UNDAF Final evaluation

Report Cover Image
Evaluation Plan:
2017-2022, Sao Tome and Principe
Evaluation Type:
UNDAF
Planned End Date:
03/2022
Completion Date:
01/2022
Status:
Completed
Management Response:
Yes
Evaluation Budget(US $):
50,000

This report presents the findings, conclusions and recommendations of an independent evaluation of the UNDAF 2017-2021 (later extended to 2022) for São Tomé e Príncipe (STP). The design and implementation of the UNDAF were guided by the development vision of the Government of STP, the 2030 Agenda and the Sustainable Development Goals, and the UN principle of “leaving no one behind". Partners included Government Ministries, Departments, Agencies (MDA), Development Partners, Civil Society Organizations (CSOs) and the Private Sector.

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Title UNDAF Final evaluation
Atlas Project Number:
Evaluation Plan: 2017-2022, Sao Tome and Principe
Evaluation Type: UNDAF
Status: Completed
Completion Date: 01/2022
Planned End Date: 03/2022
Management Response: Yes
Focus Area:
  • 1. Others
Corporate Outcome and Output (UNDP Strategic Plan 2018-2021)
  • 1. Output 1.1.1 Capacities developed across the whole of government to integrate the 2030 Agenda, the Paris Agreement and other international agreements in development plans and budgets, and to analyse progress towards the SDGs, using innovative and data-driven solutions
Evaluation Budget(US $): 50,000
Source of Funding: UNCT; M&E Budget
Evaluation Expenditure(US $): 52,650
Joint Programme: No
Joint Evaluation: Yes
  • Joint with UN Agencies
Evaluation Team members:
Name Title Nationality
CLIFF BERNARD NUWAKORA
LALAO RAMANARIVO – RAHARISOA
GEF Evaluation: No
Key Stakeholders: Ministry of Foreign Affairs UNCT
Countries: SAO TOME AND PRINCIPE
Lessons
Findings
Recommendations
1

The UN should strengthen UN Resident Coordinator’s Office in terms of staffing and operations and management systems: The UN should ensure that the requisite staffing levels are adhered to so as to ensure effective delivery during the next programmatic cycle. Strengthening the capacity of the RCO would go a long way in enhancing the management and coordination of the future formulation and implementation of the UN cooperation framework that will guide UN system programming in STP

2

The UNSDCF should explicitly develop a theory of change: this would enable the identification of cause-effect relationships (the causal pathway) that allow the development of more logical linkages between development challenges, the identification and evaluation of strategic priorities, and the definition of outcomes

3

The UN should review and strengthen the functions of the M&E system and Result Groups: Results Based Management (RBM) systems and Information Management Systems (IMS) are fundamental and core UN programming principles. There is a clear need for the UNS in STP to analyse and strengthen the RCO M&E Unit with appropriately skilled and experienced staff and enhance monitoring, evaluation and reporting mechanisms and the linkages UNDAF thematic Result Groups. The evaluation noted inherent weakness in monitoring and reporting mechanisms which compromised UNDAF implementation and accountability. Furthermore, in the preparation of the UNSDCF, the UNS need to ensure that the Theory of Change is articulated in such a way as to strengthen the vertical logic of the results framework and more attention needs to be given to ensuring that indicators are SMART.

4

The UNSDCF need to incorporate an explicit evaluation of risks and a mitigation strategy: This should be regularly monitored and update and part of the M&E process

5

Strengthening UN Communications Systems and Group: a Multimedia Communications Strategy should be prepared in the context of the preparation and implementation of the UNSDCF in order to ensure communication is a cross-cutting activity. The technical and financial capacity of the UNCG should be strengthened to oversee the operationalisation of the communications strategy, advocate for UN interventions and promote their visibility and legitimacy. The results of the communication strategy should be monitored and evaluated in the same way as other results.

6

The UN needs to retool and embrace reforms that will enhance its delivery on 2030 Agenda: There is need for the UN to adopt the Operational Guide developed by the UNSDG to strengthen the UNDS support of implementation of the 2030 Agenda’s commitment to LNOB at the national level, to reach the furthest behind.

7

In future UN programming there is need to make a greater effort to take account of, and synergize with, traditional and cultural practices to enhance effective and efficient delivery of programme results: Greater consideration needs to be given to traditional beliefs and cultural practices in targeting and determining support. There needs to be greater involvement of community leaders in the design, identification and implementation of the activities. Failure to ensure involvement would lead to lack of respect for socio-cultural habits that could hinder the smooth implementation of the programme resulting in delays and increased costs.

8

The UNs needs to support and strengthen the capacities of national partners to enhance its programming and visibility: Actions to strengthen the capacity of national institutions an CSO would increase their contribution as partners but also CSO for them to constitute valuable partners. This could be achieved through the development of an inclusive capacity building strategy

9

There is need to create a basket fund to strengthen the financial commitments for interventions that seek to strengthen governance: this could be achieved through mobilizing development partners, tapping into innovative funding mechanisms, exploiting southsouth partnerships and multi-lateral and bilateral cooperation opportunities so as to ensure a reliable and regular source of funding.

1. Recommendation:

The UN should strengthen UN Resident Coordinator’s Office in terms of staffing and operations and management systems: The UN should ensure that the requisite staffing levels are adhered to so as to ensure effective delivery during the next programmatic cycle. Strengthening the capacity of the RCO would go a long way in enhancing the management and coordination of the future formulation and implementation of the UN cooperation framework that will guide UN system programming in STP

Management Response: [Added: 2022/07/19]

Agreed. DCO is addressing the issue. The new Admin. Assistant is already on board and recruitment process is ongoing to recruit a Team Leader

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Do follow up with DCO on the recruitment process of a Team Leader
[Added: 2022/07/19] [Last Updated: 2022/10/31]
DCO/RCO 2022/10 Completed Two new staff have been hired: administrative assistant and executive assistant History
2. Recommendation:

The UNSDCF should explicitly develop a theory of change: this would enable the identification of cause-effect relationships (the causal pathway) that allow the development of more logical linkages between development challenges, the identification and evaluation of strategic priorities, and the definition of outcomes

Management Response: [Added: 2022/07/20]

The UNCT will develop a Theories of Change for the new UNSDCF 2023- 2027, including specific for its oucomes, that will identify catalytic development solutions and pathways of change and maps the UN’s contribution in each area of intervention.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Hold a brainstorming session with UN colleagues and partners on causal analysis, problem and solutions tree, which is at the basis of the Theory of Change. The new UNSDCF will be based on the ToC with explicit chapter in UNSDCF on ToC that lead to strategic focus and outcomes
[Added: 2022/07/20] [Last Updated: 2022/07/24]
Outcome RGs/RCO 2022/10 Overdue-Initiated History
3. Recommendation:

The UN should review and strengthen the functions of the M&E system and Result Groups: Results Based Management (RBM) systems and Information Management Systems (IMS) are fundamental and core UN programming principles. There is a clear need for the UNS in STP to analyse and strengthen the RCO M&E Unit with appropriately skilled and experienced staff and enhance monitoring, evaluation and reporting mechanisms and the linkages UNDAF thematic Result Groups. The evaluation noted inherent weakness in monitoring and reporting mechanisms which compromised UNDAF implementation and accountability. Furthermore, in the preparation of the UNSDCF, the UNS need to ensure that the Theory of Change is articulated in such a way as to strengthen the vertical logic of the results framework and more attention needs to be given to ensuring that indicators are SMART.

Management Response: [Added: 2022/07/20]

The UNCT will carry out a complete overhaul of the monitoring and evaluation system of the UN in São Tomé to ensure the necessary capacity training for the staff in the M&E Group for better tracking and reporting on UNDAF results.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Strengthen M&E framework and indicators in the new UNSDCF
[Added: 2022/07/20] [Last Updated: 2022/07/24]
UNCT/M&E Group 2022/11 Initiated History
4. Recommendation:

The UNSDCF need to incorporate an explicit evaluation of risks and a mitigation strategy: This should be regularly monitored and update and part of the M&E process

Management Response: [Added: 2022/07/20]

The risks and a mitigation strategy will be incorporated in the new UNSDCF

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Develop an evaluation of risks and mitigation strategy for the new UNSDCF.
[Added: 2022/07/20] [Last Updated: 2022/10/31]
UNCT/RCO 2022/10 Completed The UNSCDF is completed, including an evaluation of risks and mitigation strategy History
5. Recommendation:

Strengthening UN Communications Systems and Group: a Multimedia Communications Strategy should be prepared in the context of the preparation and implementation of the UNSDCF in order to ensure communication is a cross-cutting activity. The technical and financial capacity of the UNCG should be strengthened to oversee the operationalisation of the communications strategy, advocate for UN interventions and promote their visibility and legitimacy. The results of the communication strategy should be monitored and evaluated in the same way as other results.

Management Response: [Added: 2022/07/20]

The UNCT has oriented the UNCG to engage full-time support to manage and update the one UN website and social media and explore the cost-effective option to engage most of the communication activities on the OMT budget for 2022. A strategic communications strategy has been presented to the UNCT and it’s expected to increase national ownership.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Develop and implement a communications and advocacy plan for 2022. Communications plan to be developed for new UNSDCF
[Added: 2022/07/20]
UN Communications group 2022/12 Initiated Ongoing
6. Recommendation:

The UN needs to retool and embrace reforms that will enhance its delivery on 2030 Agenda: There is need for the UN to adopt the Operational Guide developed by the UNSDG to strengthen the UNDS support of implementation of the 2030 Agenda’s commitment to LNOB at the national level, to reach the furthest behind.

Management Response: [Added: 2022/07/20]

UNCT will integrate the LNOB concept in the new UNSDCF and include the programming principles in the UNSDCF process

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Training session on LNOB concept in the UNSDCF process.
[Added: 2022/07/20]
UNCT/RCO 2022/12 Not Initiated History
Quality control mechanism to be set up on integration of LNOB in outcomes/outputs of new UNSDCF
[Added: 2022/07/20]
UNCT/RCO 2022/12 Not Initiated Not started
7. Recommendation:

In future UN programming there is need to make a greater effort to take account of, and synergize with, traditional and cultural practices to enhance effective and efficient delivery of programme results: Greater consideration needs to be given to traditional beliefs and cultural practices in targeting and determining support. There needs to be greater involvement of community leaders in the design, identification and implementation of the activities. Failure to ensure involvement would lead to lack of respect for socio-cultural habits that could hinder the smooth implementation of the programme resulting in delays and increased costs.

Management Response: [Added: 2022/07/20]

The UNCT will undertake special efforts, including appropriate capacity development of the staff, in order to ensure synergize with, traditional and cultural practices to enhance effective and efficient delivery of programme results.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Brainstorming in UNCT or PMT on the good practices of involving community leaders and addressing socio-cultural obstacles in programming. Integrate socio-cultural obstacles in the CCA analysis
[Added: 2022/07/20]
UNCT/RCO 2022/12 Not Initiated Socio-cultural obstacles included in CCA analysis.
8. Recommendation:

The UNs needs to support and strengthen the capacities of national partners to enhance its programming and visibility: Actions to strengthen the capacity of national institutions an CSO would increase their contribution as partners but also CSO for them to constitute valuable partners. This could be achieved through the development of an inclusive capacity building strategy

Management Response: [Added: 2022/07/20]

An initial step will be a training workshop on the programming principles to which government partners and CSO will also be invited

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Develop a capacity building training workshop on RBM/project cycle management/programming principles with government partners and possibly CSO
[Added: 2022/07/20]
UNCT/M&E officer 2022/12 Not Initiated
9. Recommendation:

There is need to create a basket fund to strengthen the financial commitments for interventions that seek to strengthen governance: this could be achieved through mobilizing development partners, tapping into innovative funding mechanisms, exploiting southsouth partnerships and multi-lateral and bilateral cooperation opportunities so as to ensure a reliable and regular source of funding.

Management Response: [Added: 2022/07/20]

A special resource mobilization strategy will be developed and pursued by the UNCT as an integral component of the next UNSDCF

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Develop a unified resource mobilization strategy for the next UNSDCF
[Added: 2022/07/20]
UNCT/RCO 2022/12 Initiated Ongoing

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