Independent Country Programme Evaluation: Rwanda

Report Cover Image
Evaluation Plan:
2014-2017, Independent Evaluation Office
Evaluation Type:
ICPE/ADR
Planned End Date:
12/2017
Completion Date:
12/2017
Status:
Completed
Management Response:
Yes
Evaluation Budget(US $):
120,000

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Download document Annexes RWA.pdf related-document English 1437.06 KB Posted 304
Download document ICPE Rwanda - Evaluation Brief.pdf summary English 637.67 KB Posted 156
Download document ICPE_Rwanda.pdf report English 1509.55 KB Posted 348
Download document ICPE Rwanda - ToR.pdf tor English 461.58 KB Posted 104
Title Independent Country Programme Evaluation: Rwanda
Atlas Project Number:
Evaluation Plan: 2014-2017, Independent Evaluation Office
Evaluation Type: ICPE/ADR
Status: Completed
Completion Date: 12/2017
Planned End Date: 12/2017
Management Response: Yes
Focus Area:
  • 1. Others
Corporate Outcome and Output (UNDP Strategic Plan 2014-2017)
  • 1. Output 1.3. Solutions developed at national and sub-national levels for sustainable management of natural resources, ecosystem services, chemicals and waste
  • 2. Output 1.4. Scaled up action on climate change adaptation and mitigation across sectors which is funded and implemented
Evaluation Budget(US $): 120,000
Source of Funding:
Evaluation Expenditure(US $): 120,000
Joint Programme: No
Joint Evaluation: No
Evaluation Team members:
Name Title Email Nationality
Edward Gizemba Ontita Consultant
Emmanuel Rugumire-Makuza Consultant
James Maraga Consultant
GEF Evaluation: No
Key Stakeholders:
Countries: RWANDA
Lessons
Findings
Recommendations
1

Ensure close engagement in and contribution to the conceptualization and development of the next UNDAP to develop a country programme strategy for the next cycle that is in full alignment with the new national development framework, National Strategy for Transformation.

2

Place a greater focus in its programme work on producing and contributing to evidence- and research-based work for policy-level advisory services.

3

Explore a partnership strategy that will include options for mobilizing both financial and staffing resources and will ensure UNDP’s more robust engagements with donors and its visibility.

4

Continue to pay attention to human development in its programmes, particularly for advancing on the implementation of the SDGs.

5

Continue with the management- led, office-wide efforts to seek efficiency gains and promote programme effectiveness.

1. Recommendation:

Ensure close engagement in and contribution to the conceptualization and development of the next UNDAP to develop a country programme strategy for the next cycle that is in full alignment with the new national development framework, National Strategy for Transformation.

Management Response: [Added: 2018/08/22] [Last Updated: 2019/06/12]

The UNDAP and UNDP Country Programme Document for 2018-2023 were developed conjointly, with UNDP management, staff and stakeholders playing active roles in both processes. Both the UNDAP and CPD are also well aligned to the National Strategy for Transformation 1 (2017-2024; successor to EDPRS). This followed an extensive consultation process with government partners as well as other development partners and stakeholders. The Government has formally endorsed the draft UNDAP and CPD. The CO will now endeavour to develop new programmes engaging with key stakeholders, including the vulnerable and marginalized.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Share with partners the evaluation of the current programme, and collectively review lessons learned
[Added: 2019/06/09] [Last Updated: 2019/06/19]
Management Support Unit (MSU) 2018/04 Completed The ICPE was shared with all partners in 2018. Partners also participated in a video presentation of the report with HQ and discussed the findings and lessons learnt. In addition, the findings and lessons learnt were incorporated into presentations used during the multiple stakeholder workshops held by UNDP on the new CPD History
Develop next generation of programmes in consultation with key government and other partners including UN agencies, private sector and CSOs
[Added: 2019/06/09] [Last Updated: 2019/06/19]
Sustainable Growth Unit (SGU) Democratic Governance, Peace and Conflict Unit (DGPCU) (Currently TGU unit) 2018/06 Completed 4 new programmes have been developed and approved and implementation has started, the development of the 5th major programme in the portfolio is at an advanced state and implementation will start July 1. Several other project proposals are under preparation, e.g. for GEF6 and GEF 7-LDCF 3; PIF for GEF 7 Chemicals, South-South Assistance Fund project, NDC partnership project, TGU: The new country programme document and project documents have been prepared through consultation with key stakeholders including development partners, UN agencies, the media, Civil society organizations, the private sector and associations of persons with disabilities History
Continued UNDP management and staff engagement in finalizing the UNDAP 2018-2023
[Added: 2019/06/09] [Last Updated: 2019/06/19]
RC/RR and CD Offices 2018/05 Completed Final UNDAP 2018- 2023 document is available History
2. Recommendation:

Place a greater focus in its programme work on producing and contributing to evidence- and research-based work for policy-level advisory services.

Management Response: [Added: 2018/08/22] [Last Updated: 2019/06/12]

The new CPD outlines UNDP’s strategy to collaborate with the Ministry of Finance and Economic Planning, the Strategic Policy Unit of the President’s Office, other UN agencies, universities and think tanks, to develop and execute a multi-year research agenda aligned with priority areas of the National Strategy for Transformation. UNDP will also continue to strengthen capacities of both State and non-State institutions to generate and use data building on work already done. Flagship UNDP-supported research and knowledge products, such as the Citizen Report Card, Rwanda Governance Scorecard, Rwanda Media Barometer, and the Reconciliation Barometer, among others, will continue to be funded under the new CPD

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Develop a multi-year research agenda in partnership with key State and non- State institutions
[Added: 2019/06/09] [Last Updated: 2019/06/19]
UNDP Strategic Policy Unit (SPU) (lead) 2018/06 Completed UNDP Rwanda has a multi-year research agenda laid down in the two support projects to the Ministry of Finance. The current research agenda focuses on Domestic Resources Mobilization (UNDP is the only other DP together with DFID producing policy advice on the subject) and is comprised of three studies: Domestic savings (finalized, to be launched) Rural taxation (ongoing, expected end of June) Fiscal framework for the mining sector (to be started) Upcoming research will focus on household vulnerability and inequalities (2019-2020) History
Engage government, civil society, research institutes and think tanks in the production of data and research products for evidence-based planning
[Added: 2019/06/09] [Last Updated: 2019/06/19]
SPU; DGPCU (TGU); SGU 2018/03 Completed UNDP Rwanda partners with the Economic Policy and Research Network to support the dissemination of studies and to foster policy dialogue on key issues. UNDP supported EPRN’s 5th Economic Conference on the topic of Regional Integration in March 2019 and in May 2019 it supported a policy dialogue on poverty and inequality which will in turn feed into UNDP’s research agenda design. History
Increase numbers of policy dialogues on current and emerging issues in partnership with national stakeholders
[Added: 2019/06/10] [Last Updated: 2019/06/19]
SPU; DGPCU (TGU); PEU(SGU) 2019/12 Initiated UNDP partners with the Ministry of Finance and with the National Institute of Statistics (NISR) to deliver policy dialogue events on key issues relevant for the country’s development strategy.UNDP and NISR, in partnership with UNICEF, launched the results of the MPI and MODA reports produced by NISR following the trainings sponsored by UNDP in 2016. A further policy dialogue on domestic savings (in partnership with the Ministry of Finance) is expected for July. History
3. Recommendation:

Explore a partnership strategy that will include options for mobilizing both financial and staffing resources and will ensure UNDP’s more robust engagements with donors and its visibility.

Management Response: [Added: 2018/08/22] [Last Updated: 2019/06/12]

UNDP will aim to both deepen and widen its partnership base for the coming cycle. The office is in the process of updating its Partnership and Resource Mobilization Strategy and has initiated discussions with the Bureau for External Relations and Advocacy and Regional Service Centre-Addis on an engagement plan involving focused support to pursue new partnership opportunities. In addition, and building on initial pilots that have proven successful, the office aims to synergize its communications, resource mobilization and M&E (e.g. field visit) activities, engaging media and development partners to enhance donor and UNDP visibility and demonstrate concrete impacts on people’s lives. This will also enable the CO to tell better success stories and build stronger partnerships. UNDP will also engage actively within the One UN Resource Mobilization and UN Communications Group work plans.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Finalize engagement plan with RSC-Addis and BERA on support for Partnership and Resource Mobilization
[Added: 2019/06/10] [Last Updated: 2019/06/19]
CD Office (Currently RR office) 2018/03 Completed The Resource Mobilization Specialist from RSC conducted a training for CO staff and Resource Mobilization Task Team. BERA is updated on the development of the CO’s Partnership and Resource Mobilisation System History
Complete updating of Partnership and Resource Mobilization Action Plan
[Added: 2019/06/10] [Last Updated: 2019/06/19]
CD Office (RR office), MSU 2018/04 Completed The Partnership and Resource Mobilization Action Plan was updated History
Explore and follow up on partnership opportunities, including both financial and staffing resources, with potential partners already identified
[Added: 2019/06/10] [Last Updated: 2019/06/19]
RR and CD Office; DGPCU (TGU); SGU 2018/01 Completed SGU: Several projects are under development, a PP2 technical specialist and a KMCO were hired and, we are in the process of hiring a SB4. TGU: UNDP has built on existing partnerships and mobilized additional resources from partners such as Switzerland, Korea, Japan. New opportunities have also been explored including non-traditional donors like Turkey and China. UNDP also partnered with Japan, Korea. Switzerland and Canada to reinforce the office’s human capacities. History
Conduct regular exchanges with development partners and conduct joint field visits etc.
[Added: 2019/06/10] [Last Updated: 2019/06/19]
RR and CD Office; DGPRCU (TGU), SGU 2018/01 Completed TGU: UNDP convened meetings for information sharing with government on key thematic areas mainly human rights, civil society, media and elections. Development Partners are always invited to participate in biannual Joint Field Visits and steering committees based on their area of interest. SGU: This has been completed through organizing high-level events such as policy dialogues, as well as through project steering committee meetings for projects where development partners are providing financial support. History
Full engagement of CO staff in One UN Resource mobilization and communications groups
[Added: 2019/06/10] [Last Updated: 2019/06/19]
RR Office 2018/01 Completed 2 UNDP staff were and still are fully engaged in One UN Communications group. Half of year 2018 UNDP also chaired the communications group History
4. Recommendation:

Continue to pay attention to human development in its programmes, particularly for advancing on the implementation of the SDGs.

Management Response: [Added: 2018/08/22] [Last Updated: 2019/06/12]

As part of a One UN effort, UNDP (a) played a lead role in developing a SDG policy gap analysis that was used to inform the formulation of Rwanda’s new national and sectoral plans, and (b) pro- vided technical support to relevant national Sector Working Groups to incorporate SDG indicators and targets within the new sector strategies. The new CPD articulates the country office’s intent to adopt more rigorous targeting of vulnerable and marginalized population groups, including refugees, returnees, and people with disability, among others, under the principle of leaving no one behind. New tools and guidance, grounded in this principle, are being prepared to support the development of the next generation of programmes.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Complete the development of tools and material on gender analysis and a Leave No One Behind (LNOB) to guide staff and external partners and consultants preparing the next generation of projects
[Added: 2019/06/10] [Last Updated: 2019/06/19]
MSU, CD Office working with HQ 2018/03 Completed UNDP Gender Equality Strategy 2018-2021 was developed in 2018. With the support of a gender equality consultant, a tool was developed to support the mainstreaming of gender equality and women empowerment in all new programmes/projects. History
Conduct training of both UNDP staff and external partners on the gender analysis and LNOB tools and methodologies
[Added: 2019/06/10] [Last Updated: 2019/06/19]
MSU 2018/03 Completed All partners and UNDP staff were trained on Gender Analysis and LNOB tools and methodologies during the development of new programmes History
Support capacity-building of national stakeholders on SDGs implementation, monitoring and reporting
[Added: 2019/06/10] [Last Updated: 2019/06/19]
MSU working with One UN SDG Task Force 2018/01 Completed M&E trainings were conducted for all partners by the UNDP Regional Service Center and by the UNDP Country Office programme units. In addition, UNDP raised awareness and trained a number of stakeholders on SDGs implementation including CSOs leaders and academicians. Thematic roundtable discussions on SDGs are scheduled in June 2019. History
5. Recommendation:

Continue with the management- led, office-wide efforts to seek efficiency gains and promote programme effectiveness.

Management Response: [Added: 2018/08/22] [Last Updated: 2019/06/12]

As part of a broader series of measures to prepare the office for the next 5-year programme cycle, the Management will initiate a Light Organizational Review of the Office. This is intended, inter alia, to help (a) identify opportunities to strengthen the positioning of the office, (b) ensure that the organizational structure is appropriate, sustainable and fit for purpose to deliver on the new CPD, (c) identify areas to enhance operational and programmatic efficiency.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Undertake light organizational review of the office to ensure that it is efficient, effective and fit for purpose to deliver on the new UNDAP and CPD and corporate Strategic Plan
[Added: 2019/06/10]
RR and CD Office 2018/06 Overdue-Not Initiated Upon consultation with RBA, the office Light review was put on hold.
Commence design of next generation of programmes, drawing on lessons learned, and ensuring greater focus and leveraging of UNDP’s strengths and comparative advantages
[Added: 2019/06/10] [Last Updated: 2019/06/19]
SGU, DGPCU (TGU), CD Office 2018/06 Completed SGU: As mentioned for key action 1.1, SGU programmes have been designed in close collaboration with partners and have been informed by lessons learned from previous cycles, including from final project evaluations. TGU: The new projects focused on the areas where UNDP has comparative advantage, building on experience and lessons from previous programmes and focusing on areas where UNDP projects can have greater impact. Among others, UNDP has new projects on gender accountability, Social healing and social cohesion, the disability platform which build on the lessons learnt and national priorities History

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