End of Project: Gender Equality and Women's Empowerment

Report Cover Image
Evaluation Plan:
2018-2020, Somalia
Evaluation Type:
Final Project
Planned End Date:
Completion Date:
Management Response:
Evaluation Budget(US $):


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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
Focus Area:
  • 1. Others
Corporate Outcome and Output (UNDP Strategic Plan 2018-2021)
  • 1. Output 1.6.1 Country-led measures accelerated to advance gender equality and women’s empowerment
  • 2. Output 2.6.1 Capacities strengthened to raise awareness on and undertake legal, policy and institutional reforms to fight structural barriers to women’s empowerment
  • 3. Output 3.6.1 Energy access re-established for crisis-affected populations, with a focus on gender-sensitive, risk-informed and sustainable recovery
SDG Goal
  • Goal 5. Achieve gender equality and empower all women and girls
SDG Target
  • 5.5 Ensure women’s full and effective participation and equal opportunities for leadership at all levels of decision-making in political, economic and public life
Evaluation Budget(US $): 51,000
Source of Funding: Project
Evaluation Expenditure(US $): 51,000
Joint Programme: No
Joint Evaluation: No
Evaluation Team members:
Name Title Nationality
Fernando Jambrina Rodriguez External Evaluation Leader
GEF Evaluation: No
Key Stakeholders: Government of Somalia
Countries: SOMALIA
  •      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.

·         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


·         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.


·         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.

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