- Evaluation Plan:
- 2018-2020, Somalia
- Evaluation Type:
- Final Project
- Planned End Date:
- 10/2018
- Completion Date:
- 11/2018
- Status:
- Completed
- Management Response:
- Yes
- Evaluation Budget(US $):
- 51,000
End of Project: Gender Equality and Women's Empowerment
| Document | Type | Language | Size | Status | Downloads |
|---|---|---|---|---|---|
 TOR for Final Evaluation - UNDP GEWE project and UN joint PBF project.docx |
tor | English | 40.54 KB | Posted | 57 |
 Final Evaluation Report GEWE.pdf |
report | English | 724.86 KB | Posted | 77 |
| Annexes. Final Evaluation Report.pdf |
related-document | English | 667.71 KB | Posted | 44 |
| Executive Summary. Evalaution Report GEWE.pdf |
summary | English | 220.11 KB | Posted | 22 |
| Title | End of Project: Gender Equality and Women's Empowerment | ||||||||
|---|---|---|---|---|---|---|---|---|---|
| Atlas Project Number: | 00085380 | ||||||||
| Evaluation Plan: | 2018-2020, Somalia | ||||||||
| Evaluation Type: | Final Project | ||||||||
| Status: | Completed | ||||||||
| Completion Date: | 11/2018 | ||||||||
| Planned End Date: | 10/2018 | ||||||||
| Management Response: | Yes | ||||||||
| Corporate Outcome and Output (UNDP Strategic Plan 2018-2021) |
|
||||||||
| Evaluation Budget(US $): | 51,000 | ||||||||
| Source of Funding: | Project | ||||||||
| Evaluation Expenditure(US $): | 51,000 | ||||||||
| Joint Programme: | No | ||||||||
| Mandatory Evaluation: | No | ||||||||
| Joint Evaluation: | No | ||||||||
| Evaluation Team members: |
|
||||||||
| GEF Evaluation: | No | ||||||||
| Key Stakeholders: | Government of Somalia | ||||||||
| Countries: | SOMALIA |
| Lessons | |
|---|---|
| Findings |
| Recommendations | |
|---|---|
| 1 |
|
| 2 | · It is appropriate to direct efforts towards those priorities, sectors and places that are most prepared to assimilate the changes and to adopt the expected capacity building dynamics. · It is necessary to design long-term programming for structural problems and more small and immediate projects on agreed priorities among all social, political and cooperation actors. The priorities must be based on mature themes to be addressed, very focused, and under the commitment and coordination of all actors involved, for a true mainstreaming and joint action |
| 3 | · The work content of the gender staff members -at all levels- and Project staff should be defined more precisely, so that it includes mainstreaming tasks within the UNDP, within UN, with the government partners and between its different instances, and with the partners of civil society and between them. · The Project has demonstrated that the articulation of all social, political and cooperation agents towards the same purpose is an efficient strategy. The articulation and coordination with all actors is essential when we count with limited resources. In this way, UNDP positions its role and added value as interlocutor with governments and key actor in the different national processes. · Regional Offices must make a greater effort for articulation in gender issues. Inside UNDP, it should be easier, because normally the staff articulates several initiatives. At the inter-agency level, it is necessary that there be an interagency coordination instance in which integral approaches to problems that require comprehensive responses are discussed. · In the same way, greater involvement with civil society partners should be achieved. CSOs should be accompanied by the gender staff for an effective skills transfer, but also, an articulated work dynamic should be encouraged among them. For this purpose, it is opportune select the CSOs that will accompany each intervention according to their expertise and geographic coverage. Afterwards, dynamics of articulation and complementarity between them must be aroused, including the formation between each other. |
| 4 | · It is necessary to pay attention to the social sustainability of the advances promoted. In addition to working at a decision-making level, it is necessary to work with society to create conditions to accept the changes. The society must be prepared in advance for these expected changes. Communication for Development C4D strategies can be used. It is about using communication as a programmatic tool oriented to generate social and political support for the changes promoted. UNDP has issued Guidelines for this methodologic approach at a global level. · Systematize experiences into a strategy of knowledge sharing, use to be a very useful strategy for identify what good practices are interesting and innovative and can be turned into knowledge products at country level, and how they complement each other. · Systematizing experiences serves to multiply successful ones, but also to mobilize resources through demonstrating the capacity to produce changes. Communication actions with donors and with other cooperation agencies facilitates the visibility of achievements, inter-agency coordination, and resource mobilization. |
1. Recommendation:
- The planning should be very focused and oriented to address those specific issues agreed upon as priority within a clear agenda in the longer term. A clear and wide consensus among all the agents involved on the priorities is fundamental, as well as a precise agenda of action within the national and UN strategic frameworks in Somalia.
- In the design of the Project, it is very useful to expressly include guidelines that define some strategic approaches regarding some programmatic approaches such as: communication, knowledge management, capacity building, sustainability, have a common understanding about the essence of the programming and the elements that define the intervention.
- Given that interagency coordination and with partners is difficult, it will also be important to establish precisely the degree of articulation expected with and between the different agents -Project staff, UNDP-UN Managers, Government, CSOs- involved in the Project. In this way, the board committee must be the instance called to monitor its performance.
Management Response: [Added: 2018/12/24]
- GEWE Project (2015-2017) was designed on the basis the first GEWE Project (2012 – 2014) and built on its achievements to address gender imbalances in Somali society and respond to the acute challenges faced by Somali women today. The project reformulation involved partners, beneficiaries and key stakeholders, totaling 44 people. A brief analysis on the state of Women and Girls was deliberated upon from the general to specific aspects - community, family, market, state and interstate. The analysis revealed, women and girl’s socio-economic and political vulnerabilities. The project was also aligned to UN strategic framework, UNDP Country Programme Document and other national priorities.
- GEWE project used to conduct project board review meetings which its purpose was to review the results and delivery of the project and make appropriate decisions. It was also an opportunity to assess the progress of the activities; revisit the annual work plan to discuss priorities; discuss funding issues and other constrains and as well as to determine the way forward.
- As GEWE project closed, the major recommendations will be useful for other gender strategic interventions under the portfolios (CPD 2018-2020).
Key Actions:
2. Recommendation:
· It is appropriate to direct efforts towards those priorities, sectors and places that are most prepared to assimilate the changes and to adopt the expected capacity building dynamics.
· It is necessary to design long-term programming for structural problems and more small and immediate projects on agreed priorities among all social, political and cooperation actors. The priorities must be based on mature themes to be addressed, very focused, and under the commitment and coordination of all actors involved, for a true mainstreaming and joint action
Management Response: [Added: 2018/12/24]
· UNDP GEWE was 3 years Programme aimed to contribute to four critical priorities identified through comprehensive consultations with the Somali Federal government (MoWHRD), Somaliland and Puntland government authorities as well as CSOs and gender equality advocates nation-wide. The priorities were: 1) women’s participation and representation in decision making and peace building; 2) increasing economic opportunities for women; 3) preventing and reducing GBV and harmful traditional practices; and 4) gender-responsive legal and policy frameworks. Most of the efforts were made output 1 and 4 whereas output 2 and 3 had resource limitations to reach all sectors.
Key Actions:
3. Recommendation:
· The work content of the gender staff members -at all levels- and Project staff should be defined more precisely, so that it includes mainstreaming tasks within the UNDP, within UN, with the government partners and between its different instances, and with the partners of civil society and between them.
· The Project has demonstrated that the articulation of all social, political and cooperation agents towards the same purpose is an efficient strategy. The articulation and coordination with all actors is essential when we count with limited resources. In this way, UNDP positions its role and added value as interlocutor with governments and key actor in the different national processes.
· Regional Offices must make a greater effort for articulation in gender issues. Inside UNDP, it should be easier, because normally the staff articulates several initiatives. At the inter-agency level, it is necessary that there be an interagency coordination instance in which integral approaches to problems that require comprehensive responses are discussed.
· In the same way, greater involvement with civil society partners should be achieved. CSOs should be accompanied by the gender staff for an effective skills transfer, but also, an articulated work dynamic should be encouraged among them. For this purpose, it is opportune select the CSOs that will accompany each intervention according to their expertise and geographic coverage. Afterwards, dynamics of articulation and complementarity between them must be aroused, including the formation between each other.
Management Response: [Added: 2018/12/24]
GEWE staff worked both mainstreaming and project interventions. Mainstreaming trainings has been conducted to implementing partners/CSOs. Future GEWE programmes will leverage lessons learnt from this project to effectively laid skill transfers programme to CSOs on gender mainstreaming.
Key Actions:
4. Recommendation:
· It is necessary to pay attention to the social sustainability of the advances promoted. In addition to working at a decision-making level, it is necessary to work with society to create conditions to accept the changes. The society must be prepared in advance for these expected changes. Communication for Development C4D strategies can be used. It is about using communication as a programmatic tool oriented to generate social and political support for the changes promoted. UNDP has issued Guidelines for this methodologic approach at a global level.
· Systematize experiences into a strategy of knowledge sharing, use to be a very useful strategy for identify what good practices are interesting and innovative and can be turned into knowledge products at country level, and how they complement each other.
· Systematizing experiences serves to multiply successful ones, but also to mobilize resources through demonstrating the capacity to produce changes. Communication actions with donors and with other cooperation agencies facilitates the visibility of achievements, inter-agency coordination, and resource mobilization.
Management Response: [Added: 2018/12/24]
· The project understands that C4D and social sustainability is key to success for every project. The project employed community capacity enhancement -Community Conversation tool (CCE) which was successful and resonated well with Somali communities. As stated in the project lessons learnt, CCE was effective way of approaching communities to bring about changes in knowledge, attitudes and practices regarding the theme of GBV and FGM. Through arousing reflection among the population, the communities addressed immediate and obvious changes that transform their daily lives. This experience has the capacity to be easily replicable and can produce multiplier effects in its near context.
In the future, GEWE programmes will continue to employ C4D and digital story-telling to advance gender equality and amplify the voices of women leaders, to focus their efforts and understanding around the gender equality and women empowerment agenda.
Key Actions: