“Strengthening Parliamentary Governance in Moldova”

Report Cover Image
Evaluation Plan:
2018-2022, Moldova
Evaluation Type:
Mid Term Project
Planned End Date:
12/2018
Completion Date:
12/2018
Status:
Completed
Management Response:
Yes
Evaluation Budget(US $):
25,000

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Title “Strengthening Parliamentary Governance in Moldova”
Atlas Project Number: 00088088
Evaluation Plan: 2018-2022, Moldova
Evaluation Type: Mid Term Project
Status: Completed
Completion Date: 12/2018
Planned End Date: 12/2018
Management Response: Yes
UNDP Signature Solution:
  • 1. Governance
Corporate Outcome and Output (UNDP Strategic Plan 2018-2021)
  • 1. Output 1.1.1 Capacities developed across the whole of government to integrate the 2030 Agenda, the Paris Agreement and other international agreements in development plans and budgets, and to analyse progress towards the SDGs, using innovative and data-driven solutions
  • 2. Output 2.2.2 Constitution-making, electoral and parliamentary processes and institutions strengthened to promote inclusion, transparency and accountability
  • 3. Output 2.2.3 Capacities, functions and financing of rule of law and national human rights institutions and systems strengthened to expand access to justice and combat discrimination, with a focus on women and other marginalised groups
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
  • Goal 5. Achieve gender equality and empower all women and girls
SDG Target
  • 16.6 Develop effective, accountable and transparent institutions at all levels
  • 16.7 Ensure responsive, inclusive, participatory and representative decision-making at all levels
  • 5.5 Ensure women’s full and effective participation and equal opportunities for leadership at all levels of decision-making in political, economic and public life
Evaluation Budget(US $): 25,000
Source of Funding: Project (donor) funds - SIDA
Evaluation Expenditure(US $): 29,048
Joint Programme: No
Joint Evaluation: No
Evaluation Team members:
Name Title Email Nationality
Jonas Lövkrona jonas.lovkrona@gmail.com
GEF Evaluation: No
Key Stakeholders: Parliament of the Republic of Moldova
Countries: MOLDOVA, REPUBLIC OF
Lessons
Findings
1.

2.1.1 Capacity development on law-making with focus on EU integration
The Project Document envisages support to Standing Committees for the timely review of draft laws, ensuring their compliance with the EU integration agenda (intervention 1.1). In this area, the project has provided training to parliamentary staff and committee advisors on the process of legislation approximation, including how to conduct compliance checks, prepare tables of concordances, and access EU databases and related sources. In addition, the project has set out to improve the monitoring and reporting of the Parliament’s work in the context of the EU integration process. This has resulted in the development of a system of quantitative indicators and a comprehensive progress report to the European Parliament, highlighting what the Parliament has done to advance the EU integration process during the period January 2017 to February 2018.


Tag: Gender Equality Parliament Rule of law Country Government Capacity Building Technical Support

2.

2.1.2 Capacity development for oversight with focus on SDGs and EU integration
A key activity of the SPGM project is to support the Parliament’s Secretariat to align its organisational structure, internal procedures and work practice with the oversight work of MPs and Standing Committees (intervention 2.1). To this end, the SPGM project has conducted a baseline study of parliamentary oversight in Moldova. Published in February 2018, this study analysis six thematic areas: committee oversight; oversight of implementation of legislation; follow-up to reports by independent institutions and regulatory agencies; oversight of budget execution; oversight in plenary session; and oversight of gender equality policies and legislation. For each area, the study assesses the legal framework and current practises against the experiences of other national parliaments in Europe and makes recommendations. In the meantime, with project support, the Parliament has developed and adopted a methodology on ex-post impact assessment of laws and trained Secretariat staff on the use of this methodology. The intention is to establish a pool of experts (consultants) to assist in the piloting of this methodology in 2018.


Tag: Women's Empowerment Parliament Rule of law Oversight Country Government Capacity Building Agenda 2030

3.

2.1.3 Capacity development for engagement with CSOs, media and citizens
The SPGM project intends to support the Secretariat to operationalise a Parliament Information Management System (intervention area 3.1). Based on a concept note for an eParliament system developed by the Parliament in 2010, UNDP has assisted the Parliament Secretariat in establishing an e-Petition system in 2016. With support from the SPGM project, an open source software was adapted and installed for the creation of an e-Archive in 2017. Interviews reveals that, to date, some 700,000 pages of papers have been digitized. This activity was complemented by staff training, the drafting of a regulation and manual, and the procurement of professional scanning equipment.


Tag: Effectiveness e-Governance Parliament Rule of law Country Government Capacity Building Technical Support

4.

2.1.4 Contextual developments influencing project planning and performance During the implementation of the project there has been a further de-stabilisation of the
political situation in Moldova, including as a result the migration of MPs between political factions and the breaking up of the ruling government coalition. The migration of MPs has in turn resulted in increasingly politicised decision-making and frequent reshuffling of parliamentary committee chairpersons. Notably, the chairperson of the Committee on Foreign Policy and EU Integration has changed three times since the start of the project. Interviews indicate that this has been a significant factor, negatively influencing the implementation and sustainability of the project.


Tag: e-Governance Parliament Rule of law Human and Financial resources

5.

2.2 Assessment of project relevance
In line with the ToR, the project relevance has been assessed from the perspective of alignment with national priorities, the Parliaments’ needs, and donor policies as well as consistency, quality of technical assistance, and complementarity with other initiatives.
2.2.1 Alignment with national priorities
The project’s focus and scope are aligned with Moldova’s overall national development and reform priorities. It is designed to advance the European integration agenda, the implementation of the Association Agreement, and the related Priority Reform Action Road Map adopted in 2016. The latter identifies laws and regulations to be adopted by the Parliament as well as specific measures to advance the Parliament’s cooperation with Government and civil society, to monitor advances made in terms of legal approximation, which among other areas are being addressed by the SPGM project. The project is also aligned with on-going public administration and anti-corruption reforms, with activities geared towards enhancing the Parliament’s oversight of Government performance, as well as its own role in the implementation of these reform agendas.


Tag: Relevance Ownership Results-Based Management Country Government

6.

2.2.2 Conformity with donor strategies and global trends The project contributes to the realisation of UNDP’s and the Swedish government’s strategic
goals. The new UNDP Country Programme Document (CPD) for 2018-2022, which is based on the UN Development Assistance Framework (UNDAF) for the same period, has the promotion of democratic governance, human rights and gender equality as a priority objective and places particular emphasis on the SDGs and the principles of integrity and transparency. The CPD specifically identifies the need to build the capacity of the Parliament and has an output (output 1.1) dedicated to this objective. While support to Parliaments is not explicitly mentioned in the Results Strategy for Sweden’s Reform Cooperation with Eastern Europe, the Western Balkans and Turkey 2014-2020, it defines a number of expected results referring to EU integration, strengthened democracy, improved accountability, and participation in political processes.


Tag: Women's Empowerment Human rights Parliament Rule of law Donor UN Agencies Agenda 2030

7.

2.2.3 Consistency of project support The project represents a continuation of support that was initiated in 2009 and several of the priorities have remained the same during this period. Similar to the SPGM project, the Democracy Programme aimed at enhancing the institutional capacity of the Parliament to meet European standards with a particular focus on gender and human rights and covering the Parliament’s legislative, oversight and representative functions. This has allowed UNDP to take a long-term approach to capacity development, building on the deliverables and results of earlier projects.


Tag: Relevance Sustainability Strategic Positioning Country Government

8.

2.2.4 Quality of project technical assistance The quality of technical assistance is generally rated satisfactory by project stakeholders. The
project publications/deliverables reviewed as part of the evaluation come across as comprehensive and well-researched, suggesting that the project has been successful in mobilising adequate international and local expertise. This is also the impression gained from meetings with project consultants. In a few cases, deliverables have not lived up to expectations. This included the initial work on the Parliament’s website and the inputs provided to strengthening the Parliament’s research capacity. Project stakeholders differ in their views on the reasons for this. Among the explanations given are insufficient resourcing of consultancy teams, lack of understanding of the scope of assignment, and changing demands.


Tag: Sustainability Human and Financial resources Project and Programme management Capacity Building Technical Support

9.

2.2.5 Complementarity with other initiatives
The Project Document does not identify other (donor-supported) initiatives targeting the Parliament of Moldova, and hence there is no discussion on how the SPGM project will avoid overlaps and ensure synergies with such initiatives. In practice, the project is operating alongside several other donor-support projects, including:
• The EU Twinning Project “Strengthening the Capacities of the Parliament of Moldova for EU Approximation Process” 2017-2019.
• The GIZ-implemented project “Economic Policy Advice to the Moldovan Government” 2016-2018, which supports the Parliamentary Committee on Economy, Budget and Finance.
• The regional GIZ-implemented project “Public administration reform and modernisation in the Eastern Partnership” 2016-2020, supporting parliamentary administrations in Armenia, Azerbaijan, Belarus, Georgia, Ukraine and Moldova.
• Exchange visits between the Parliaments of Lithuania, Moldova, and Ukraine, organised under the Baltic-Eurasia Inter-Parliamentary Training Institute with USAID funding and expertise from the International Republican Institute.


Tag: Bilateral partners Donor UN Agencies

10.

2.3 Assessment of project effectiveness
In line with the ToR, the evaluation has included an assessment of project effectiveness. This chapter focuses on the progress made against the output and outcome indicators defined in the updated project Results Framework, the prospects for achieving the targets by the end of the project, and the reasons for achievement and non-achievement of results.

 


Tag: Effectiveness Women's Empowerment Parliament Rule of law Communication Country Government Capacity Building

11.

2.4.1 Timeliness and cost-efficiency The desk review and interviews indicate that despite the substantive work and promising
progress made in many areas, the pace of implementation has been uneven. Several interventions have not been implemented as planned or rescheduled and, consequently, targets have not yet been achieved. An overview of budget execution by output prepared by the UNDP Project Team during the evaluation suggests that plans have been over-ambitious given the lack of commitment in different areas. Project expenditures for output 1 and, especially output 3, are below the allocations made in the original Multi-Annual Work Plan (MAWP) for 2016-2019. There is also some anticipated under-spending against output 2 in 2018.


Tag: Efficiency Human and Financial resources Operational Efficiency Project and Programme management

12.

2.4.2 Project roles and coordination arrangements
As described in the Project Document, the project management and oversight set-up include a UNDP Project Team (based in the Parliament), a Project Steering Committee, and a National Project Coordinator. The Project Document also assigns the roles of Project Executive (UNDP), Senior Supplier (Government of Sweden), Senior Beneficiary (primarily the Parliament but also including the Government, GPA, and civil society), and Quality Assurance (UNDP Cluster Lead). This structure is based on the PRINCE2 project management method that has been embraced by UNDP globally and prescribes a number of default roles (which can be tailored based on the particular project environment).


Tag: Efficiency Human and Financial resources Oversight Project and Programme management

13.

2.4.3 Project M&E and risk management
As part of the project proposal/document, a provisional Results and Resource Framework and M&E plan were developed. These documents were to be finalised with the help of a consultancy company during the first few months of the project. However, the process was delayed, as it collided with other lines of work that brought resistance to cooperation by the Parliament. When the Results and Resource Framework was eventually produced by mid2017, it was found to be of inferior quality and had to be significantly revised. This involved the formulation of a new set of outcome and output indicators, which were reported on for the first time in the 2017 annual Project Progress Report.


Tag: Efficiency Knowledge management Monitoring and Evaluation Project and Programme management

14.

2.5 Assessment of project sustainability
The ToR calls for an assessment of the prospects for sustainability of results with consideration taken to ownership, partners participation in planning and implementation, and national capacity, and the measures taken to ensure that activities will be completed and continued after the project’s closure.


Tag: Sustainability Women's Empowerment Parliament Rule of law Country Government Capacity Building

15.

2.3.2 Output 2 – Improved capacity for oversight with a focus on SDGs and EU integration
For measuring the progress made towards capacity development for oversight of policies and legislation specifically related to the implementation of SDGs and of the EU integration agenda (output 2), the SPGM project has defined no less than seven indicators.


Tag: Effectiveness Gender Mainstreaming Human rights Parliament Rule of law Oversight Country Government Agenda 2030

16.

2.3.3 Output 3 – Improved capacity for engagement with CSOs, media and citizens
Output 3 has seven indicators, of which five have been measured so far by the project. The remaining two (output indicator 3.1 and 3.2) are related to the functioning of the eparliament system, which is on track to be customised and installed during the next 12 months (procurement of consultancy services to this end has recently been completed).


Tag: Effectiveness Parliament Rule of law Oversight Capacity Building

17.

2.3.4 Progress made towards expected outcome
The Project Document establishes a hierarchy of project results. In addition to the outputs discussed above, it defines two types of expected outcomes (intermediate and ultimate) as well as the expected impact. It also indicates that the project should contribute to selected outcomes in the UN-Republic of Moldova Partnership Framework 2013-2017.
 


Tag: Effectiveness Parliament Rule of law

18.

2.3.4 Progress made towards expected outcome
The Project Document establishes a hierarchy of project results. In addition to the outputs discussed above, it defines two types of expected outcomes (intermediate and ultimate) as well as the expected impact. It also indicates that the project should contribute to selected outcomes in the UN-Republic of Moldova Partnership Framework 2013-2017.
 


Tag: Effectiveness Parliament Rule of law

19.

2.3.5 Factors contributing to the achievement and non-achievement of results
As elaborated on in Chapter 2.1.4, the project is operating in a challenging environment characterised by political instability, politically-motivated decision-making, including on administrative matters, lack of commitment to change in several areas, and the influence of several reform processes (e.g. public administration reforms and anti-corruption reforms) that have both positive and adverse effects on the ability of the project to plan and achieve its objectives.


Tag: Challenges Effectiveness Parliament Rule of law

20.

2.3.5 Factors contributing to the achievement and non-achievement of results
As elaborated on in Chapter 2.1.4, the project is operating in a challenging environment characterised by political instability, politically-motivated decision-making, including on administrative matters, lack of commitment to change in several areas, and the influence of several reform processes (e.g. public administration reforms and anti-corruption reforms) that have both positive and adverse effects on the ability of the project to plan and achieve its objectives.


Tag: Challenges Effectiveness Parliament Rule of law Communication

Recommendations
1

Ensure that plans and activities reflect a strategic selection of policy issues and technical constraints

2

Focus the support geared towards the implementation of the Gender Equality Action Plan on consolidating already on-going activities in the area of gender analysis of legislation

3

Implement strategic activities of Anti-Corruption Action Plan

4

Focus support on the implementation of the Secretariat’s Strategic Development Plan

5

Develop and systematize the approach to training and wider competency building among MPs and Secretariat

6

Review the intervention logic of the project and adjust/improve the project Results and Resources Framework (RRF)

7

Enhance internal and external coordination of the project

8

Develop an exit strategy based on different scenarios

1. Recommendation:

Ensure that plans and activities reflect a strategic selection of policy issues and technical constraints

Management Response: [Added: 2018/12/27] [Last Updated: 2020/12/06]

The Project team made an assessment of all activity areas and proposed strategic activities for the 2019 work plan

Key Actions:

Key Action Responsible DueDate Status Comments Documents
1.1 Support the development and operationalization of the e-parliament system
[Added: 2018/12/27] [Last Updated: 2021/01/13]
UNDP Project Team 2021/12 Initiated The project was extended till 12/2021. History
1.2 Provide training to the new Members of Parliament following the 2018 parliamentary elections
[Added: 2018/12/27] [Last Updated: 2020/01/02]
UNDP Project Team 2019/12 Completed Induction Training Programme, Infographics reflecting the Parliament’s functions and the roles of the Standing Committees and the Members of Parliament elaborated and handed over to the Parliament Secretariat for further use; Capacities and skills of 46 (27m/19w) newly elected Members of Parliament for interacting with mass-media and constituencies and in legal drafting had been developed through a series of training. History
1.3 Capacity development in the Gagauz People’s Assembly
[Added: 2018/12/27] [Last Updated: 2020/01/02]
UNDP Project Team 2019/12 Completed Capacities of 44 (20w/24m) staffers and Members of the Gagauz People’s Assembly in planning, monitoring, evaluation, risk assessment[1] (??????? ??? ?????????????? ???: http://halktoplushu.md/index.php/novosti/2784-trening-dlya-predstavitelej-nsg) and legal drafting were developed through a series of tailor-made training,[2] (????? ????????????????? ??????? ? ??????? ??????????????? ???????: http://halktoplushu.md/index.php/novosti/2912-kursy-sovershenstvovaniya-navykov-v-oblasti-zakonodatelnoj-tekhniki) while knowledge of 6 staffers (1m/5w) about the work practice at the national Parliament in strategic planning, law making, oversight, documents management, outreach and communication was expanded in a 2-week internship.[3] (????????? ????????? ???????? ???????? ?????????? ???? ?????? ?? ??????????: https://point.md/ru/novosti/politika/chinovniki-narodnogo-sobraniia-gagauzii-perenimaiut-opyt-kolleg-iz-parlamenta) History
1.4 Deepen Parliament’s engagement with CSOs through the parliamentary openness process
[Added: 2018/12/27] [Last Updated: 2020/01/02]
UNDP Project Team 2019/12 No Longer Applicable [Justification: It was not possible to implement the activity due to the complex political situation in the Parliament ]
History
2. Recommendation:

Focus the support geared towards the implementation of the Gender Equality Action Plan on consolidating already on-going activities in the area of gender analysis of legislation

Management Response: [Added: 2018/12/27] [Last Updated: 2020/12/06]

Continuation of work on gender-impact analysis of selected bills with the Secretariat of Parliament

Key Actions:

Key Action Responsible DueDate Status Comments Documents
2.1 Support the integration of the gender-impact analysis in the ex-post impact reports
[Added: 2018/12/27] [Last Updated: 2019/12/06]
UNDP Project Team 2019/11 No Longer Applicable [Justification: The action could not be implemented as originally envisaged given the lack of the Parliament’s Action Plan on Oversight, as such the laws to be subjected to ex post impact assessment could not be identified and analysis could not be carried out. The project conducted however two rounds of trainings on post legislative scrutiny for parliamentary staffers where the importance of analysis from gender perspective of legislation was also tackled. ]
History
2.2 Assess the creation of new Women’s Caucus
[Added: 2018/12/27] [Last Updated: 2020/01/02]
UNDP Project Team 2019/12 No Longer Applicable [Justification: Partially achieved: The first meeting of the women members of Parliament chaired by the Speaker to discuss the relaunch of the Women’s Caucus was facilitated jointly with UN Women and the agreement was achieve that UN Women will provide further support to the Women’s Caucus, as UNDP project is closing. ]
History
2.3 Support the focal point in the Secretariat for the work on gender
[Added: 2018/12/27] [Last Updated: 2019/12/06]
Secretariat of the Parliament 2019/10 No Longer Applicable [Justification: The action cannot be completed prior to project closure, given that the Women MPs caucus has only had a first meeting on the 26th November. The work of the caucus will take speed only in the beginning of 2020. Thus there was not been an opportunity to address the possibility of creating a focal point within the Secretariat. Still the project transferred knowledge and information to the technical project coordinator.]
History
3. Recommendation:

Implement strategic activities of Anti-Corruption Action Plan

Management Response: [Added: 2018/12/27] [Last Updated: 2020/12/06]

A number of activities have been included in the 2019 work plan in the area of anti-corruption.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
3.2 Develop a guidance note for newly elected Members of Parliament on conduct and ethics
[Added: 2018/12/27] [Last Updated: 2019/10/14]
UNDP Project Team 2019/09 Completed The handbook, containing a chapter on ethics and conduct has been developed and distributed to Parliamentary fractions. History
3.1 Integrate anti-corruption issues in the work on post-legislative scrutiny planned with selected
[Added: 2018/12/27] [Last Updated: 2019/11/14]
UNDP Project Team 2019/09 No Longer Applicable [Justification: This action was cancelled since currently there is no Plan on Parliamentary Oversight developed at the level of PRM and the planned work cannot be carried out. Originally the activity was designed to ensure sustainability of the work related to the Parliament’s Anti-corruption Action Plan and the Charter of the Moldova National Chapter of the Global Organization of Parliamentarians Against Corruption (GOPAC). Given the delay in creation of the working bodies of the Parliament, the legislature did not developed and approved the Plan on Parliamentary Oversight. Thus the work of the committees related to oversight is sporadic and is driven by the priorities of the governing coalition. As a result the work planned under this activity, foreseen to be conducted through means of ex-post impact assessment of previously adopted laws, with the support of national consultancy, could not be scheduled and delivered. ]
History
3.3 Engage the new legislature on the Open Parliament agenda
[Added: 2018/12/27] [Last Updated: 2019/11/14]
UNDP Project Team 2019/09 No Longer Applicable [Justification: The priorities on the PRM agenda for the next few months do not include this item. Although, the project shared strategic documents and organised meetings with Speaker’s advisers on cooperation with civil society to suggest potential interventions, as well as the Draft Parliamentary Action Plan has been shared with the project focal points. However in the remaining period for project implementation further work in this regard is not possible. ]
History
3.4 Assess the continuation of the GOPAC Chapter
[Added: 2018/12/27] [Last Updated: 2019/11/14]
UNDP Project Team 2019/09 No Longer Applicable [Justification: Information on the work of GOPAC has been disseminated to all MPs in the first weeks of September. To date no interest has been shown from any of the factions. It is envisaged that in the remaining period for project implementation further work in this regard is not possible.]
History
4. Recommendation:

Focus support on the implementation of the Secretariat’s Strategic Development Plan

Management Response: [Added: 2018/12/27] [Last Updated: 2020/12/06]

A number of activities have been included in the 2019 work plan towards the Secretariat’s Strategic Development Plan

Key Actions:

Key Action Responsible DueDate Status Comments Documents
4.1 Support the implementation of the e-parliament system, ex-post assessment of legislation and public consultation on bills (mobile committee hearings)
[Added: 2018/12/27] [Last Updated: 2020/10/05]
UNDP Project Team 2020/09 No Longer Applicable [Justification: This activity can not be completed as its achievement is connected to the e-Parliament system existence and project duration and overall is not possible in the current circumstances.]
History
4.2 Support the evaluation of the 2016-2019 Parliament Strategic Development Plan
[Added: 2018/12/27] [Last Updated: 2020/01/02]
Secretariat of the Parliament 2019/12 No Longer Applicable [Justification: Cancelled at the Parliament’s request. The evaluation was performed by the Parliament’s Secretariat without UNDP’s support demonstrating the sustainability of the previous project’s investment in staff’s capacities. ]
History
5. Recommendation:

Develop and systematize the approach to training and wider competency building among MPs and Secretariat

Management Response: [Added: 2018/12/27] [Last Updated: 2020/12/06]

The activities listed below have been included in the 2019 work plan to pilot different approaches to trainings

Key Actions:

Key Action Responsible DueDate Status Comments Documents
5.1 Conduct a training needs assessment as a basis for developing a capacity development plan tailored to particular competence gaps
[Added: 2018/12/27] [Last Updated: 2020/01/02]
UNDP Project Team 2019/12 Completed A series of meetings between the project staff and the Chairpersons of the selected Standing Committees and all political factions’ leaders took place, and a questionnaire to identify the capacity development needs had been circulated to the members of Parliament. The results of the assessment had been handed over to the Secretariat to be implemented in the next years. History
5.2 Pilot different approaches to motivate Members of Parliament to take part in the training during the induction program (e.g. intensive short-term modules and out of Chisinau training)
[Added: 2018/12/27] [Last Updated: 2019/10/14]
UNDP Project Team 2019/09 Completed Despite the SPGM project team efforts to initiate new approaches in the induction of MPs, the PRM working group, din not conduct any induction and orientation activities for newly elected MPs. Only the newly designed and structured MPs handbook, containing info-graphics on key functions of the legislature, have been provided to MPs. Additionally, with the appointment of a new Deputy Secretary General, in charge of capacity development activities, the project team submitted all concept papers and developed documents related to MPs induction, as well as organized discussions on the task associated to MPs orientation and Induction. Date of completion 20 September 2019. History
5.4 Develop a fellowship program for selected GPA staffers for on-the-job learning and networking
[Added: 2018/12/27] [Last Updated: 2019/12/06]
UNDP Project Team 2019/10 Completed Completed on 30th October 2019. http://parlament.md/Actualitate/Comunicatedepresa/tabid/90/ContentId/5541/Page/9/language/ro-RO/Default.aspx History
5.3 Support the creation of a pool of trainers, who can replicate the training in the future
[Added: 2018/12/27] [Last Updated: 2020/01/02]
UNDP Project Team 2019/12 No Longer Applicable [Justification: Cancelled at the Parliament’s request due to the lack of available resources for the implementation of the scheme after the project’s closure.]
History
6. Recommendation:

Review the intervention logic of the project and adjust/improve the project Results and Resources Framework (RRF)

Management Response: [Added: 2018/12/27] [Last Updated: 2020/12/06]

The Project team will adjust the intervention logic and the RRF

Key Actions:

Key Action Responsible DueDate Status Comments Documents
6.1 Update the Results and Resources Framework (RRF) by replacing the impact statement and put statements with outputs statements
[Added: 2018/12/27] [Last Updated: 2019/03/12]
UNDP Country Office 2019/02 No Longer Applicable [Justification: Embassy of Sweden representatives have communicated that they are not interested in an update of the RRF at this stage of the project.]
History
6.2 Include in the progress reports an account of progress made towards all (new) outputs and outcomes and a breakdown of budget versus actuals by output
[Added: 2018/12/27] [Last Updated: 2019/08/02]
UNDP Project Team 2019/07 No Longer Applicable [Justification: This is a follow up action for key activity 6.1, which has been previously listed as No Longer Applicable, as the Embassy is no longer interested in the update of the RRF. Thus no action will be undertaken in this regard as no update of RRF was undertaken. ]
History
7. Recommendation:

Enhance internal and external coordination of the project

Management Response: [Added: 2018/12/27] [Last Updated: 2020/12/06]

The Project team will step up its coordination with the new legislature after the election and continue its good cooperation with twinning and other assistance projects

Key Actions:

Key Action Responsible DueDate Status Comments Documents
7.2 Ensure that 2019 budget funds managed by the Parliament (i.e. HACT) and UNDP are used in a mutually complementary manner, as part of well-sequenced and integrated capacity development efforts
[Added: 2018/12/27]
UNDP Project Team /Secretariat 2018/12 Completed
7.3 Share a calendar of project activities with other parliamentary projects on twice-yearly basis
[Added: 2018/12/27] [Last Updated: 2020/01/02]
UNDP Project Team 2019/12 Completed A coordination and information sharing meeting with the development partners (EUD, USAID, IRI, NDI, Sweden, and GIZ) was organized in February, and a series of bi-lateral meetings with EUD, GIZ, OHCHR and UN Women for ensuring the handover of UNDP’s work were held resulting in reaching the agreements on the further way of actions. History
7.1 Engage into a dialogue with three of the newly appointed Standing Committees to gauge political commitment for oversight work
[Added: 2018/12/27] [Last Updated: 2020/01/02]
UNDP Project Team 2019/12 No Longer Applicable [Justification: The consultations with four newly appointed Standing Committees took place, but the Parliament had not drafted the Oversight Action Plan due to political tensions. ]
History
8. Recommendation:

Develop an exit strategy based on different scenarios

Management Response: [Added: 2018/12/27] [Last Updated: 2020/12/06]

UNDP will engage the Swedish Embassy and the Project Steering Committee in exit discussions and develop a clear strategy

Key Actions:

Key Action Responsible DueDate Status Comments Documents
8.1 Develop the 2019/2020 Work Plan
[Added: 2018/12/27] [Last Updated: 2020/01/02]
UNDP Project Team 2019/12 Completed The work-plan has been elaborated and approved by the Project Steering Committee. History
8.2 Organize a discussion with parliament on sustainability of pool of experts, parliamentary territorial offices, women’s caucus and GOPAC Chapter
[Added: 2018/12/27] [Last Updated: 2020/01/02]
UNDP Project Team 2019/12 Completed A series of meetings with the relevant actors in the Parliament and beyond were organized to ensure the sustainability of the project’s interventions on the listed areas. History
8.3 Submit a request for extension to the Swedish Embassy
[Added: 2018/12/27] [Last Updated: 2020/01/02]
UNDP Country Office 2019/12 Completed The request for no-cost extension had been submitted to the Donor, and the Donor agreed on the extension of one activity – finalization of the e-Parliament system. History

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