“Joint Action to Strengthen Human Rights in the Transnistrian Region of the Republic of Moldova”

Report Cover Image
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

Share

Document Type Language Size Status Downloads
Download document TERMS OF REFERENCE.pdf tor English 1764.49 KB Posted 565
Download document Final Evaluation Report Joint UN HR Action TN.PDF report English 951.63 KB Posted 823
Download document Management response_HR in TN.pdf related-document English 132.79 KB Posted 597
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
UNDP Signature Solution:
  • 1. Governance
Corporate Outcome and Output (UNDP Strategic Plan 2018-2021)
  • 1. Output 1.1.2 Marginalised groups, particularly the poor, women, people with disabilities and displaced are empowered to gain universal access to basic services and financial and non-financial assets to build productive capacities and benefit from sustainable livelihoods and jobs
SDG Goal
  • Goal 16. Promote peaceful and inclusive societies for sustainable development, provide access to justice for all and build effective, accountable and inclusive institutions at all levels
SDG Target
  • 16.3 Promote the rule of law at the national and international levels and ensure equal access to justice for all
  • 16.6 Develop effective, accountable and transparent institutions at all levels
Evaluation Budget(US $): 35,000
Source of Funding: Project (donor) funds
Evaluation Expenditure(US $): 8,400
Joint Programme: No
Joint Evaluation: Yes
  • Joint with UN Agencies
  • Joint with OHCHR; UNAIDS / UNODC
Evaluation Team members:
Name Title Email Nationality
Gheorghe Caraseni Evaluator gheorghecaraseni@gmail.com
GEF Evaluation: No
Key Stakeholders:
Countries: MOLDOVA, REPUBLIC OF
Lessons
Findings
1.

3.1 RELEVANCE
3.1.1 Consistency between the project components and the national priorities

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
The Joint Action to Strengthen Human Rights in the Transnistrian Region of the Republic of Moldova Project is in line with the Sustainable Development Goals (SDGs) and its intervention areas are aiming to advance Moldova’s progress towards the achievement of the SDG: # 3 (Good Health and Well-being - Ensure healthy lives & promote well-being for all at all ages); # 5 (Gender Equality - Achieve gender equality and empower all women and girls), and # 16 (Peace, Justice and Strong Institutions - Promote peaceful and inclusive societies for sustainable development, provide access to justice for all and build effective, accountable and inclusive institutions at all levels)8.


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
Before assessing the design and logic of intervention, it’s worth noting that the project represents a multi-stakeholder and a complex intervention, which involves several
international, national and local actors, such as: UN Agencies, line ministries and state actors, of the Republic of Moldova, de facto authorities of the TN region of Moldova, media outlets
and civil society organizations from the both banks of the Nistru river in the targeted areas.


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.
The outputs are mostly qualitative, such as: Improved capacities…, Public awareness raised…, De facto normative framework reviewed and adjusted…; while the performance indicators included in the project log-frame are mostly quantitative expressed in nr. of… The qualitative indicators, such as: functionality of the entities, transformative potential of the policy  adjustments, receptiveness and participation, satisfaction level, perceptions changed, knowledge acquired, skills developed, behaviours changed etc. are missing from the log-frame, although some of them, such as: knowledge acquired by participants are reflected occasionally in the progress reports. The project was designed to be implemented through the UN Multi-Donor Trust Fund being framed around three inter-linked components (rights of persons with disabilities, women in vulnerable situations, and HIV/AIDS) being led by Office of the High Commissioner for Human Rights, UNDP, and UNAIDS/UNODC.


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.
Output 1.1: De facto authorities of central and local level, ombudsperson's office, other specialized de facto authorities and institutions trained and capacitated on international standards with regard to rights of PwDs.

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
Center for children with disabilities (Dubasari).

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.
However, thinking out of the box and following to what extent the duty bearers use those increased competences to make the difference in the real life of the communities and TN society and to generate tangible changes at the policy and grass-roots levels, it can be concluded that they encounter numerous bottlenecks and impediments, which requires additional consistent and coherent efforts and resources both from the development partners and from the de facto decision makers.


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
contribution of the project, which is commended by the evaluator.

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.
Output 2.1: Organizations of women & men with disabilities empowered to take action in protection and advancement of non-discrimination and their fundamental HR as per the international standards and establish close collaboration with the similar organizations from the right bank of the Nistru River.

This output achieved its targets based on the set of three indicators as reflected above in the Table 2. Thus, about 24 thematic entities NGOs and initiative groups from the targeted project sites benefitted of the functional and thematic capacity development support and have been involved in the local and cross-river activities and partnerships, which proves the partnership and the cross-river cooperation boosted by the project.

 


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.
The assessment of existing services for PwDs in the Transnistrian region of Moldova and consultations with representatives of NGOs working with PwDs in the region, resulted in selection of the three community services to be provided, particularly: legal assistance and psychological support and assisted employment. Interviewed stakeholders confirmed that all three good experience sharing study visits18 organised on the right bank were useful as they provided relevant and applicable for TN context examples of effective social services provision for PwDs at the local level. Stakeholders also highlighted that during the visits they not just have learned new thematic topics, but also observed the service provision process and interacted with the providers.
 


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.
Output 3.1: Raised awareness among broader range of opinion and decision-makers (de facto MPs, local authorities, media, etc.) and wider society about the rights-based concept of disability.

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.
This objective and the output is pretty closed to be achieved. Thus, the project established and functionally capacitated two regional hubs in Grigoriopol and Slobozia, which run regularly the full package of services for the planned beneficiaries. As for the Shelter in Tiraspol, it was established (and functionally capacitated) in a temporary premise, because the construction works took more time and financial resources than anticipated and it is expected that by the end of October the Shelter will move into the newly renovated premises.
 


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,
about 200 women were socially integrated. The findings of the field mission interviews and data base checks show that one of the hubs have sometimes has a challenge with the double counting of the beneficiaries. This issue is pretty common for entities which deliver complex services, because a person is benefitting of a few services (e.g. legal advice and psychological assistance) and each specialist counts her for the service provided. This aspect does not undermine or diminish the project achievements and contribution, but needs to be tackled because it generates some difficulties and inaccuracies in reflecting and assessing the project performance.


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.
Output 2.1: Increased number of professionals contribute to diminish the consequences of domestic violence and HT phenomena.

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.
Output 3.1: Created opportunities are in line with the victims’ needs and contributes to their economic empowerment.

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.
The evaluation findings resulted from the desk review and field data collection show that opportunities generated by the project interventions are in line with the victims’ needs and contributes to their personal and economic empowerment.

 


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.
Output 4.1: Public awareness raised to support prevention/disclosure of DV and HT cases.

Similar situation to the Objective 3 of the Component 1 and, again, as mentioned, such kind of transformations need much more consistent efforts and coherent involvement and are difficult to be assessed with the accuracy to what extent the awareness was raised not just the audience was informed as the result of the informational materials or face-to face information during the mobile teams visits. In this case this subcomponent even cannot be measured, because the initial approach has been changed by the project team with the donor approval and informing population and awareness raising was planned to be done by the mobile teams of the regional hubs during the field visits29.
 


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.
Assessing this output through the existing sets of indicators it can be concluded that it was mostly achieved even if it started with almost one-year delay due to the election of the de facto authorities. Thus, with the project support 11 TN specialists30 had enhanced their competencies, particularly knowledge on drug dependency treatment while ensuring HIV/AIDS prophylaxis
for PWUDs as the result of the study visit to Minsk (Belarus).
 


Tag: Effectiveness Disabilities Education Capacity Building Vulnerable

27.

Output 2.1: Increased access to HIV services for 2000 prisoners.
Achievement of this output turned to be sensitive and some targets were achieved, while some of them were not possible to be achieved due to their sensitiveness and resistance of the de facto authorities of Transnistrian region.

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.
Output 3.1: HR and gender mainstreamed into HIV normative framework on both banks.

This output was not achieved as initially planned, despite the fact that the project delivered all key scheduled activities. Similar to the Component I, the project reached the first milestone, which was mostly under its control, and reviewed the framework, but things got blocked while trying to reach the second milestone, which was out of control of the project and was fully due to the de facto authorities.


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.
Output 4.1: Increased access to communitarian testing of most at risk populations.

The project scored well within this subcomponent judging through existing indicators. Thus, as a result of a capacity development course consisting of four trainings 85 medical specialists and NGO representatives increased their competencies in providing qualitative services of HIV testing and treatment according to the new HIV Clinical Protocols and testing guidelines approved in 2018. The initially planned study visit to Lithuania on communitarian testing was assessed as not relevant anymore, because it was already consolidated on the both banks of river and Moldova, become one of the best in this thematic area in Eastern Europe and Central Asia.


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.
The findings lead to conclusion that the project performed well on this subcomponent. Thus, about 50 police officers and 10 CSO representatives from the both banks increased their competences following the study visit to Vienna (Austria) and UNODC thematic training modules tailored to the context of each project site, i.e. right and left banks. As remarked representatives of the LEA consulted during the evaluation interviews, it was the first ever since the war in 1992, when policemen from both banks together took part to study visit.


Tag: Effectiveness HIV / AIDS Country Government Civil Societies and NGOs

33.

Outcome 6: Stigma and discrimination of the PLWH decreased.
Output 6.1: HIV and drug dependency related stigma and discrimination reduced.

The situation with this subcomponent is dual. Thus, this qualitative expected result as formulated either at the outcome or at the output level has three quantitative indicators41, which are relevant but far not sufficient to assess to what extent stigma and discrimination of the PLWH was decreased (Outcome) or HIV and drug dependency related stigma and discrimination was reduced (Output). Therefore, if assessing the output through existing set of three indicators, the output was achieved, but if to analyze to what extent stigma was reduced or decreased they are not indicative because they do not show the progress or regress. They show the nr of reports produced, nr of people covered and number of tolerant staff, not specifying how the tolerance level is going to be measured and monitored during or at the end of the project.


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
3.3.1 Cost-effectiveness of the project

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?
The main strategic management and key decision-making body was the Steering Committee (SC) of the project. The project SC strategically monitored the implementation of the project, discussed its progress and main implementation issues encountered and approved adjusted approaches and main financial adjustments. Generally, the management of the project was mostly proactive, flexible, solution-oriented and participatory given the multi-stakeholder format of the action. At the project design phase, and even start up stage, the UN project partners jointly decided and planned on the overall intervention areas and the implementation strategy.

 


Tag: Effectiveness Efficiency Monitoring and Evaluation Programme/Project Design Project and Programme management

39.

3.4 SUSTAINABILITY
In terms of the likelihood of sustaining the benefits of the project, the results achieved to-date are particularly important. Evaluator concluded that, although some achievements reflect a higher level of sustainability and some are more ephemeral, generally the sustainability prospects of the project achievements are mostly weak and fragile with some positive exceptions, as described below. In terms of policy sustainability, the prospects are not significant and are premature to be assessed, because the most transformative expected policy level results with regard to the
policy review (components I and III) were, so far, half achieved, i.e. were reviewed by the project experts, but not adjusted by the de facto TN authorities47.


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
AIDS treatment for about 500 persons, which represents approx. 30% of the current needs (component III)48. Both examples reflect the policy sustainability aspects because are planned for a long (four years - first example) or undefined (second example) period of time. Also both of them represent clear financial sustainability prospects because contain financial commitments. Component I of the project provides one more positive example of the policy level commitment with the sustainability aspect, particularly ratification of the CRPD by the de facto TN authorities. Although they are not subject of the international treaties, it represents a policy level engagement to respect the international norms of PwDs. In terms of institutional sustainability, the project was geared towards institutional development of the two hubs and Shelter (component II), three OSTs from the right bank (component III) and the Platform for Sustainable (Community) Development (component I).
 


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.
Although in the agreements signed by the entities with the de facto TN authorities do not envisage financial commitments or buy-in actions of the duty bearers, the institutionalised entities/services benefit of free renting locations, which should not be underestimated because decrease the financial pressure on them.

 


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]
UNDP CO / IG Cluster 2021/12 Not Initiated
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]
UNDP CO / IG Cluster 2021/12 Not Initiated
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]
UNDP CO/IG Cluster 2021/12 Not Initiated
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]
UNDP CO / IG Cluster 2021/12 Not Initiated
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]
UNDP CO / IG Cluster 2021/12 Not Initiated
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]
UNDP CO / IG Cluster 2021/12 Not Initiated
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]
UNDP CO / IG Cluster 2021/12 Not Initiated
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]
UNDP CO / IG Cluster 2021/12 Not Initiated
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]
UNDP CO / IG Cluster 2021/12 Not Initiated
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]
UNDP CO / IG Cluster 2021/12 Not Initiated

Latest Evaluations

Contact us

1 UN Plaza
DC1-20th Floor
New York, NY 10017
Tel. +1 646 781 4200
Fax. +1 646 781 4213
erc.support@undp.org