the project was completed in July 2018. Following are some abstracts, extracted from the Terminal Evaluation Report;

• The project is clearly highly relevant to context of SLM in the Makgadikgadi region and specifically to the Southern Sua Pan.; • Overall, the project has met almost all the Targets established in the Results Framework. It achieved a remarkable amount within the confines of the time and resource constraints and weaknesses in project design etc. However, the project has not mainstreamed SLM in rangeland areas across the 1,900,000 hectares of the Makgadikgadi rangelands, as required by the Objective level indicator and target.; • The project has contributed valuable support across the key SLM issues identified in the situational analysis in the Project Document i.e. 1) Fire and impact of burning on rangeland areas, 2) Arable farming and unsustainable harvest of veld products, 3) Conservation Agriculture, 4) Meaningful participation by local communities to mainstream SLM principles into rangeland management and governance, 5) Integrated Management and 6) Implementation of Grazing Regimes etc.; • The project has achieved significant results under all three Outputs within Outcome 1. It has supported the development of land-use plans for each of the five village areas within the Southern Sua Pan (SSP), which have been combined within an overarching summary document covering all of the Southern Sua Pan, as an ‘integrated land use plan’ (ILUP).; • The project has provided support across the three component Outputs, which has resulted in the development of tools for land-use planning and management within the Boteti sub-District and strengthening of a key Makgadikgadi regional SLM forum.

Supporting Improved Management Effectiveness of the Chobe-Kwando Linyanti Matrix of Protected Areas (2014-2017): UNDP supported the implementation of GEF financed BioChobe Project, during 2014-2017. Specific objective of the project was to Strengthen Management Effectiveness of the Chobe Kwando Linyanti Matrix of Protected Areas to respond to existing and emerging threats. Most of the project duration (2014-16) fell under the previous CPD time frame, however the last year (2017) of implementation coincided with the 1st year of this Country Programme. A Terminal Evaluation of the project was completed in June 2018. Following are some abstracts, extracted from the Terminal Evaluation Report; • Project has not achieved the development results intended under either of its two Outcomes. It has not met any of the Targets specified within the Results Framework (RF) and has contributed little to the intended development results described in the project strategy across all Outputs.; • The management effectiveness of the Chobe-Kwando-Linyanti matrix of PAsto respond to existing and emerging threats, remains very similar at project end to the baseline situation described in the Project Document. Indeed, the core reports produced under the Bio-Chobe project emphasise the urgent need to address the majority of core issues highlighted in design. Neither of the two barriers identified in the baseline analysis have been addressed and the intended ‘GEF alternative situation’ is not in place at project end.; • The main reasons for the lack of progress towards achievement of intended results under Outcome 1, appear to have been linked to a lack of understanding of the project approach and intended results by the project manager and project partners, alongside a weak inception process, poor facilitation of stakeholder engagement and a lack of monitoring of intended results, targets and indicators throughout project implementation. The project was rated “unsatisfactory” by the Terminal Evaluation. 


Tag: Climate Change Adaptation Climate change governance Environment Policy Natural Resouce management Effectiveness Gender Equality Women's Empowerment Human rights Justice system Women and gilrs Youth

Recommendations
1

Recommendation 1: UNDP has supported handsomely in the development/revision of wide range of policies and strategies. Many of these documents are still in draft form and are awaiting finalization and approvals by the relevant forums like Miniseries, Cabinet and Parliament. Therefore, there is a greater need to rigorously pursue the approval and endorsement process of the developed policies. UNDP should further foster necessary technical and especially advocacy and lobbying support to concerned institutions, for the timely endorsement and approval of developed policies in the remaining half of the CPD timeframe. The benefits will be realized once these policies are duly endorsed, adopted and implemented.

 

 

2

Recommendation 2: UNDP has been providing necessary support in the implementation of several policies and programmes through its portfolio projects. However due to the weak implementation capacities of some governmental institutions, there is still a greater need to continue and further expand on the support to unlock implementation bottlenecks. UNDP should further foster its support efforts to accelerate the implementation of existing initiatives, and if resources allow UNDP should further explore opportunities for technical and capacity building support especially in the areas of poverty reduction, local economic development, business development, youth and gender empowerment, employment generation, legal aid, human rights and natural resource management etc. 

 

3

Recommendation 3: Data for Planning and M&E remains one of the important outcomes of the CPD. In view the importance and the central role and mandate of Statistics Botswana (SB), the main governmental statistical institution, there is a greater need to considerably build the capacities of the organization in generating comprehensive, disaggregated and time series data for SDGs and other relevant indicators.

  1. UNDP should support SB in incorporating relevant SDG indicators in the Continuous Multi Topic Household Survey (CMTHS) and other data gathering instruments, such as the Census (2021). Similarly, provision of support is also crucial in the design, execution, analysis and reporting of CMTHS and other data generation instruments.
  2. Furthermore, UNDP should also continue its support to partner line ministries to generate, compile and utilize administrative data.
  3. There is also a good demand for establishment of ministry and department level monitoring and evaluation systems and databases to facilitate effective planning, monitoring and evaluation. UNDP should further foster support for establishment and functioning of such systems for relevant institutions.
4

Recommendation 4: UNDP has been facing a good deal of difficulty in resource mobilization for CPD, due to the upper middle income status of the country and the differentiated presence of the CO. Presently UNDP resource base is very limited and significantly consists of GEF grants and Government contributions. There is a greater need for diversification of funding sources to sustain and scale up the implementation of CPD.

Therefore, UNDP should devise and execute a robust resource mobilization strategy to generate resources from other international and national funding institutions. This can be done by engaging a resource mobilization expert to facilitate the development of the strategy.

UNDP may also explore the potential of partnerships and co-financing from domestic private sector in areas of mutual interest for example renewable energy, environment, tourism and supply chain development etc. Organizing a donor’s conferences, involving multiple donors, can be an effective tool to obtain required resources. Among others, Green Climate Fund (GCF) could be one of the potential donors.  Needless to say, that UNDP should also advocate and lobby for its due share and enhancement in the core funding from the HQ.

5

Recomendation 5: Overall CPD Results and Resource Framework exhibits clear linkages among outputs, outcomes and longer term goals. However, some indicators under output 1 and output 2, i.e. 1) No. of policies, strategies, or legislation put in place to address issues of stigma and discrimination leading to unequal access to HIV preventive services for key populations, women and youth, and 2) No. of policies and strategies addressing social determinants of health and prevention of non-communicable diseases in youth and adults in non-health ministries and communities, appear to be irrelevant in the wake of discontinuation of health related initiatives.

  1. Therefore, the RF needs to be revised and to exclude these indicators. 
  2. Similarly, the indicator under output 2.1 i.e. 1) No. of new full-time equivalent jobs from local economic development [LED] initiatives in 16 districts, is more of an impact indicator then output level. Therefore, it is suggested to choose other measurable indicators to assess the progress of implementation of LED initiatives. The suggested replacements could be; No of new LED related enterprises established, registered and operational in target districts. Furthermore, another possible indicator to measure Supplier Development Programme could be; No of SMEs participating in local supply chains

As mentioned earlier most of the implementation work took place through GEF projects, under the ECC portfolio. However presently there is only one indicator i.e. No. of viable community/CSO-led natural resource-based enterprises in target areas.

To reflect and measure this portfolio there is a need to include some more indicators under output 2.1. Here are some suggested indicators; 1) Hectares of rangeland that is brought under improved and sustainable land management practices, 2) No of people (men and women) benefited from improved natural resource management and livelihood interventions, 3) Rates/Levels of human wildlife conflicts in target areas and 4) Hectares brought under improved protected areas management systems. These are only some suggestions, extracted from RF of related GEF projects. The CO can come up with of some more if desired.

6

Recommendation 6: UNDP is facing good deal of difficulty in mobilization of stipulated financial resources for CPD, and a shortfall is expected in the coming years, in the wake of reductions in Governmental contributions and expiry of some of the GEF projects. There is a greater need to mitigate this shortfall through mobilization of additional resources. However, in case the that the UNDP is unable to timely address the shortfall, the CO may have to take a decision of revising downwards the CPD’s remaining required financial resources to correspond to the availability of resources.

7

Recomendation 7: Discussions with UNDP CO and project teams suggest that the wider scope of CPD mandate and limited number of staff, is generating a work overload for CO and project teams. The CO also does not have a Deputy Resident Representative. Therefore, UNDP should carry out a workload assessment and determine the optimal number of staff required to implement the CPD. If required, UNDP should bring on board desired human resources for the delivery of quality and timely services. There is also a greater need to bring on board a Deputy Resident Representative to facilitate effective programmatic implementation.

8

Recommendation 8: Collaboration among UN Agencies remained very instrumental at the UNSDF and policy level, however at the implementation level, every agency focuses on its own particular mandate. There is a greater need to further strengthen collaboration among UN agencies at the implementation level. UNDP should foster collaboration with UN agencies on CPD common areas of interest. For example, there is a greater scope for close collaboration among UNDP, UNFPA and UNICEF on the implementation of data related outcomes and outputs. Fostering collaboration with FAO in the implementation of environment and natural resource management related projects will generate synergies and partnerships with ILO can help in addressing youth employment related issues etc. Similar venues for collaborations need to be explored with other UN agencies. If possible, it is also suggested that once a year the whole UN System team, consisting of all staff of all UN agencies in Botswana and non-resident agencies, should come together in conference set-up to deliberate on the shared goals and explore opportunities for joint implementation.

9

Recommendation 9: CPD has been reporting its annual progress through UNDP standard Results Oriented Annual Reports (ROARs), however, it is not for the consumption of broader stakeholders. There is a greater need, from the perspectives of stakeholders, to regularly prepare comprehensive CPD narrative Annual Reports to document experiences, progress made, challenges faced, lessons learnt and way forward and to widely share it with all stakeholders to appraise them of the progress and accomplishments. Similarly, there is also a need for preparation of Annual Progress Reports for portfolio projects in line with the respective results frameworks, which will help in assessing and documenting the progress of portfolio project and will finally feed into the CPD Annual Report.    

10

Recommendation 10: CPD has resulted in production of a number of knowledge products, however presently these are in scattered form and are not easily assessible. Therefore, UNDP should compile all relevant knowledge products including studies, reports, publications etc., and disseminate in soft and hard copy to all stakeholders and to upload them to UNDP and respective ministry’s websites for easy accessibility, reference and use.

11

Recommendation 11: There is also a need to formulate a timely and pragmatic exit strategies, towards the last year, especially for GEF projects, outlining issues, ways and means to smoothly phase out and handover interventions to partners, to ensure sustainability and continuity. The exit strategy shall also highlight possible future options for replicability and scaling up of interventions in future.

12

Recommendation 12: Nevertheless, there is always a greater need for innovative solutions to address complex sustainable development challenges. With the rise of information and communication technologies the possibilities of innovative solutions have considerably enhanced to tackle various poverty, socio-economic, environment, governance, human rights related issues. UNDP should invest in providing technical and capacity building support, involving relevant stakeholders to promote conducive environment for experimenting new solutions. Establishment of various types of incubation centres to facilitate and nurture creative young individuals and groups to develop and apply innovative solutions is proving to be quite fruitful in many countries.Therefore, if resources allow, UNDP should take up the matter of establishment of an incubation centre, to explore innovative solutions to achieve SDGs, with the support of government and stakeholders.

1. Recommendation:

Recommendation 1: UNDP has supported handsomely in the development/revision of wide range of policies and strategies. Many of these documents are still in draft form and are awaiting finalization and approvals by the relevant forums like Miniseries, Cabinet and Parliament. Therefore, there is a greater need to rigorously pursue the approval and endorsement process of the developed policies. UNDP should further foster necessary technical and especially advocacy and lobbying support to concerned institutions, for the timely endorsement and approval of developed policies in the remaining half of the CPD timeframe. The benefits will be realized once these policies are duly endorsed, adopted and implemented.

 

 

Management Response: [Added: 2020/01/12] [Last Updated: 2020/11/08]

Fully Accepted:

It is the intension of the CO to follow up the approvals of all policies and strategies developed through UNDP support. This will be done through continuous lobbying and advocacy with the relevant actors. In consultation with the IPs, UNDP will further provide the necessary support for implementation of the approved policies and strategies.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Follow up on approval of the draft Policy documents e.g. Decentralization Policy, Climate Change Policy, Disability Policy and Strategy
[Added: 2020/08/24] [Last Updated: 2021/06/02]
Programme Specialists 2020/11 Completed The Climate Change Policy was approved in April 2021 and the Disability Policy and Strategy approved on the 19 May 2021. The Decentralization Policy will be submitted for approval in the next parliamentary seating History
2. Recommendation:

Recommendation 2: UNDP has been providing necessary support in the implementation of several policies and programmes through its portfolio projects. However due to the weak implementation capacities of some governmental institutions, there is still a greater need to continue and further expand on the support to unlock implementation bottlenecks. UNDP should further foster its support efforts to accelerate the implementation of existing initiatives, and if resources allow UNDP should further explore opportunities for technical and capacity building support especially in the areas of poverty reduction, local economic development, business development, youth and gender empowerment, employment generation, legal aid, human rights and natural resource management etc. 

 

Management Response: [Added: 2020/01/12] [Last Updated: 2020/11/08]

Fully Accepted: UNDP will continue to engage with its implementing partners to establish what their developmental needs are and how to optimally address them. This will be done through capacity needs assessments and other suitable approaches to get insights into the capacity gaps before the appropriate interventions are developed and implemented. Commitment to seek for resources to support the technical support being provided.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Support government departments and ministries through joint Government-UNDP AWPs (All AWPs to reflect the implementation process and management structures for each policy or programme supported, sufficient budget allocations per planned activity etc.)
[Added: 2020/08/25] [Last Updated: 2021/06/02]
Programme Specialist and Managers 2021/12 Completed This is an on-going process of engagement between UNDP and national partners. This is reflected in the approved yearly AWPs. History
3. Recommendation:

Recommendation 3: Data for Planning and M&E remains one of the important outcomes of the CPD. In view the importance and the central role and mandate of Statistics Botswana (SB), the main governmental statistical institution, there is a greater need to considerably build the capacities of the organization in generating comprehensive, disaggregated and time series data for SDGs and other relevant indicators.

  1. UNDP should support SB in incorporating relevant SDG indicators in the Continuous Multi Topic Household Survey (CMTHS) and other data gathering instruments, such as the Census (2021). Similarly, provision of support is also crucial in the design, execution, analysis and reporting of CMTHS and other data generation instruments.
  2. Furthermore, UNDP should also continue its support to partner line ministries to generate, compile and utilize administrative data.
  3. There is also a good demand for establishment of ministry and department level monitoring and evaluation systems and databases to facilitate effective planning, monitoring and evaluation. UNDP should further foster support for establishment and functioning of such systems for relevant institutions.
Management Response: [Added: 2020/01/12] [Last Updated: 2020/11/08]

Fully Accepted:

UNDP in collaboration with the Ministry of Finance and Statistics Botswana have commissioned a study to collect baseline data on SDG indicators for which it is feasible to collect data. Support to line ministries to generate, compile and utilize administrative data will be based on request and identified needs from partners. UNDP is already in the process of supporting government ministries e.g. MYSC, MLGRD and DCEC to review and develop their M&E Systems. This includes development of Data bases e.g. Ministry of International Affairs and Cooperation and CIPA

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Contribute to the development of the National Statistical System through joint UN-SB joint programme
[Added: 2020/08/25] [Last Updated: 2021/06/02]
M&E Analyst 2021/12 Initiated The joint UN-SB joint programme is still at draft stage and yet to be approved by both Statistics Botswana and the UNCT. It is expected that the joint programme will be approved by the end of 2021 and be rolled out as part of the 2022-2026 Cooperation Framework implementation. History
Support the review and development of M&E systems for public institutions
[Added: 2020/08/25] [Last Updated: 2021/06/02]
Programme Specialists, Managers and M&E Analyst 2021/12 Completed The country office is in the process of supporting the development of RBME systems for the Directorate on Corruption and Economic Crime and the Citizen Entrepreneurial Agency. The consultancies have each passed the inception phase. All this work is done in collaboration with the National Strategy Office, the institution that coordinates the National Monitoring and Evaluation System. History
4. Recommendation:

Recommendation 4: UNDP has been facing a good deal of difficulty in resource mobilization for CPD, due to the upper middle income status of the country and the differentiated presence of the CO. Presently UNDP resource base is very limited and significantly consists of GEF grants and Government contributions. There is a greater need for diversification of funding sources to sustain and scale up the implementation of CPD.

Therefore, UNDP should devise and execute a robust resource mobilization strategy to generate resources from other international and national funding institutions. This can be done by engaging a resource mobilization expert to facilitate the development of the strategy.

UNDP may also explore the potential of partnerships and co-financing from domestic private sector in areas of mutual interest for example renewable energy, environment, tourism and supply chain development etc. Organizing a donor’s conferences, involving multiple donors, can be an effective tool to obtain required resources. Among others, Green Climate Fund (GCF) could be one of the potential donors.  Needless to say, that UNDP should also advocate and lobby for its due share and enhancement in the core funding from the HQ.

Management Response: [Added: 2020/01/12] [Last Updated: 2020/11/08]

Fully Accepted:

The CO will initiate a process of reviewing its resource mobilization efforts and develop a new RM strategy and action plan for roll out. This will be informed by a horizon scanning exercise of potential partners. The CO is already piloting a co-financing arrangement with domestic private sector.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Develop new Country Office Resource Mobilization strategy and action plan (horizon scanning of partners).
[Added: 2020/08/25] [Last Updated: 2021/06/02]
Resident Representative and Senior Management 2021/12 Initiated The horizon scanning has already been conducted with national partners during the CPD and Cooperation Framework. The data collected will be used as input to the development of the Country Office Resource Mobilization strategy and action plan History
Private sector outreach to co-finance development initiatives
[Added: 2020/08/25] [Last Updated: 2021/06/02]
Resident Representative and Programme Specialists and Managers 2021/12 Completed The private sector (Large Buyers and SMMEs) are already contributing and co-financing some development initiatives through the Supplier Development Programme. The co-financing is expected to improve when both participating buyers and SMMEs fully recover from the negative effects of the COVID 19 pandemic. History
5. Recommendation:

Recomendation 5: Overall CPD Results and Resource Framework exhibits clear linkages among outputs, outcomes and longer term goals. However, some indicators under output 1 and output 2, i.e. 1) No. of policies, strategies, or legislation put in place to address issues of stigma and discrimination leading to unequal access to HIV preventive services for key populations, women and youth, and 2) No. of policies and strategies addressing social determinants of health and prevention of non-communicable diseases in youth and adults in non-health ministries and communities, appear to be irrelevant in the wake of discontinuation of health related initiatives.

  1. Therefore, the RF needs to be revised and to exclude these indicators. 
  2. Similarly, the indicator under output 2.1 i.e. 1) No. of new full-time equivalent jobs from local economic development [LED] initiatives in 16 districts, is more of an impact indicator then output level. Therefore, it is suggested to choose other measurable indicators to assess the progress of implementation of LED initiatives. The suggested replacements could be; No of new LED related enterprises established, registered and operational in target districts. Furthermore, another possible indicator to measure Supplier Development Programme could be; No of SMEs participating in local supply chains

As mentioned earlier most of the implementation work took place through GEF projects, under the ECC portfolio. However presently there is only one indicator i.e. No. of viable community/CSO-led natural resource-based enterprises in target areas.

To reflect and measure this portfolio there is a need to include some more indicators under output 2.1. Here are some suggested indicators; 1) Hectares of rangeland that is brought under improved and sustainable land management practices, 2) No of people (men and women) benefited from improved natural resource management and livelihood interventions, 3) Rates/Levels of human wildlife conflicts in target areas and 4) Hectares brought under improved protected areas management systems. These are only some suggestions, extracted from RF of related GEF projects. The CO can come up with of some more if desired.

Management Response: [Added: 2020/01/12] [Last Updated: 2020/11/08]

Fully Accepted:

The CO will consult with the Regional Bureau for Africa on the process of reviewing the CPD output level indicators before proceeding with the next steps.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Replace redundant CPD output indicators and replace with more relevant and SMART’er KPIs.
[Added: 2020/08/25] [Last Updated: 2021/06/02]
Programme Specialists and M&E Analyst 2020/10 No Longer Applicable [Justification: In consideration of the short time remaining before the current CPD ends, the CO management took a decision not to replace redundant CPD output indicators. The CO is still able to use other KPIs to report overall progress of the CPD through the ROAR and other cooperate compliance platforms.]
History
6. Recommendation:

Recommendation 6: UNDP is facing good deal of difficulty in mobilization of stipulated financial resources for CPD, and a shortfall is expected in the coming years, in the wake of reductions in Governmental contributions and expiry of some of the GEF projects. There is a greater need to mitigate this shortfall through mobilization of additional resources. However, in case the that the UNDP is unable to timely address the shortfall, the CO may have to take a decision of revising downwards the CPD’s remaining required financial resources to correspond to the availability of resources.

Management Response: [Added: 2020/01/12] [Last Updated: 2020/11/08]

Fully Accepted:

Refer to recommendation 4.

The CO will review the current resource mobilization efforts and develop a new resource mobilization strategy and its implementation plan. If required, the CO will engage the Regional Bureau for support.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Refer to recommendation 4.
[Added: 2020/08/25] [Last Updated: 2021/06/02]
Country Office 2021/12 Initiated The horizon scanning has already been conducted with national partners during the CPD and Cooperation Framework. The data collected will be used as input to the development of the Country Office Resource Mobilization strategy and action plan History
7. Recommendation:

Recomendation 7: Discussions with UNDP CO and project teams suggest that the wider scope of CPD mandate and limited number of staff, is generating a work overload for CO and project teams. The CO also does not have a Deputy Resident Representative. Therefore, UNDP should carry out a workload assessment and determine the optimal number of staff required to implement the CPD. If required, UNDP should bring on board desired human resources for the delivery of quality and timely services. There is also a greater need to bring on board a Deputy Resident Representative to facilitate effective programmatic implementation.

Management Response: [Added: 2020/01/12] [Last Updated: 2020/11/08]

Fully Accepted:

The CO has conducted the PMSU light review exercise and will have implemented the recommendations by the end of 2020.
The DRR is now on board as at December 2019.

 

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Operationalize recommendations of the PMSU light review
[Added: 2020/08/25]
Country Office Senior Management and Human Resource Office 2020/08 Completed PMSU structure has been reviewed and re-configured. Staff have been placed in the new positions.
8. Recommendation:

Recommendation 8: Collaboration among UN Agencies remained very instrumental at the UNSDF and policy level, however at the implementation level, every agency focuses on its own particular mandate. There is a greater need to further strengthen collaboration among UN agencies at the implementation level. UNDP should foster collaboration with UN agencies on CPD common areas of interest. For example, there is a greater scope for close collaboration among UNDP, UNFPA and UNICEF on the implementation of data related outcomes and outputs. Fostering collaboration with FAO in the implementation of environment and natural resource management related projects will generate synergies and partnerships with ILO can help in addressing youth employment related issues etc. Similar venues for collaborations need to be explored with other UN agencies. If possible, it is also suggested that once a year the whole UN System team, consisting of all staff of all UN agencies in Botswana and non-resident agencies, should come together in conference set-up to deliberate on the shared goals and explore opportunities for joint implementation.

Management Response: [Added: 2020/01/12] [Last Updated: 2020/11/08]

Fully Accepted:

Through continued efforts to adhere to the UNDG delivering as One principle and also through the UNSDF Pillar Groups, UNDP will endeavor to work with other UN agencies on areas of common interest and mandate.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Finalize the programme document and implement the Joint Programme to support the NSS
[Added: 2020/08/25] [Last Updated: 2021/06/02]
Programme Specialists, Managers and M&E Analysts 2021/12 Initiated The joint UN-SB joint programme is still at draft stage and yet to be approved by both Statistics Botswana and the UNCT. It is expected that the joint programme will be approved by the end of 2021 and be rolled out as part of the 2022-2026 Cooperation Framework implementation History
9. Recommendation:

Recommendation 9: CPD has been reporting its annual progress through UNDP standard Results Oriented Annual Reports (ROARs), however, it is not for the consumption of broader stakeholders. There is a greater need, from the perspectives of stakeholders, to regularly prepare comprehensive CPD narrative Annual Reports to document experiences, progress made, challenges faced, lessons learnt and way forward and to widely share it with all stakeholders to appraise them of the progress and accomplishments. Similarly, there is also a need for preparation of Annual Progress Reports for portfolio projects in line with the respective results frameworks, which will help in assessing and documenting the progress of portfolio project and will finally feed into the CPD Annual Report.    

Management Response: [Added: 2020/01/12] [Last Updated: 2020/11/08]

Fully Accepted:

The CO has resolved to start producing Annual Reports that highlights both programmatic achievements and challenges for the year under review. 

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Produce CO Annual Report
[Added: 2020/08/25] [Last Updated: 2021/06/02]
Country Office 2021/12 Initiated The CO will develop the annual report by the end of the year. the Annual report will also take into account all achievements and lessons covering the entire ,programme cycle. History
10. Recommendation:

Recommendation 10: CPD has resulted in production of a number of knowledge products, however presently these are in scattered form and are not easily assessible. Therefore, UNDP should compile all relevant knowledge products including studies, reports, publications etc., and disseminate in soft and hard copy to all stakeholders and to upload them to UNDP and respective ministry’s websites for easy accessibility, reference and use.

Management Response: [Added: 2020/01/12] [Last Updated: 2020/11/08]

Fully Accepted:

The CO will consolidate, package and disseminate material that has been determined as knowledge products and sanctioned for public consumption. This will be coordinated from the RR/DRR office and dispatched through the communications office.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Reviving the CO website (upload fresh and up-to-date content, lay out) and use social media to publicize UNDP work in the country.
[Added: 2020/08/25] [Last Updated: 2021/06/02]
Communication Associate 2020/12 Completed CO website has been revived through the uploading fresh and up-to-date content as well as the lay out based on corporate guidance. The CO continues to use social media to publicize UNDP work in the country. History
11. Recommendation:

Recommendation 11: There is also a need to formulate a timely and pragmatic exit strategies, towards the last year, especially for GEF projects, outlining issues, ways and means to smoothly phase out and handover interventions to partners, to ensure sustainability and continuity. The exit strategy shall also highlight possible future options for replicability and scaling up of interventions in future.

Management Response: [Added: 2020/01/12] [Last Updated: 2020/11/08]

Fully Accepted:

Making sure that PRODOCs and AWPs reflect ownership and commitment and buy-in for sustainability purposes.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Develop a review mechanism to ensure that all PRODOCs contain a strong element of ownership and commitment by partners
[Added: 2020/08/25] [Last Updated: 2021/06/02]
Programme Specialists and Managers 2020/12 Completed This is a continuous process for as long as PRODOCs are being developed. The ownership and commitment by partners is ensured through coordination and accountably structures reflected in the PRODOCs i.e. technical reference committees and project boards. Meeting's are held periodically at both technical and policy level to ensure that accountability issues and relationship strengthening continuously are addressed. History
12. Recommendation:

Recommendation 12: Nevertheless, there is always a greater need for innovative solutions to address complex sustainable development challenges. With the rise of information and communication technologies the possibilities of innovative solutions have considerably enhanced to tackle various poverty, socio-economic, environment, governance, human rights related issues. UNDP should invest in providing technical and capacity building support, involving relevant stakeholders to promote conducive environment for experimenting new solutions. Establishment of various types of incubation centres to facilitate and nurture creative young individuals and groups to develop and apply innovative solutions is proving to be quite fruitful in many countries.Therefore, if resources allow, UNDP should take up the matter of establishment of an incubation centre, to explore innovative solutions to achieve SDGs, with the support of government and stakeholders.

Management Response: [Added: 2020/01/12] [Last Updated: 2020/11/08]

Fully Accepted:

The CO will conduct Horizon scanning of partners to fulfil its development mandate. This includes other UN, Private Sector, CSOs, academia and research institutions.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Reach out to Botswana Innovation Hub for solutions mapping and implementation of new innovative initiatives.
[Added: 2020/08/25] [Last Updated: 2021/06/02]
Resident Representative and Deputy Resident Representative 2020/11 Completed The horizon scanning has already been conducted with national partners during the CPD and Cooperation Framework. The data collected and lessons learnt will be utilized in the design and roll out of new initiatives going into the new programme cycle. Furthermore UNDP is collaborating with Botswana Innovation Hub for the roll out of Botswana's installment of the Youth Conneckt. History

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