Governance and Democratic Participation Program midterm evaluation

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Evaluation Plan:
2017-2020, Ethiopia
Evaluation Type:
Mid Term Project
Planned End Date:
03/2020
Completion Date:
10/2020
Status:
Completed
Management Response:
Yes
Evaluation Budget(US $):
120,000

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Title Governance and Democratic Participation Program midterm evaluation
Atlas Project Number: 103024
Evaluation Plan: 2017-2020, Ethiopia
Evaluation Type: Mid Term Project
Status: Completed
Completion Date: 10/2020
Planned End Date: 03/2020
Management Response: Yes
UNDP Signature Solution:
  • 1. Governance
Corporate Outcome and Output (UNDP Strategic Plan 2018-2021)
  • 1. Output 2.2.2 Constitution-making, electoral and parliamentary processes and institutions strengthened to promote inclusion, transparency and accountability
  • 2. 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
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
  • 16.1 Significantly reduce all forms of violence and related death rates everywhere
  • 16.6 Develop effective, accountable and transparent institutions at all levels
  • 16.7 Ensure responsive, inclusive, participatory and representative decision-making at all levels
Evaluation Budget(US $): 120,000
Source of Funding: UNDP
Evaluation Expenditure(US $): 90,000
Joint Programme: No
Joint Evaluation: No
Evaluation Team members:
Name Title Email Nationality
Cliff Bernard Nuwakora International consultant
Yoseph Endeshaw Nationalconsultant ETHIOPIA
Wubshet Ergetie National consultant ETHIOPIA
GEF Evaluation: No
Key Stakeholders: EHRC, EIO , FEACC, CCI ,OAG, OFAG, HQPR, HOF ,NEB, GCA, MFPDA
Countries: ETHIOPIA
Lessons
Findings
Recommendations
1

Evaluation recommendation 1:   Revise the thematic and institutional scope of the programme to make it more focused and manageable. For making the programme focused and manageable, there is a need to:

  • Revise and narrow down the thematic and institutional scope of the programme by considering the experience of already started initiatives of developing standalone projects such as election, and also the pipeline separate projects like access to justice and peace building.

Limit the number of the democratic institutions covered in the GDPP by applying criteria like the institution’s level of commitment and performance under the GDPP, the degree of importance of the role of the institution to promoting democracy, etc for ensuring programme focus and manageability.

2

Evaluation recommendation 2:  Revise and refocus the Theory of Change of the programme in order to address the limitations identified in the existing ToC in terms of adequacy and clarity in depicting the different levels of programme change expected to happen throughout the results chain, particularly, the pathways from programme outcomes to envisaged impact.

3

Evaluation recommendation 3: Undertake adequate follow up by the GDPP programme management on the recommendations of the gender analysis study, particularly the recommendation on the development of a comprehensive gender strategy for the GDPP. To this effect, in the short-term GDPP needs to consider:

  • Incorporation of gender issues in the programme work planning and activity implementation.
  • Allocation of adequate resources (financial and human resources) by all IPs to their gender directorates/desks in order to enable continuous internal gender education and awareness creation that are critical for bring about favourable changes in the organisational culture towards gender mainstreaming.

Developing a gender mainstreaming strategy whose implementation can be achieved through customised gender mainstreaming guidelines and manuals at the IPs level.

4

Evaluation recommendation 4: Address issues related to M&E practices and also strengthen the M&E system of GDPP. In this regard, the GDPP management needs to:

  • Develop a fully-fledged monitoring and evaluation plan for the remaining period and implement in accordance with the UNDP programming policies and procedures, as envisaged in the programme document.
  • Arrange and undertake periodic joint monitoring of performance that involves DPs, MoF, IPs and UNDP.

Improve progress reporting with emphasis on results chain analysis where possible by drawing out a systematic linkage between the baseline situation, programme intervention and results at output and outcome levels. And also ensure activity and results linkages across implementation and reporting.

5

Evaluation recommendation 5: Introduce and develop GDPP performance management system. The performance management system should subject IPs to performance-based funding allocation for ensuring that IPs are focused on implementing transformative program activities.

6

Evaluation recommendation 6: Invest more on capacity /knowledge and skills/ development of the IPs through developing a comprehensive capacity development plan that identifies the major capacity gaps among IPs related to management and implementation of the GDPP.

7

Evaluation recommendation 6: Invest more on capacity /knowledge and skills/ development of the IPs through developing a comprehensive capacity development plan that identifies the major capacity gaps among IPs related to management and implementation of the GDPP.

8

Evaluation recommendation 7: Strengthen planning and implementation of transformative activities. In order to strengthen the planning and implementation of transformative activities, the IPs and GDPP management need:

  • The IPs to demonstrate more commitment and maximum efforts to come up with transformative initiatives in their annual planning.

The programme management to support the IPs with capacity development on planning of transformative initiatives through facilitating experience sharing and provision of technical inputs -including provision of relevant guidelines, models or templates on transformative initiatives.

9

Evaluation recommendation 8:  Strengthen the management, coordination and partnership structures of the programme in order to provide regular and effective strategic and technical directions and foster a practice of planning and implementation of joint interventions. For strengthening the management, coordination and partnership structures, there is a need to:

  • Revitalise the major programme management and coordination structures (the PMB and the PTC) through reconsidering the size and composition of members and establishing accountability mechanisms.
  • Develop framework and mechanisms to promote the planning and implementation of joint interventions by IPs.
  • Give more attention by IPs to institutionalize and strengthen the various coordination and partnership forums and structures already formed through the support of the GDPP.
10

Evaluation recommendation 9: Develop and operationalize clear exit strategy and sustainability plans. The GDPP management needs to prioritize and put in place a robust exit and sustainability plans - given the impending stand-alone programs that are being offshoots of the entire program such as elections, access to justice and rule of law as well as peace architecture.

11
 

Evaluation recommendation 10:  Recruit a gender specialist for the programme to provide technical guidance on successful mainstreaming of gender for ensuring achievement of desired results on gender issues.

1. Recommendation:

Evaluation recommendation 1:   Revise the thematic and institutional scope of the programme to make it more focused and manageable. For making the programme focused and manageable, there is a need to:

  • Revise and narrow down the thematic and institutional scope of the programme by considering the experience of already started initiatives of developing standalone projects such as election, and also the pipeline separate projects like access to justice and peace building.

Limit the number of the democratic institutions covered in the GDPP by applying criteria like the institution’s level of commitment and performance under the GDPP, the degree of importance of the role of the institution to promoting democracy, etc for ensuring programme focus and manageability.

Management Response: [Added: 2020/10/09]

Management response: The narrowing down of the thematic and institutional scope for the programme with only one and half year remaining for its completion is unrealistic. Moreover, at the GDPP Programme Management Board meeting held in November 2019, a paper was tabled with the recommendation to downsize the institutional scope of the Programme. This was discussed by the PMB and the recommendation was rejected. The PMB agreed that the GDPP scope should remain unchanged.  In addition, an Annual Work-Plan (July 2020 – June 2021) which covers all existing thematic areas and institutional scope has been developed and endorsed in partnership with the x11 Implementing Partners. However, work is moving forward to create stand-alone programmes including the following: Rule of Law/Access to Justice and Peacebuilding. Therefore, these new programming areas which currently form part of GDPP will naturally breakaway and thus redefine the scope of GDPP. These changes are expected to be completed in 2020/21. Therefore, this recommendation as presented is rejected.

Key Actions:

2. Recommendation:

Evaluation recommendation 2:  Revise and refocus the Theory of Change of the programme in order to address the limitations identified in the existing ToC in terms of adequacy and clarity in depicting the different levels of programme change expected to happen throughout the results chain, particularly, the pathways from programme outcomes to envisaged impact.

Management Response: [Added: 2020/10/09]

Management response: A comprehensive revision and refocusing of the ToC of the programme after three years of its implementation may entail changes on the intended results, focus areas and strategic components of the programme and which is impractical. Moreover, a fully-fledged revision and refocusing of the ToC after three years of implementation will make accurate tracking and contribution of the programme towards achieving its initial intended purpose and results almost impossible.  However, the ToC of the programme can be revisited for aligning the revised lower level results of the 2018 GDPP RRF with the broader ToC of the programme. Attention will be paid towards looking more closely at causal links between the sub-outputs. Therefore, the recommendation is partially accepted.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
2.1: Look into the proposed revised ToC by the MTR team
[Added: 2020/10/09]
GDPP team 2020/12 Initiated
2.2: Revise the ToC for aligning the lower level results of 2018 GDPP RRF with the existing ToC of the programme.
[Added: 2020/10/09]
GDPP Team 2020/12 Initiated
2.3: Revise the original GDPP RRF to realign the results with lower level results of the revised 2018 GDPP RRF.
[Added: 2020/10/09]
GDPP team 2020/12 Initiated
3. Recommendation:

Evaluation recommendation 3: Undertake adequate follow up by the GDPP programme management on the recommendations of the gender analysis study, particularly the recommendation on the development of a comprehensive gender strategy for the GDPP. To this effect, in the short-term GDPP needs to consider:

  • Incorporation of gender issues in the programme work planning and activity implementation.
  • Allocation of adequate resources (financial and human resources) by all IPs to their gender directorates/desks in order to enable continuous internal gender education and awareness creation that are critical for bring about favourable changes in the organisational culture towards gender mainstreaming.

Developing a gender mainstreaming strategy whose implementation can be achieved through customised gender mainstreaming guidelines and manuals at the IPs level.

Management Response: [Added: 2020/10/09]

Management response: Despite the prior work to complete a Gender Analysis of GDPP and the acceptance of the results by the IPs there was little evidence found by the MTR team that the analysis findings had been integrated at IP level. The development of a generic Gender mainstreaming strategy would not be logical because the Gender mainstreaming strategy should be developed at the IP level. This enables the IP to devise specific frameworks and tools that meets the need for greater integration of gender issues.

The recommendation for incorporating gender issues in the programme work planning and activity implementation and also allocating adequate resources by IPs for gender education and awareness raising is valid and well accepted. The management response is also linked to Recommendation 10 of the MTR. Therefore, the recommendation is accepted.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
3.3 Support and follow up implementation of gender related activities to address gender issues.
[Added: 2020/10/09]
all GDPP IPs 2021/12 Initiated
3.1: Incorporate gender issues in the GDPP AWPs (July 2020 – June 2021) of all the IPs
[Added: 2020/10/09]
GDPP team 2020/09 Completed
3.2: Ensure planning of gender related activities that help to educate and raise awareness on gender issues and also allocation of adequate resources to those planned activities in the new AWP.
[Added: 2020/10/09]
All GDPP IPs 2020/09 Completed
4. Recommendation:

Evaluation recommendation 4: Address issues related to M&E practices and also strengthen the M&E system of GDPP. In this regard, the GDPP management needs to:

  • Develop a fully-fledged monitoring and evaluation plan for the remaining period and implement in accordance with the UNDP programming policies and procedures, as envisaged in the programme document.
  • Arrange and undertake periodic joint monitoring of performance that involves DPs, MoF, IPs and UNDP.

Improve progress reporting with emphasis on results chain analysis where possible by drawing out a systematic linkage between the baseline situation, programme intervention and results at output and outcome levels. And also ensure activity and results linkages across implementation and reporting.

Management Response: [Added: 2020/10/09]

Management response: Developing fully-fledged monitoring and evaluation plan is not possible because preparation of comprehensive Monitoring and Evaluation Plan requires a complete revision of the ToC and also the original GDPP RRF as they are bases that a Monitoring and Evaluation Framework emanates from. As a result, a monitoring and evaluation framework/plan which captures the revised 2018 GDPP RRF will be developed.

It is valid recommendation to arrange and undertake periodic joint monitoring of performance of the programme with DPs, MoFs, IPs and UNDP.

It is also important to improve results reporting of the programme by linking baseline, target and actual values across the results chain (sub-outputs, outputs and outcomes). Therefore, the recommendation is accepted

Key Actions:

Key Action Responsible DueDate Status Comments Documents
4.1: Prepare Monitoring Plan which enables to monitor and track progress towards achievement of processes and results at sub-outputs, activities and processes levels.
[Added: 2020/10/09]
GDPP Team 2020/12 Initiated
4.2: Develop and implement joint monitoring plan to track progress on implementation of the programme and achievement of results. The joint monitoring plan will be prepared in consultation with the DPs, MoF and IPs.
[Added: 2020/10/09]
GDPP Team 2020/12 Initiated
4.3: Conduct training, mentoring and coaching of IPs on results reporting using results chain and against baseline and target values.
[Added: 2020/10/09]
GDPP Team and PMSU 2020/12 Initiated
5. Recommendation:

Evaluation recommendation 5: Introduce and develop GDPP performance management system. The performance management system should subject IPs to performance-based funding allocation for ensuring that IPs are focused on implementing transformative program activities.

Management Response: [Added: 2020/10/09]

Management response: The recommendation is generic without pointing out the specific criteria to be used for implementing performance-based funding allocation to the IPs. In addition, the IPs’ GDPP AWPs for the period: July 2020 – June 2021 already developed, and it is late to implement performance-based funding allocation. The performance-based funding allocation can be considered when/if a successor programme of the current GDPP is developed and implemented. Therefore, the recommendation is partially accepted.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
5.1: Mentor and follow up the IPs to focus on planning and implementing transformative activities which significantly contribute to achievement of intended results.
[Added: 2020/10/09]
GDPP Team 2021/06 Not Initiated
5.2: Devise a training session that introduces the concept of performance-based management for the IPs.
[Added: 2020/10/09]
GDPP team 2020/12 Not Initiated
6. Recommendation:

Evaluation recommendation 6: Invest more on capacity /knowledge and skills/ development of the IPs through developing a comprehensive capacity development plan that identifies the major capacity gaps among IPs related to management and implementation of the GDPP.

Management Response: [Added: 2020/10/09]

Management response: GDPP has previously undertaken capacity assessments however the pace and scale of changes across the democratic governance landscape is challenging. Therefore, as a management approach GDPP targets additional support to individual IPs as necessary. For example, GDPP is aware that some IPs struggle with producing monitoring reports and so more attention is to be given to building capacity to enable IPs to submit more meaningful progress reports.  Therefore, recommendation is partially accepted.

Key Actions:

7. Recommendation:

Evaluation recommendation 6: Invest more on capacity /knowledge and skills/ development of the IPs through developing a comprehensive capacity development plan that identifies the major capacity gaps among IPs related to management and implementation of the GDPP.

Management Response: [Added: 2020/10/09]

Management response: GDPP has previously undertaken capacity assessments however the pace and scale of changes across the democratic governance landscape is challenging. Therefore, as a management approach GDPP targets additional support to individual IPs as necessary. For example, GDPP is aware that some IPs struggle with producing monitoring reports and so more attention is to be given to building capacity to enable IPs to submit more meaningful progress reports.  Therefore, recommendation is partially accepted.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
6.1: Support and follow up IPs to build capacity on those areas of weakness identified during the GDPP implementation.
[Added: 2020/10/09]
GDPP Team 2021/12 Initiated
8. Recommendation:

Evaluation recommendation 7: Strengthen planning and implementation of transformative activities. In order to strengthen the planning and implementation of transformative activities, the IPs and GDPP management need:

  • The IPs to demonstrate more commitment and maximum efforts to come up with transformative initiatives in their annual planning.

The programme management to support the IPs with capacity development on planning of transformative initiatives through facilitating experience sharing and provision of technical inputs -including provision of relevant guidelines, models or templates on transformative initiatives.

Management Response: [Added: 2020/10/09]

Management response: It is valid recommendation to strengthen planning and implementation of transformative activities. Therefore, recommendation is accepted.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
7.1: Conduct joint review and planning sessions to ensure IPs commitment and do maximum efforts to plan and implement transformative initiatives.
[Added: 2020/10/09]
GDPP Team and all IPs 2021/12 Initiated
7.2: Support and follow up IPs to make sure that they have planned and implemented transformative initiatives.
[Added: 2020/10/09]
GDPP Team 2021/12 Initiated
9. Recommendation:

Evaluation recommendation 8:  Strengthen the management, coordination and partnership structures of the programme in order to provide regular and effective strategic and technical directions and foster a practice of planning and implementation of joint interventions. For strengthening the management, coordination and partnership structures, there is a need to:

  • Revitalise the major programme management and coordination structures (the PMB and the PTC) through reconsidering the size and composition of members and establishing accountability mechanisms.
  • Develop framework and mechanisms to promote the planning and implementation of joint interventions by IPs.
  • Give more attention by IPs to institutionalize and strengthen the various coordination and partnership forums and structures already formed through the support of the GDPP.
Management Response: [Added: 2020/10/09]

Management response: The recommendation for revitalizing the major programme management and coordination structures is generic without indicating the specific mechanisms to introduce for revitalizing and strengthening the programme management and coordination structures. The recommendation also does not specify the specific criteria to employ for reconsidering the size and composition of members of the programme management.

However, the specific recommendations to develop framework and mechanisms to promote the planning and implementation of joint interventions as well as giving more attention by IPs to institutionalize and strengthen various coordination and partnership forums and structures are valid. Therefore, GDPP as part of the AWP 2020/21 planning processes has identified activities where synergies across IPs can be dove-tailed with the potential to maximize the impact of an activity. Therefore, the recommendation is partially accepted.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
8.1 Identify opportunities for IPs to collaborate and share knowledge and experience with the aim to identify greater synergies. These could then to be developed into joint activities.
[Added: 2020/10/09]
GDPP Team and all IPs 2021/12 Initiated
8.2: Support and follow up IPs to make sure that they have planned and implemented joint interventions as well as strengthened coordination and partnership forums.
[Added: 2020/10/09]
GDPP Team 2021/12 Initiated
10. Recommendation:

Evaluation recommendation 9: Develop and operationalize clear exit strategy and sustainability plans. The GDPP management needs to prioritize and put in place a robust exit and sustainability plans - given the impending stand-alone programs that are being offshoots of the entire program such as elections, access to justice and rule of law as well as peace architecture.

Management Response: [Added: 2020/10/09]

Management response: The development and operationalization of a clear exit strategy and sustainability plan is a valid recommendation. The recommendation is accepted.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
9.1: Commence work to define the scope and content of a clearly defined exit strategy and sustainability plan of the programme.
[Added: 2020/10/09]
GDPP Team and all IPs 2020/12 Initiated
9.2: Once the scope of the strategy and plan have been defined then the timelines for implementation will be set.
[Added: 2020/10/09]
GDPP Team and all IPs 2020/12 Initiated
9.3: Discussions with the IPs will also be needed so they can also provide their inputs and plan accordingly.
[Added: 2020/10/09]
GDPP team 2021/01 Initiated
9.4: Follow ups about the preparations underway within the IPs associated with the GDPP exit strategy and sustainability plan.
[Added: 2020/10/09]
GDPP Team 2021/03 Initiated
9.5 IP Exit Strategy and Sustainability Plans to be in place in all IPs
[Added: 2020/10/09]
IPs and GDPP 2021/08 Initiated
11. Recommendation:
 

Evaluation recommendation 10:  Recruit a gender specialist for the programme to provide technical guidance on successful mainstreaming of gender for ensuring achievement of desired results on gender issues.

Management Response: [Added: 2020/10/09]

Management response: The recommendation for recruiting gender expert to provide technical support and guidance to IPs for successful implementation of gender mainstreaming and gender related activities is valid recommendation. Therefore, the recommendation is accepted.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
10.1: GDPP to engage x2 Gender & Social Inclusion (GESI) specialists who will provide IP-specific support to coach/mentor and implement the IP gender strategy.
[Added: 2020/10/09]
GDPP Team 2020/12 Initiated
10.2: Follow up implementation of gender related activities as per the plans in the AWP July 2020 – June 2021
[Added: 2020/10/09]
GDPP team 2021/06 Initiated

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