- Evaluation Plan:
- 2018-2022, Moldova
- Evaluation Type:
- Final Project
- Planned End Date:
- 09/2018
- Completion Date:
- 09/2018
- Status:
- Completed
- Management Response:
- Yes
- Evaluation Budget(US $):
- 35,000
“Joint Action to Strengthen Human Rights in the Transnistrian Region of the Republic of Moldova”
| Document | Type | Language | Size | Status | Downloads |
|---|---|---|---|---|---|
 TERMS OF REFERENCE.pdf |
tor | English | 1764.49 KB | Posted | 1046 |
| Final Evaluation Report Joint UN HR Action TN.PDF |
report | English | 951.63 KB | Posted | 1339 |
| Management response_HR in TN.pdf |
related-document | English | 132.79 KB | Posted | 1082 |
| Title | “Joint Action to Strengthen Human Rights in the Transnistrian Region of the Republic of Moldova” | ||||||||
|---|---|---|---|---|---|---|---|---|---|
| Atlas Project Number: | 00078796 | ||||||||
| Evaluation Plan: | 2018-2022, Moldova | ||||||||
| Evaluation Type: | Final Project | ||||||||
| Status: | Completed | ||||||||
| Completion Date: | 09/2018 | ||||||||
| Planned End Date: | 09/2018 | ||||||||
| Management Response: | Yes | ||||||||
| Focus Area: |
|
||||||||
| Corporate Outcome and Output (UNDP Strategic Plan 2018-2021) |
|
||||||||
| SDG Goal |
|
||||||||
| SDG Target |
|
||||||||
| Evaluation Budget(US $): | 35,000 | ||||||||
| Source of Funding: | Project (donor) funds | ||||||||
| Evaluation Expenditure(US $): | 8,400 | ||||||||
| Joint Programme: | No | ||||||||
| Joint Evaluation: | Yes
|
||||||||
| Evaluation Team members: |
|
||||||||
| GEF Evaluation: | No | ||||||||
| Key Stakeholders: | |||||||||
| Countries: | MOLDOVA, REPUBLIC OF |
| Lessons | |
|---|---|
| Findings | |
| 1. | 3.1 RELEVANCE The project objectives and components are aligned with the priorities of the Moldovan government and de facto authorities of Transnistrian region of Moldova and were planned by the project team with sufficient justification, knowledge of the selected areas and the main stakeholders. The project is in line with the Sustainable Development Goals and reflects the commitments assumed in the UN – Republic of Moldova Partnership Framework 2013-2017 “Towards Unity in Action” and follows the recommendations of the Hammarberg report. Tag: Relevance Programme/Project Design Theory of Change Country Government UN Agencies Agenda 2030 |
| 2. | The United Nations – Republic of Moldova Partnership Framework 2013-2017 (UNPF) “Towards Unity in Action” expresses the collective determination of the Government of the Republic of Moldova and the UN to work together to enable Moldova to address major national development challenges and meet its international human rights (HR) commitments. Responding to a request from Government, it advances UN reform through greater unity in 14 UN action4. Outcome 1.3 of the UNPF supports effective promotion and protection of HR, gender equality and non-discrimination with particular focus on marginalized and vulnerable groups5. The UNPF Action Plan commits to follow up the key recommendations of the Hammarberg report. Tag: Relevance Gender Equality Human rights Health Sector HIV / AIDS Human and Financial resources Country Government UN Agencies |
| 3. | 3.1.2 Consistency between the project areas and the priorities put forward in the SDGs Tag: Gender Equality Human rights Justice system Health Sector Agenda 2030 |
| 4. | 3.1.3 Consistence and coherence of the project design and intervention logic Tag: Coherence Programme/Project Design UN Agencies Capacity Building Civil Societies and NGOs |
| 5. | Thus, the project targeted capacity strengthening interventions of both duty bearers, such as: representatives of ministries and state actors from Moldova and de facto authorities from TN region of Moldova dealing with the public health, social protection, internal affairs and penitentiary system to fulfil their obligations and of the right holders, such as: people with disabilities, victims of domestic/gender-based violence, PLWH etc. to claim their rights. Tag: Health Sector Theory of Change Capacity Building Institutional Strengthening |
| 6. | In terms of results-based approach (results’ chain), the project represents a complex in-wide rather than in-depth approach. It is outputs-based the results’ portfolio consisting of 15 outputs (component I – 5 outputs9, component II – 4 outputs and component III – 6 outputs). Components I and II do not have planned outcomes, while the component III has just three outcomes in six interventions areas (i.e. three other areas have outputs and any outcomes), but the progress reporting is still against outputs and implemented activities. Tag: Effectiveness Relevance Human rights Health Sector HIV / AIDS Donor |
| 7. | 3.2 EFFECTIVENESS EQ: To what extent did the Project reach the expected results? The following part of the report presents the findings of the final evaluation related to the effectiveness of the project in context of the results achieved. The findings are reflected both at the levels of objectives and outputs achieved accordingly to the evaluation questions. Before going into the evaluation findings and conclusions it is important to bear in mind the political context, sensitiveness of the human rights aspects for Transnistrian region of Moldova, and the constraints described above and observed by the evaluator during the field mission. The final evaluation reveals that the project was flexible and scored satisfactory on the effectiveness managing to reach majority of the expected results and targets with some exceptions described below and contributed to strengthening human rights aspects on the targeted areas in the Transnistrian region of Republic of Moldova and augmentation the cooperation between the main thematic actors both within the region and cross-river. Below is described the project fulfilment and are presented the key achievements generated by the actors and factors per each of the components.
Tag: Effectiveness Human rights |
| 8. | An analysis of the profile of the component reveals that it is outputs-based linked to the respective objectives and anchored to Transnistrian region of Moldova. Thus, the first objective has two inter-linked dimensions focused on: 1) de facto policy level and normative framework and 2) capacity development of the de facto decision makers. Both dimensions target development (policy and capacities) against benchmarks, i.e. international standards with regard to rights of PwDs. Tag: Effectiveness Human rights Disabilities Capacity Building |
| 9. | Objective 1: Support the transformation of the de facto policy and normative framework with regard to PwDs - with particular focus on women with disabilities - moving from segregation and institutionalization model to inclusive community-based model in line with the HRBA. Interviewed stakeholder, particularly the representatives of the de facto central and local authorities confirmed the openness for and usefulness of the capacity development interventions on the international standards with regard to rights of PwDs and best practice sharing with the countries from CIS region but also with the right bank of Nistru river. Although, as remarked some of them, the approached topics on PwDs were not brain new for them, they recognised that acquired knowledge, especially on CRPD, contributed to augmentation of their perceptions and believes on importance of the HRBA both in the policy making /regulatory framework and for mainstreaming it in the day-to-day life of the society. In the opinion of the evaluator, this represents one of the key changes at the perception level generated by the project interventions and should not be underestimated. Tag: Effectiveness Knowledge management Disabilities Capacity Building Women and gilrs |
| 10. | The study visit to Sodertalje (Sweden) of the representatives of the target group, incl. five de facto decision-makers from four Transnistrian localities helped them to learn about the legislation on and service provision to the PwDs. Some of them changed their perception. Thus, as remarked one of the interviewed stakeholders: “We have travelled in the future, got a lot of food for reflection and returned back home with inspiration and vision. Before the visit I was convinced that if you do not have sufficient money, you cannot implement consistent initiatives, but after the visit I figured out that even if you have little money, you still can and should do the best you can do”12. Therefore, evaluation revealed that there are some singular but positive cases when local public authorities from TN implemented some small scaled projects focused on PwDs such as installing of tactile tile and sound traffic light (Ribnita), Day Final evaluation showed that the project achieved this output and contributed to sensitisation and to increasing the competences of the de-facto authorities by transferring the knowledge and best practices sharing on international standards with regard to rights of PwDs. This represents an immediate positive effect and a starting point. Tag: Effectiveness Disabilities Vulnerable |
| 11. | Output 1.2: De facto normative framework reviewed and adjusted – to the furthest possible extent – in line with the international standards with regard to rights of PwDs (as amendments to de facto laws, regulations and/or as executive order, operational guides, etc) This output included two milestones: 1) Review of the de facto normative framework, which was manageable by the project and was achieved and 2) Adjustment of the de facto normative framework, which was out of control of the project and within the exclusive competence of the de facto authorities and which was not achieved. Tag: Effectiveness Disabilities Education Advocacy |
| 12. | Although the second output was not achieved, it is worth noting, that project contributed to generation of additional changes and recognitions related to aspects of PwDs. Thus, it was a premiere when Declaration of 2018 as Year of Equal Opportunities (with the focus on PwDs) by the de facto leader of the Transnistrian region. The Declaration was followed by a tailored Action Plan with the thematic activities, implementation time schedule, responsible bodies etc. Although it is premature to conclude to what extent the Action Plan was implemented because the 2018 is not finished yet, this represents a qualitative indicator of sensitiveness of the TN de facto authorities towards the aspects of PwDs and a positive example of A distinct policy level initiative which happened as a side effect of the project is the unilateral recognition (April 2018) and ratification (June 2018) of the CRPD by the de-facto Supreme Council of TN region. This is not going to create effects on the international level, because TN region is part of Moldova and it is not recognised as international subject, but it represents another qualitative indicator of HRBA on PwDs and affirms commitment of the de facto authorities to follow the international norms on PwDs. Tag: Effectiveness Country Government Disabilities Vulnerable |
| 13. | Objective 2: Empower organizations of PwDs and local communities to develop access to specialized and mainstream services to persons with all types of disabilities by developing their design and delivery modalities, and by promoting measures that will increase availability and affordability, and thus developing a rights- and community-based model to addressing the needs and rights of women/girls & men/boys with disabilities.
Tag: Effectiveness Human rights Disabilities Capacity Building Civil Societies and NGOs |
| 14. | However, creation of the platform represents an important step forward and was remarked by the consulted stakeholders – members of Platform. Thus, some of them affirmed that due Platform, they can voice up their concerns, visions and opinion. It is a way to get them out from their houses and day-to-day routine and set up links and networking between the people with the same issues and aspiration. As highlighted one PwDs: “It is important for me to come to events of the Platform, because I am getting convinced that I am not just a person who generates compassion and needs help from the society, I can be useful for society and to help others, as well”17. All of them agreed that Platform is still week and needs capacity development support to increase its functionality, in terms of planning, communication, decision making etc. Tag: Effectiveness Harmonization Disabilities Capacity Building Vulnerable |
| 15. | Output 2.2: Women & men, as well as children with disabilities from the pilot one-two communities have access to a range of inclusive CRPD-compliant community services. Tag: Disabilities Jobs and Livelihoods Capacity Building Private Sector Women and gilrs Youth |
| 16. | Objective 3: Promote attitude changes at different levels of society through awareness raising, while promoting supportive and empowering attitudes. Both the Objective and the Output are extremely ambitious, as such kind of transformations need consistent efforts and coherent involvement and are difficult to be assessed with the accuracy to what extent the awareness was raised and the attitude has been changed. This was expressly confirmed by media specialists and journalists consulted during the triangulation process undertaken by evaluator20. Usually, it takes a long period of time, such as several years and sometimes even decade/s to accomplish those changes, if to be judged accordingly to the qualitative indicators, not just quantitative once. Tag: Effectiveness Human rights Capacity Building Institutional Strengthening |
| 17. | However, evaluation remarks that the project put efforts consisting of thematic trainings and informational events to raise public awareness of PwDs, representatives of NGOs, in-field specialists on the HR aspects, international HR standards, with the special focus on rights of PwDs, and SDGs from the perspective of rights of PwDs. Accordingly, to the desk review findings around 210 women and 160 men with a wide geographical representation (circa 57 localities from the whole Moldovan territory), have been informed on the rights of PwDs and supported in development of their capacities on advocacy and networking. Out of these, more than 190 PwDs (incl. 114 women), many of whom for the first time, have been informed on their rights and had the chance to interact with peers and representatives of NGOs from the both banks. In order to increase the visibility and its outreach, the component implementing agency (OHCHR) has launched a Facebook (FB) page in 201721. At the moment of the evaluation report writing, there are 409 followers of the FB page. The field mission consultations show that the project have actively interacted with local and regional mass media outlets through the press clubs, trainings, Human Rights Media Academy which: 1) increased their knowledge on PwDs issues, 2) promoted human stories of PwDs and 3) published/broadcasted about 190 different materials on this subject. Tag: Effectiveness Relevance Gender-Based Violence Disabilities Advocacy Capacity Building Women and gilrs |
| 18. | It worth mentioning, that the interventions within this component have been adjusted mainly due to the changed context during the project implementation, which shows the project flexibility. Thus, some activities under the objectives two and four related to the study visits for strengthening the capacities of local professionals and implementing an awareness campaign, were adjusted to better meet the local needs and the savings were redirected to construction works of the Shelter. Please see below the achievements of the project within this component. Tag: Effectiveness Project and Programme management Capacity Building |
| 19. | Objective 1: Provide support in the establishment, institutionalization and functioning of a more complex social reintegration / rehabilitation service, incl. the establishment of a shelter for the victims of violence and HT and two regional hubs. Output 1.1: The new created services help the women – victims of DV and/or HT and their children, to break the wheel of violence. Tag: Effectiveness Gender-Based Violence Capacity Building Vulnerable Women and gilrs Youth |
| 20. | Another relevant topic was work with the aggressors of DV. This group also was not targeted by the project, but it represents the main source of DV. Again, field mission consultations revealed that hubs and Shelter occasionally interacted with them, but on ad-hoc basis and such examples are singular. The issue is that if local service providers are ready to work more proactively with the children, but recognize and require additional capacity strengthening support, none of them are willing to work with the aggressors, mentioning that it requires completely different approach, much more involvement of the de facto public authorities especially police units and the legal framework should be appropriate. Therefore, this topic is pending, although all agreed that ideally would be to have a separate actor on this. Tag: Effectiveness Gender-Based Violence Women's Empowerment Jobs and Livelihoods Capacity Building Women and gilrs |
| 21. | With the contribution of the three institutionalised services 88 women managed to start their lives again, 72 left or are leaving the aggressor and another 16 divorced or are divorcing. More than 120 victims managed to re-enforce their rights, particularly when it comes to property rights, the restoration of parental rights, receiving social payments, obtaining ID cards for them and their children, being also assisted to address to the police department on the facts of the violence from the intimate partner. According to data presented by service providers, Tag: Challenges Effectiveness Gender-Based Violence Human rights Women and gilrs |
| 22. | Objective 2: Strengthen the capacity of key service delivery partners to promote and protect women's rights to life free from violence and those of the victims of the HT. These commitments represented one of the key priorities and main preconditions for securing successful service delivery. As mentioned, the teams of the hubs and shelter benefitted of tailored capacity development support after the preliminary needs assessment. Thus, for instance social workers on how to work with services’ beneficiaries and psychologists on to work with victims of DV. The comparative analysis of the pre and post training questionnaires revealed the increased level of understanding by the participants of the phenomena of DV and HT and the high degree of satisfaction with the gained knowledge in line with the taught topics. As remarked psychologists, social assistants, and lawyers consulted during the evaluation, the two-week internship in the Drochia Maternal Centre and Drochia Centre for Assisting Perpetrators, proved to be helpful in terms of learning, inspiration and motivation27. A set of regulations & guidelines and case management documents in risk assessment, case evaluation were developed, which are important for increasing functionality of the entities. Given the fact that the capacity building interventions on topics of HR represented a premiere during the last six years in the region, the current capacity building opportunities for the HR promoting organizations is important. However, as mentioned above a lot still should be done to continue strengthening the existing capacities of the CSOs to struggle against DV, to work with children victims of DV, to approach aggressors, to strengthen cooperation on victims’ identification and protection and other actions. Tag: Effectiveness Gender-Based Violence Capacity Building Civil Societies and NGOs Women and gilrs |
| 23. | Objective 3: Contribute to a sustainable reintegration / empowerment of vulnerable women, including victims of DV in the labor market, through the regional hubs. The equipped regional hubs are able to help the victims to find a decent workplace and are were enabled to provide professional orientation services to their beneficiaries, pay for vocational courses and, eventually – offer scholarships. The resources were used to help the victims find a job and or co-finance the salary for the first three months.
Tag: Effectiveness Women's Empowerment Jobs and Livelihoods Capacity Building Women and gilrs |
| 24. | Objective 4: Raise public awareness to support prevention and disclosure of DV and HT instances. Tag: Effectiveness Gender-Based Violence Monitoring and Evaluation Programme/Project Design Donor Civil Societies and NGOs |
| 25. | Component III: Improving prevention, treatment and care services for PLHIV, PWIDs and people in prisons. The profile of the project component III, as reflected in the Table 5 below, includes three outcomes and six thematic outputs. Three outputs are not linked neither to objectives nor to outcomes but are relevant to the targeted thematic area. An analysis of the profile shows that the component is mostly outputs-based, although has three outcomes focused on policy reviewing (Outcome 3); Improving capacity of NGOs and adequate normative framework (Outcome 4), as well as Stigma and discrimination decreasing. Three out of six outputs are focused on increasing access of the targeted beneficiaries, while one is on HR and gender mainstreaming; other one is on increasing participation in the referral process and one is on reducing HIV and drug dependency. Tag: Effectiveness Health Sector HIV / AIDS Capacity Building Civil Societies and NGOs |
| 26. | Output 1.1: Increased access to comprehensive package of services for PWIDs, including drug dependency in community. Tag: Effectiveness Disabilities Education Capacity Building Vulnerable |
| 27. | Output 2.1: Increased access to HIV services for 2000 prisoners. As the result of the assessment undertook by the international expert, the major challenges related to comprehensive package of services to HIV in TN prisons were identified and analyzed. The data was gathered through the desk reviewed and interactive field data collection. It worth noting that, the project had a limitation in data collection, because it could not gather full relevant and accurate date from the inmates. The statistical data was provided on partially basis by the de facto authorities. However, the initiative helped to identify seven priority areas for future interventions. Tailored recommendations for adjustment of the normative framework32 were also formulated. The assessment report, produced in Eng and Ru, was presented to and discussed with the de facto authorities. Tag: Challenges Effectiveness Health Sector HIV / AIDS |
| 28. | The project was expected to integrate HIV and TB services, which would be for all inmates to create access of NGOs to prisons to ensure peer counseling and informative sessions for the inmates and to scale up needle syringe and exchange program in prisons. However, as mentioned, it was not possible to be implemented despite the efforts of the implementing partners. Therefore, the approach was mixed up and the project stakeholders benefitted of two thematic best practice sharing to study visits. The first one was to Olaine prison in Latvia and beneficiaries both prison and NGO specialists learned the Latvian experience in running Therapeutic Community and probation services. Tag: Challenges Effectiveness Health Sector HIV / AIDS Civil Societies and NGOs |
| 29. | Outcome 3: Existent HIV programming policies are HR based and gender sensitive, including M&E frameworks and budgets. Tag: Effectiveness Sustainability Human rights HIV / AIDS Monitoring and Evaluation Programme/Project Design |
| 30. | However, it worth mentioning that as the results of the project interventions, e.g. thematic workshops and working meetings, about 30 envisaged actors from TN region, guided by the experts from the both banks of the river, developed a road map/working plan on sustainability (2018-2020). The policy document establishes also the financial flow and financial sources both domestic ones and from the development partners. Meanwhile, the working plan of the Moldovan authorities on the right bank was adjusted as results of the collective efforts of about 30 state and non-state specialists. Among other related aspects such as legal, structural, institutional and managerial, the document contains the Government financial commitments to support the implementation of the policy. Tag: Effectiveness Gender Equality HIV / AIDS Capacity Building |
| 31. | Outcome 4: Improved capacities of NGOs to provide HIV testing and normative framework ensured for the service. Tag: Effectiveness HIV / AIDS Capacity Building Civil Societies and NGOs |
| 32. | Output 5.1: LEAs participate in referral process of vulnerable groups of harm reduction. Tag: Effectiveness HIV / AIDS Country Government Civil Societies and NGOs |
| 33. | Outcome 6: Stigma and discrimination of the PLWH decreased. Tag: Effectiveness HIV / AIDS Inequalities |
| 34. | It worth also noting the four informative campaigns43 delivered in a participative manner by the project with 18 CSO partners and line public authorities, which accordingly to the progress report (with not sufficient evidences and means for verification) has reached about 60,000 persons. Regardless of the accuracy of estimated reached audience, the evaluation remarked that project was active and publically visible. It delivered a wide range of interventions to inform, sensitize and increase awareness on HIV. The interventions consisted of: online pressconference; safe route actions; round tables; workshops, essay contest; visual adds, dance shows; flash mobs; HIV testing, Red Ribbon Gala Awards; TV and radio reportages etc. All the mentioned actions lead to conclusion that project managed to put together key state and nonstate actors as well as media outlets from the both banks in its efforts which represents an important key success factor and inclusive development aspect, which should be remarked and encouraged in future similar initiatives. Tag: Effectiveness HIV / AIDS Communication |
| 35. | 3.3 EFFICIENCY EQ: How well was the availability and use of inputs and resources managed by implementing agencies? Is the project cost-effective, i.e. could the expected results have been achieved at lower cost through adopting a different approach or using alternative delivery mechanisms? The cost-effectiveness was examined in terms of the overall project costs and the major project activities. The final evaluation findings show that the expertise, material and financial resources were invested in the project (human resources, capacity building interventions, researches, public campaigns, etc.) adequately and mostly sufficiently (with some exceptions e.g. related to renovations in component II and equipment procurements in component III) in terms of reaching the planned results of the evaluated project. Tag: Efficiency Human and Financial resources Operational Efficiency Project and Programme management |
| 36. | It worth underlining that the timeliness of the project implementation was pretty much affected by the so called elections in the Transnistrian region of Moldova. It is especially valid in the case of interventions of the component III and, occasionally, component II, which were linked to the de facto authorities. This factor shifted project implementation sometimes up to 8 months. The project was in a situation to intensify significantly its efforts and to crowd the activities in its attempt to meet the deadlines, e.g. in the component III two international study visits was organized and undertaken in the very last month of the project, i.e. June 2018.
Tag: Effectiveness Efficiency Project and Programme management Capacity Building |
| 37. | The second questionable approach from the efficiency point of view is the mobile teams created under the component II. They were planned and undertook periodical field visits in the localities from the targeted areas. Evaluator concluded that the idea behind the mobile team is noble – to reach out the victims from the rural and deprived areas. However, the solution is not the most efficient, because the frequency of the 35 field visits in 20 localities during project duration means 1,7 times per locality in two years, which is in the best way once per year. This is not either efficient not effective having in mind the nr of potential beneficiaries from the visited localities, frequency of the domestic violence and the fact (confirmed by the providers) that victims need systematic support. Again, please consult the Recommendations part of the report for a possible solution. Nevertheless, the consultant concluded that the project has performed mostly well in achieving results in a cost-effective manner. Resources were used as planed with some adjustments and the evaluation did not find any alternative solutions (except the two suggested in the Recommendations), which could be provided at fewer expenses and greater sustainability and, which would be more economical for the project. Tag: Efficiency Human and Financial resources Operational Efficiency Project and Programme management |
| 38. | EQ: What measures have been taken during planning and implementation to ensure that the project is smoothly implemented?
Tag: Effectiveness Efficiency Monitoring and Evaluation Programme/Project Design Project and Programme management |
| 39. | 3.4 SUSTAINABILITY Tag: Sustainability UN Agencies Disabilities Capacity Building |
| 40. | The second positive example when the project influenced policy making and budget allocations about 40,000 USD per year is related to the procurement of the means for HIV Tag: Sustainability Communication Human and Financial resources Oversight Disabilities Capacity Building |
| 41. | Financial sustainability of the project achievements in Transnistrian region of Moldova is generally weak. Established entities and leading local actors almost have no diversified financial sources and are highly dependent on the external support. One of the few exceptions is the Resonance Center, who is managing the Shelter and has some other financial sources coming from the different projects as direct financing. Entities are not able to cover operational costs and there are no sustainability development plans (except the one on HIV/AIDS mentioned below). As remarked interviewed stakeholders the paid services or membership fees (in the case of Platform) are not viable solutions given the context and the nature of the interventions.
Tag: Sustainability Human and Financial resources |
| 42. | Environmental sustainability was not specifically targeted by the project as the project was designed as mostly non-environmental linked intervention. Therefore, the final evaluation did not remark any actions, which would produce harm or affect the environment, on contrary the medical waste management equipment represents an example of environment protection action. Tag: Waste management Sustainability |
| Recommendations | |
|---|---|
| 1 | Improve project design aspects in the next phase |
| 2 | Mainstream RBM approach through the project lifecycle and strengthen monitoring, data collection and reporting |
| 3 | Use comprehensive and coherent approach towards capacity development |
| 4 | Develop and implement a Lobby & Advocacy Plan regarding HR policy and de facto normative framework |
| 5 | Support blogging as awareness raising and HR culture development initiative |
| 6 | Mainstream uncompleted and still relevant commitments in the next joint action |
| 7 | Use blended format of Delivery as One and include a Program Manager position |
1. Recommendation:
Improve project design aspects in the next phase
Management Response: [Added: 2018/10/18] [Last Updated: 2021/01/10]
The CO dedicates sufficient time and resource for the adequate planning and design of the next phase of Joint Action in TN proposal
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| 1.1 Hire an Individual Consultant to work with all involved UN Agencies to develop a coherent logic of intervention and assessment in the next phase of Joint Action in TN
[Added: 2018/10/18] [Last Updated: 2018/11/29] |
UNDP CO / IG Cluster | 2018/12 | Completed | 29.11.2018 - The individual consultant has completed the assignment. Project Document for the next phase of Joint action in TN was developed in consultation with all UN Agencies involved. History |
2. Recommendation:
Mainstream RBM approach through the project lifecycle and strengthen monitoring, data collection and reporting
Management Response: [Added: 2018/10/18] [Last Updated: 2021/01/10]
RBM is an important element of all UN interventions and will be better tailored into future initiatives
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| 2.1. Hire a Programme Manager to be in charge of overall coordination and compliant results-based program management
[Added: 2018/10/18] [Last Updated: 2021/12/06] |
UNDP CO / IG Cluster | 2021/12 | Completed | The Programme Manager to be in charge of overall coordination and compliant results-based program management was hired . History | |
| 2.2. Provide capacity development on RBM to the local partners in the next phase of Joint Action in TN proposal
[Added: 2018/10/18] [Last Updated: 2021/12/06] |
UNDP CO / IG Cluster | 2021/12 | Completed | The One UN JA has responded to this recommendation by including RBM into the curricula of the institutional capacity development activity. One of the webinars was focused specifically on RBM (??????????, ??????????????? ?? ?????????? ??????????). History | |
| 2.3. Develop a detailed plan for monitoring, use monitoring templates, collect data and report against performance indicators in the next phase of Joint Action in TN
[Added: 2018/10/18] [Last Updated: 2021/12/06] |
UNDP CO/IG Cluster | 2021/12 | Completed | The Programme’s Document included a draft Monitoring and Evaluation Plan. It was envisaged that following the initiation of the Programme’s activity this document will be finalized in a consultative and inclusive manner, with the participation of the representatives of all of the implementing UN agencies. Accordingly, in November 2019 a workshop for the development of the Programme’s Monitoring and Evaluation Plan was organized. It resulted in significant revision of the Programme’s indicators, based on the Programme’s initial assessments and activities. It is worth mentioning that M&E plan was revised through mobilization of the internal UN resources and with the assistance of the UNCT M&E Group to conduct this exercise. History |
3. Recommendation:
Use comprehensive and coherent approach towards capacity development
Management Response: [Added: 2018/10/18] [Last Updated: 2021/01/10]
Develop a complex approach towards capacity development of CSOs and other stakeholders within the next phase of Joint Action in TN proposal, in terms of planning, managing, assessing and reporting
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| 3.1. Elaborate a joint action plan for the capacity development of CSOs from both banks in the next phase of Joint Action in TN
[Added: 2018/10/18] [Last Updated: 2021/12/06] |
UNDP CO / IG Cluster | 2021/12 | Completed | A joint activity plan was elaborated and updated every 6 months. In includes not only capacity building activities, but also major communication or advocacy events. Additionally, the Programme Manager organizes Monthly Coordination meetings with the participation of all UN implementing agencies, where future plans for the month are discussed and coordinated. History | |
| 3.2. Develop pre- and post- intervention assessment tools, after the capacity development events, in the next phase of Joint Action in TN
[Added: 2018/10/18] [Last Updated: 2021/12/06] |
UNDP CO / IG Cluster | 2021/12 | Completed | Based on the internal capacity assessment conducted in the previous phase of the Programme, the process of strengthening of the Platform’s (SCDP) members was initiated. However, each component, containing capacity development elements envisages both pre- and post-intervention tools. For example, the institutional capacities of the members of the SCDP were assessed in February 2020 and based on the results of this assessment the curricula for the webinars was developed. After each phase a post assessment is conducted and the curricula is adjusted, while the progresses registered by the members are reflected in the Programmes indicators table. Another example is the HRs capacity development component for representatives of the vulnerable groups. Pre- and post-assessment was conducted here too. Moreover, only those who passed the test following the initial training phases, were admitted to the next phase of ToT. History |
4. Recommendation:
Develop and implement a Lobby & Advocacy Plan regarding HR policy and de facto normative framework
Management Response: [Added: 2018/10/18] [Last Updated: 2021/01/10]
Given the sensitivity of advocating for policy and regulatory changes in the Transnistria region, UN agencies will carefully examine and select areas where such changes can be promoted, mainly through capacitating civil society to advocate for alignment of frameworks to the international human rights standards in the field
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| 4.1. Develop a human rights framework for the implementation of Thomas Hammarberg and other UN recommendations
[Added: 2018/10/18] [Last Updated: 2021/12/06] |
UNDP CO / IG Cluster | 2021/12 | Completed | The process of development of human rights framework for the TN region is initiated. An intersectorial working group was established, though this process is very cumbersome and the de facto structures were reluctant to include in this group the representatives of civil society. However, following the advocacy efforts of the Programme a mechanism was agreed upon and the first meeting of the group should take place in early 2022. In preparation of this event, the Programme has capacitated the designated members in the area of HRs and international standards in the area of HRs. Various support, including examples of HRs frameworks developed by other countries were also provided to the de facto structures. History | |
| 4.2. Capacitate civil society from Transnistrian region to advocate for the alignment of the de-facto regulatory framework to the international human rights standards
[Added: 2018/10/18] [Last Updated: 2021/12/06] |
UNDP CO / IG Cluster | 2021/12 | Completed | The Programme is supporting the institutional capacity not only of members of the SCDP, but of the Platform itself. Three working groups were created – Advocacy, Adjustment of the normative framework, and Social Services. The members of the working groups are working on the adjustment of the de facto normative framework in various sectors, including in the area of non-discrimination of PwDs, PLWH, Roma. The most recent proposals made were related to the changing of terminology and approach towards determination of disability. Already are approved amendments to the de facto normative framework related to the exclusion of discriminatory provisions targeting PLWH in the area of employment, child adoption etc. History |
5. Recommendation:
Support blogging as awareness raising and HR culture development initiative
Management Response: [Added: 2018/10/18] [Last Updated: 2021/01/10]
Identify funds to implement project to enhance the human rights culture in the Transnistrian region
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| 5.1. Implement activities oriented towards creating a human rights culture for addressing human rights in the media and in the society at large along with increasing the capacities of the duty bearers to protect, respect and fulfill human rights in the region
[Added: 2018/10/18] [Last Updated: 2021/12/06] |
UNDP CO / IG Cluster | 2021/12 | Completed | Programme’s reports describe under the “Component 3. Enhanced human rights culture in the Transnistrian region” the entire range of activities of the Programme oriented towards creating a human rights culture, as well as under the “Component 2: Increased capacities of duty bearers to fulfil their human rights obligations” focusing on the increasing the capacities of the duty-bearers. History |
6. Recommendation:
Mainstream uncompleted and still relevant commitments in the next joint action
Management Response: [Added: 2018/10/18] [Last Updated: 2021/01/10]
Future interventions of UN agencies in the field of human rights in Transnistria region will ensure full functionality of the previous interventions
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| 6.1. Conduct a needs assessment of unfinalized commitments from the current phase of the Joint Action in TN
[Added: 2018/10/18] [Last Updated: 2020/03/02] |
UNDP CO / IG Cluster | 2020/02 | Completed | A series of articles have been produced by the Programme Communication Consultant, publicizing results of previous phase of the HR Joint Action in TN region. As a result, over 20 appearances were published in media of the both banks of Nistru River (ex. (1) http://tvrmoldova.md/social/istorii-de-succes-tiraspoleanul-vitalii-slipcenco-transforma-mediul-in-care-traieste-in-unul-accesibil-persoanelor-cu-dizabilitati/?fbclid=IwAR3OfwWZ0BzMcmjMD0d-i0ySOJag5HoOIDRWNt9wtxDp-dK1Wiai1REDfCc ; (2) https://diez.md/2019/12/24/evghenii-verbanov-un-tata-din-stanga-nistrului-a-creat-o-organizatie-prin-care-face-auzite-vocile-persoanelor-cu-dizabilitate-severa/) Also, institutional capacity assessment of the Sustainable Community Development Platform members is in being conducted by a dedicated consultant, as per attached methodology. History |
7. Recommendation:
Use blended format of Delivery as One and include a Program Manager position
Management Response: [Added: 2018/10/18] [Last Updated: 2021/01/10]
The next phase of Joint Action in TN will follow Delivering as One approach thus aiming to enhance the coherence, efficiency and effectiveness
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| 7.1 Apply a cross-component approach in the next phase of the Joint Action in TN, ensuring that all involved UN agencies jointly contribute to the achievement of project objectives by building on their respective mandates, operational capacities and competency areas
[Added: 2018/10/18] [Last Updated: 2021/12/06] |
UNDP CO / IG Cluster | 2021/12 | Completed | Throughout the implementation period of the Programme the cooperation continued, in both identifying the synergies with UN implementing agencies in human rights mainstreaming to activities and projects conducted by Platform’s members and developing the capacities of its members. The Programme’s cooperation does not include only UN agencies, which are involved in the implementation of the One UN JA. For example, the capacity building activities for vulnerable women focusing on gender issues were organised with the involvement of colleagues from UN Women country office. The Programme has established working relations and identified synergies with other projects and programmes implemented in the Transnistrian region, mainly with projects in the area of confidence building, implemented by UNDP, but not only. One example of is the project “Gender Based Violence Cooperation Across the Nistru river”, funded by the UK Embassy/CSSF and implemented by IOM. This resulted in participation of projects’ beneficiaries in Programme’s activities and vice versa, as well as in provision by the Programme Manager of advice on HRBA and vulnerability aspects of the respective projects. Additionally, the Programme is actively cooperating with OSCE in the area of institutional and general capacity building for CSOs and duty-bearers and a working group was established in this respect, which meets on a regular basis. This ensured that there is no overlap in capacity building activities implemented by the respective international organisations. History | |
| 7.2 Include a Programme Manager position in the next phase of Joint Action in TN project proposal to ensure overall coordination, and compliant results-based program management, close monitoring and evaluation of program’s progress, observance of procedures, transparency and efficient use of funds
[Added: 2018/10/18] [Last Updated: 2021/12/06] |
UNDP CO / IG Cluster | 2021/12 | Completed | A Programme Manager was hired in the new phase of Joint Action in TN project proposal to ensure overall coordination, and compliant results-based program management, close monitoring and evaluation of programs progress, observance of procedures, transparency and efficient use of funds. History |