Independent Country Programme Evaluation: Namibia

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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 $):
50,000

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Download document ICPE_Namibia.pdf report English 2102.92 KB Posted 106
Title Independent Country Programme Evaluation: Namibia
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 1.1. National and sub-national systems and institutions enabled to achieve structural transformation of productive capacities that are sustainable and employment - and livelihoods- intensive
  • 2. Output 1.4. Scaled up action on climate change adaptation and mitigation across sectors which is funded and implemented
  • 3. Output 2.1. Parliaments, constitution making bodies and electoral institutions enabled to perform core functions for improved accountability, participation and representation, including for peaceful transitions
  • 4. Output 3.1. Core functions of government enabled (in post conflict situations) to ensure national ownership of recovery and development processes
  • 5. Output 7.5 South-South and Triangular cooperation partnerships established and/or strengthened for development solutions
Evaluation Budget(US $): 50,000
Source of Funding:
Evaluation Expenditure(US $): 50,000
Joint Programme: No
Mandatory Evaluation: No
Joint Evaluation: No
Evaluation Team members:
Name Title Email Nationality
None
GEF Evaluation: No
Key Stakeholders:
Countries: NAMIBIA
Lessons
Findings
Recommendations
1

The next country programme should build on the efforts of the current programme and continue support for institutional capacity development, particularly in the priority area of poverty eradication. Pilot initiatives need to be proven and costed to facilitate scale-up. The country programme should also ensure in-depth causality analysis to enhance the effectiveness and sustainability of interventions.

2

UNDP global human resource strategies need to be made more responsive and aligned to the country-office demands of a middle-income country.

3

Considering that resources are declining, UNDP should explore strategic partnerships with relevant stakeholders to optimize resources, harmonize efforts and maximize results.

1. Recommendation:

The next country programme should build on the efforts of the current programme and continue support for institutional capacity development, particularly in the priority area of poverty eradication. Pilot initiatives need to be proven and costed to facilitate scale-up. The country programme should also ensure in-depth causality analysis to enhance the effectiveness and sustainability of interventions.

Management Response: [Added: 2018/06/20] [Last Updated: 2018/06/27]

The importance of in-depth causality and stakeholder analysis and engagement is well recognized. UNDP’s new country programme in Namibia for the period of 2019-2023 has been developed through causality analyses with stakeholders, such as the theory of change workshop held in September 2017. New challenges and opportunities will be identified and discussed throughout the implementation stage of the new country programme and especially at the mid-term review. UNDP will ensure core funding for the new country programme will focus on gender equality and governance-related interventions.  

Key Actions:

Key Action Responsible DueDate Status Comments Documents
1.1 Conduct causality and stakeholder analysis and engagement such as the theory of change workshop with stakeholders
[Added: 2018/06/27]
Country office 2017/09 Completed
1.2 Conduct Mid-Term Review of the Country Programme Document (CPD) 2019-2023
[Added: 2018/06/27]
Programme Management Team of the country office 2021/08 Not Initiated
1.3 Ensure core funding for the new country programme will focus on gender equality and governance-related interventions
[Added: 2018/06/27]
Programme Management Team of the country office 2018/03 Completed
1.4 Ensure that the core funding programming focusses on strengthening institutional development of the newly created Poverty Ministry and others (MITSMED) contributing to poverty eradication
[Added: 2018/06/27]
Programme Management Team of the country office 2019/03 Initiated
1.5. Operationalize the UNDP partnership with academia, think tanks and research institutions, in line with Key Action 3.2 in this Management Response. Particularly, for developing the guidelines for pilot initiative that include criteria for proving.
[Added: 2018/06/27]
Programme Management Team of the country office 2019/12 Initiated
2. Recommendation:

UNDP global human resource strategies need to be made more responsive and aligned to the country-office demands of a middle-income country.

Management Response: [Added: 2018/06/20] [Last Updated: 2018/06/27]

The country office agrees that, in middle-income (MIC) countries like Namibia, UNDP needs to take multi-sectoral actions combining high level technical advice and capacity building. To conduct such actions, the country office recognizes the critical role that economist can play in the MIC environment. Moreover, the country office will seek greater support from UNDP corporate level on re-profiling skill sets and receiving more flexible funding flows.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
2.1 Ensure high level technical advice and capacity building are incorporated in the new country programme
[Added: 2018/06/27] [Last Updated: 2018/08/24]
Programme Management Team of the country office 2018/09 Completed
2.2 Appeal to the UNDP corporate level to seek support on having skillsets of economic analysis in the country office
[Added: 2018/06/27] [Last Updated: 2018/08/24]
Senior Management Team of the country office 2019/01 Initiated
2.3 Review the organogram in view of implementing the new country programme
[Added: 2018/06/27] [Last Updated: 2018/08/24]
Senior Management Team of the country office 2020/01 Initiated
2.4 Advocate the UNDP corporate level to increase flexible funding flows to countries such as Namibia
[Added: 2018/06/27] [Last Updated: 2018/08/24]
Senior Management Team of the country office 2020/01 Initiated
2.5. To enhance the UNDP effective role within the ongoing UN reforms, UNDP country office to enhance the functional, technical and operational capacities to compete/position staff in the new roles
[Added: 2018/06/27] [Last Updated: 2018/08/24]
Senior Management Team of the country office 2019/12 Initiated
3. Recommendation:

Considering that resources are declining, UNDP should explore strategic partnerships with relevant stakeholders to optimize resources, harmonize efforts and maximize results.

Management Response: [Added: 2018/06/20] [Last Updated: 2018/06/27]

In the new country programme, UNDP will position itself as the broker/facilitator of strategic partnership in the new country programme by utilizing its convening power. Building upon the trusted relationship with the government, the country office will further enhance strategic partnerships with academic institutions, private sector organizations and civil society groups to share expertise, data and knowledge.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
3.1 Continue to position UNDP as the broker/facilitator of strategic partnership in the new country programme
[Added: 2018/06/27] [Last Updated: 2018/08/24]
Programme Management Team of the country office 2020/01 Initiated
3.2 Enhance strategic partnerships with academic institutions, private sector organizations, civil society groups and development partners to share expertise, data and knowledge
[Added: 2018/06/27] [Last Updated: 2018/08/24]
Programme Management Team of the country office 2020/01 Initiated

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