Decentralization & Local Development Support Mid term

Report Cover Image
Evaluation Plan:
2018-2022, Jordan
Evaluation Type:
Mid Term Project
Planned End Date:
01/2019
Completion Date:
01/2019
Status:
Completed
Management Response:
No
Evaluation Budget(US $):
5,000

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Title Decentralization & Local Development Support Mid term
Atlas Project Number: 104537
Evaluation Plan: 2018-2022, Jordan
Evaluation Type: Mid Term Project
Status: Completed
Completion Date: 01/2019
Planned End Date: 01/2019
Management Response: No
Corporate Outcome and Output (UNDP Strategic Plan 2018-2021)
  • 1. Output 2.2.2 Constitution-making, electoral and parliamentary processes and institutions strengthened to promote inclusion, transparency and accountability
Evaluation Budget(US $): 5,000
Source of Funding:
Evaluation Expenditure(US $): 4,180
Joint Programme: No
Mandatory Evaluation: No
Joint Evaluation: No
Evaluation Team members:
Name Title Email Nationality
GEF Evaluation: No
Key Stakeholders:
Countries: JORDAN
Comments:

The uploaded  evaluation plan differs slightly in terms of titles but still targets the same areas mentioned in the CPD evaluation plan.

Changes to the evaluation plan has been discussed and approved by the regional bureau.

Lessons
Findings
Recommendations
1

Recognize that government demand for the program’s support could be subject to unexpected change in directions and that a demand driven approach could engender scope creep. In this vein, continue to seek the government’s endorsement of an overall decentralisation strategy in addition to a clear division of roles with other donors working in the same space.

2

In terms of the program’s organization and structure, its overreliance on short-term consultants will need to be offsetted by the recruitment of long-term staff. Consider therefore expanding the program team to ensure interventions are adequately supported and their impact is sustained.

3

If the program is to continue activities under Result 1 and support the national dialogue, carry out a political economy analysis (PEA) to cultivate a clearer understanding of the prevailing political and economic processes in Jordan; specifically, the relationships, incentives and contestation of power between the different stakeholders.  This would help situate the program’s interventions within a clearer understanding of contextual limitations and what is politically feasible within this context. It would also help the program set more realistic expectations of what outcomes can be secured, over what timescale and the risks involved. One direct outcome of this exercise would be to unpack the nature and limits of the existing political will for decentralisation reform.

4

Ensure program support for the national dialogue secures leverage to affect policy and cultivates political buy-in with MOPPA and other government stakeholders.

5

Ensure technical assistance provided by UNDP is clearly “visible” as a program differentiator.

6

Continue to seek direct association with the Prime Ministry and ensure that all support is demand driven either by responding to government direct request for assistance or generating demand through awareness raising. In both cases, DLDSP should ensure a clear commitment from government to utilize, adopt and if applicable mainstream the generated products. Relatedly, consider developing dissemination and utilization plans for technical deliverables that GOJ would be asked to sign off on from the start.

7

In working on legislative reform, widen the focus of the program beyond MOI and reach out to MOPPA, the ministry with the current mandate to support legislative reform.

8
  1. Because the evidence revealed that some interventions have not as yet generated impact, and the program in general has little leverage to reorient policy, a more realistic adaptation would see more focus on ensuring the depth, instead of breadth, of interventions. Accordingly, use the time remaining for the program to:
    1. Deepen engagement of governorate staff and ensure ownership of strategic planning and PEM processes;
    2. “Encourage contagion” of best practices and lessons learned from pilot governorate interventions to bring effective practices into other governorates;
    3. Continue the process of institutional building of the MOI LDD to help it implement the new laws; and
    4. Support the academic component through direct and close engagement with the University of Jordan.
9

Considering decentralisation in Jordan is largely a political process and awareness of what it entails and how to operationalize is weak even among key stakeholders, cultivate demand for studies/reports akin to the scoping mission report the program produced earlier to clarify the decentralisation-development nexus in support of local development. Such analysis would elucidate the effects of decentralisation on government responsiveness and poverty-orientation, exploring how investments and resources may shift in favour of marginalized communities, and what political gains and losses may result from this process.

10

To promote sustainability and deepen programmatic impact, catalyse opportunities to promote the work DLDSP is undertaking including the dissemination of narratives of successful activities to spread best practices and lessons learned beyond the program’s immediate circle of implementation. This can increase the program’s visibility and contribute to its donors’ coordination efforts.

11

Ensure that selected indicators the governorates develop are manageable and that updating them will not prove too cumbersome for resource stripped local level structures. Further, ensure participants have a clear and holistic understanding of the process and develop sufficient ownership of it. Also, ensure they understand the program’s results chain and its intended impact.

12

Ensure that communication and feedback channels in governorates (and partner ministries) is a key component of implementation. Perceptions of beneficiaries and stakeholders can be detrimental to programming and results.

13

Ensure M&E framework design clearly articulates hierarchy of objectives and includes carefully selected SMART indicators.  In this vein, strengthen indicators to better capture program’s efforts and measure progress, and plan appropriate MEL activities to monitor and evaluate results, and capture learning.  In addition, consider adding to a main team member a more pronounced monitoring, evaluation and learning function.

14

Consider working more closely with the University of Jordan and ensure university interlocutors understand the program results chain and intended impact.

Management response not available

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