CPD midterm Review

Report Cover Image
Evaluation Plan:
2018-2022, Jordan
Evaluation Type:
Country Programme Evaluation
Planned End Date:
04/2021
Completion Date:
04/2021
Status:
Completed
Management Response:
Yes
Evaluation Budget(US $):
50,000

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Download document CPD MTR TORS.pdf .pdf tor English 371.37 KB Posted 146
Download document UNDP CO JO MTR CPD 2018-2022 evaluation report.pdf report English 5216.32 KB Posted 181
Download document Final Inception Report .pdf related-document English 393.92 KB Posted 121
Download document KIIQuestionaires.pdf related-document English 214.56 KB Posted 121
Download document Presentation of Preliminary Findings.pdf related-document English 1779.12 KB Posted 120
Download document Annex bibliography.pdf related-document English 137.16 KB Posted 119
Title CPD midterm Review
Atlas Project Number:
Evaluation Plan: 2018-2022, Jordan
Evaluation Type: Country Programme Evaluation
Status: Completed
Completion Date: 04/2021
Planned End Date: 04/2021
Management Response: Yes
Corporate Outcome and Output (UNDP Strategic Plan 2018-2021)
  • 1. Organisational Output 3.1 Common UN approaches facilitate efficient and accelerated joint delivery against sustainable development objectives
  • 2. Organisational Output 3.2 UNDP support to integrated SDG delivery
Evaluation Budget(US $): 50,000
Source of Funding:
Evaluation Expenditure(US $): 23,660
Joint Programme: No
Joint Evaluation: No
Evaluation Team members:
Name Title Email Nationality
Christian Bugnion de Moreta Evaluator cbugnion@suburconsulting.es
GEF Evaluation: No
Key Stakeholders:
Countries: JORDAN
Lessons
Findings
Recommendations
1

Develop a map (inclusive of geographical layout) of ongoing development programmes and actors to ensure UNDP is positioned strategically both thematically and geographically to avoid potential overlap and duplication with larger operators

2

Review the vision and success at the end of the CPD period and beyond, for each pillar and corporate initiative through a ToC exercise - with a clear identification of the underlying assumptions and casual relations, and their contributions to the overall CO ToC.

3

Provide a comprehensive M&E and RBM training to programme staff, with a particular focus on the ToC and the hierarchy of results, in order to ensure a common understanding and language is used for M&E and across all interventions

4

Use the M&E function beyond project and CPD requirement to construct the CO narrative of success in Jordan based on and including evidence and data from evaluations.

5

Review and adapt the CPD RRF indicators in line with their existing limitations, and develop a country specific intermediate UNDP outcome Results Framework with relevant indicators to communicate effectively the CPD achievements    

6

Build a narrative of the CO successes by the end of the CPD that can be shared publicly and through social networks drawing from the precious recommendation

7

(For next programming cycle) Consider piloting an area-based integrated programme across the different pillars over a 3-year period in one governorate (suggested to be in the South) supported by a field office with a permanent staff presence to develop local partnerships and relationships

8

(For next programming cycle) Develop/establish a high-profile regional exchange centre/hub at  regional level (or a Regional Centre of Excellence for a) PVE b) SDG data and statistics c) SDG investment funds, and also considering inclusion of d) regional programme management e) applications of successful transition to private sector in the SWM sector, e) Women’s Economic Empowerment This could be done at the existing regional hub or sharing specific functions between the regional hub and the CO. For PVE, it could also be envisaged to link it to the UNDP Oslo Governance Centre. The expressed need to continue regional and international exchanges for SDG data and SDG investment funds supports points b) and c) of this recommendation.

9

(For next programming cycle) Hold high-profile annual awards for best practices with media coverage under the regional "centre of excellence" under the previous recommendation 2 ensuring regional participation/visibility to stress the importance and value given to peer learning (particularly on SDG data and statistics, PVE)

10

(For next programming cycle) Request from the corporate headquarters support in advocating to development partners that short-term funding is counterproductive for resilience and sustainability, even in protracted crisis situations, and try to establish a benchmark of 3-years for project funding particularly on sensitive issues to ensure enough time is given for coaching and monitoring.

11

(For next programming cycle) The outcome statements of the CPD should reflect the relative importance of the UNDP programming portfolio. More than half of the current CPD budget allocations rest with the ECCDRR pillar and the CPD is only addressing ECCDRR interventions through two outputs under outcome JOR 29 as it has no specific outcome statement.

12

(For next programming cycle) Consider developing a partnership strategy for programmes defining the typology and added value of the different kinds of partnerships.

13

(For next programming cycle) Avoid as much as possible short-term project implementation as it runs against the objective of developing sustainability and advocate the need for medium-term funds amongst development partner to strengthen the quality of results.

14

(For next programming cycle) Develop a consolidated data and information management dashboard for breaking silos between the pillars and support integrated policymaking and programming approaches. (Link to Recommendation 1)

15

(For next programming cycle) Exploring possible collaboration with the King Abdullah II Centre of Excellence for this Regional Centre of Excellence/regional knowledge exchange hub

16

Review the relationship and entry points with GoJ counterparts such as MoPIC and key actors in order to engage more actively into advocacy and policy making in critical areas, including with Parliament and the Ministry of Justice

17

Define an engagement strategy with the Royal Court, particularly on the SDG agenda. (Suggest linking to 16 as key action)

18

Continue efforts to leverage a strong relation with the private sector, and adjust the language and communication materials accordingly

19

Develop a strategy and roadmap for new partnerships with private sector, philanthropic organizations, foundations and corporate sustainability funds for SDG initiatives and continue leveraging support from non-traditional donors.

1. Recommendation:

Develop a map (inclusive of geographical layout) of ongoing development programmes and actors to ensure UNDP is positioned strategically both thematically and geographically to avoid potential overlap and duplication with larger operators

Management Response: [Added: 2021/06/16]

Accepted

Key Actions:

Key Action Responsible DueDate Status Comments Documents
. Develop UNDP programming geographical map a. Develop a consolidated database of UNDP programmes projects, and Grants covering key indicators on thematic areas, performance, coverage and outreach. b. Use database to develop a geographical map with details of programming support c. Use consolidated data and information management dashboard for breaking silos between the pillars and support integrated policymaking and programming approaches
[Added: 2021/06/16]
UNDP Programme Team led by Governance and Peace Building Pillar and supported by Central Team 2022/01 Initiated
Develop and launch Crisis Risk and Early Warning Dashboard to identify hotspots for priority development challenges a. develop database for key indicators b. launch dashboard and quarterly reports to support evidence-based programing
[Added: 2021/06/16]
UNDP Programme Team led by GP Pillar and supported by Central Team 2022/01 Initiated
Conduct mapping of other development actors present in the locations of UNDP’s work
[Added: 2021/06/16]
UNDP Programme Team supported by Central Team 2022/04 Not Initiated
Use Accelerator Lab as tool to identify frontier challenges and develop solutions for stronger thematic positioning
[Added: 2021/06/16]
Programme Team led by Accelerator Lab 2022/06 Not Initiated
2. Recommendation:

Review the vision and success at the end of the CPD period and beyond, for each pillar and corporate initiative through a ToC exercise - with a clear identification of the underlying assumptions and casual relations, and their contributions to the overall CO ToC.

Management Response: [Added: 2021/06/16]

Accepted

Key Actions:

Key Action Responsible DueDate Status Comments Documents
. Have pillars review CPD ToC and develop pillar level ToC a. Review all projects and pipelines within CPD duration to develop pillar CPD and establish linkages with Higher level CO ToC
[Added: 2021/06/16] [Last Updated: 2021/08/26]
UNDP Programme Team led by Central Team 2021/08 Completed ToC for Pillars have been prepared (attached) however modifications will continue applying learning from recent RBM training and preparation for upcoming CPD History
Consolidate pillar level ToC to update CPD ToC
[Added: 2021/06/16]
UNDP Programme Team led by Central Team 2021/12 Not Initiated
Use the M&E function beyond project and CPD requirement to construct the CO narrative of success in Jordan based on and including evidence and data from evaluations a. Use pillar ToC development exercise to develop ToC narrative for UNDP Jordan Jordan
[Added: 2021/06/16]
UNDP Programme Team led by Central Team 2021/12 Not Initiated
Review and adapt the CPD RRF indicators in line with their existing limitations, and develop a country specific intermediate UNDP outcome Results Framework with relevant indicators to communicate effectively the CPD achievements a. Conduct half day workshop to review and revise RRF indictors b. prepare report justifying requested revisions and amendments c. Submit for review to RBAS
[Added: 2021/06/16]
UNDP Programme Team led by Central Team 2022/02 Not Initiated
3. Recommendation:

Provide a comprehensive M&E and RBM training to programme staff, with a particular focus on the ToC and the hierarchy of results, in order to ensure a common understanding and language is used for M&E and across all interventions

Management Response: [Added: 2021/06/16]

Accepted

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Design 5 day fully immersive training with external trainer a. Identify critical staff to participate in training b. pre and post assessment
[Added: 2021/06/16] [Last Updated: 2021/08/26]
UNDP Progamme Team led by Central Team 2021/08 Completed The ToC training was completed on the 5th of August. History
4. Recommendation:

Use the M&E function beyond project and CPD requirement to construct the CO narrative of success in Jordan based on and including evidence and data from evaluations.

Management Response: [Added: 2021/06/16]

Accepted  – We agree with this recommendation but not as a standalone – we moved it under key action 2.3 under Recommendation 2

Key Actions:

Key Action Responsible DueDate Status Comments Documents
No action needed
[Added: 2021/06/17]
Programme 2021/05 Completed
5. Recommendation:

Review and adapt the CPD RRF indicators in line with their existing limitations, and develop a country specific intermediate UNDP outcome Results Framework with relevant indicators to communicate effectively the CPD achievements    

Management Response: [Added: 2021/06/16]

Partially accepted. This recommendation is partly addressed through Key action 2.4 under recommendation 2

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Monitor communication and advocacy efforts to ensure they are aligned with CPD commitments and reporting on relevant successes, achievements and learnings a. Build a narrative of the CO successes by the end of the CPD that can be shared publicly and through social networks drawing from the precious recommendation
[Added: 2021/06/16] [Last Updated: 2021/06/17]
Central Team led by Communications Focal Point 2022/09 Initiated History
Use revised RRF to develop communication plan for UNDP CO to effectively communicate on CPD achievements
[Added: 2021/06/16]
Central Team led by Communications Focal Point 2021/12 Not Initiated
6. Recommendation:

Build a narrative of the CO successes by the end of the CPD that can be shared publicly and through social networks drawing from the precious recommendation

Management Response: [Added: 2021/06/16]

Accepted  – We agree with this recommendation but not as a standalone – we moved it under key action 5.2 under Recommendation 2

Key Actions:

Key Action Responsible DueDate Status Comments Documents
No action needed
[Added: 2021/06/17]
Programme 2021/06 Completed
7. Recommendation:

(For next programming cycle) Consider piloting an area-based integrated programme across the different pillars over a 3-year period in one governorate (suggested to be in the South) supported by a field office with a permanent staff presence to develop local partnerships and relationships

Management Response: [Added: 2021/06/16] [Last Updated: 2021/06/17]

Accepted

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Identification of potential area based programming themes a. use mapping activity under key actions 1.1-1.4 to identify hot spots where development challenges are aligned with UNDP and National commitments b. Establishment of field offices with permanent staff i. Development of local partnerships and relationships ii. design area based pilot programmes iii. test and identify successful models for scale up and replication
[Added: 2021/06/16] [Last Updated: 2021/06/17]
Programme 2022/12 Not Initiated History
8. Recommendation:

(For next programming cycle) Develop/establish a high-profile regional exchange centre/hub at  regional level (or a Regional Centre of Excellence for a) PVE b) SDG data and statistics c) SDG investment funds, and also considering inclusion of d) regional programme management e) applications of successful transition to private sector in the SWM sector, e) Women’s Economic Empowerment This could be done at the existing regional hub or sharing specific functions between the regional hub and the CO. For PVE, it could also be envisaged to link it to the UNDP Oslo Governance Centre. The expressed need to continue regional and international exchanges for SDG data and SDG investment funds supports points b) and c) of this recommendation.

Management Response: [Added: 2021/06/16] [Last Updated: 2021/06/17]

Declined - This recommendation is beyond the scope and control of Country Office work. However the Country Office will increase efforts to collaborate with the Regional Hub on relevant programming areas going forward.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Rejected - no key action needed
[Added: 2021/06/17]
Programme 2021/06 No Longer Applicable [Justification: Rejected ]
9. Recommendation:

(For next programming cycle) Hold high-profile annual awards for best practices with media coverage under the regional "centre of excellence" under the previous recommendation 2 ensuring regional participation/visibility to stress the importance and value given to peer learning (particularly on SDG data and statistics, PVE)

Management Response: [Added: 2021/06/16] [Last Updated: 2021/06/17]

 Declined – As with the Recommendation for establishing the Centre of Excellence, this recommendation is also beyond the scope and control of the work of the CO. However, efforts on visibility and advocacy will be enhanced through programmatic work.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
No action needed
[Added: 2021/06/17]
Programme 2021/05 No Longer Applicable [Justification: Rejected ]
10. Recommendation:

(For next programming cycle) Request from the corporate headquarters support in advocating to development partners that short-term funding is counterproductive for resilience and sustainability, even in protracted crisis situations, and try to establish a benchmark of 3-years for project funding particularly on sensitive issues to ensure enough time is given for coaching and monitoring.

Management Response: [Added: 2021/06/16]

Accepted

Key Actions:

Key Action Responsible DueDate Status Comments Documents
10.1 Liaise with HQ for support in advocating for medium to long term funding the entry point for this request during the preparation of the CPD
[Added: 2021/06/16]
Programme 2022/06 Not Initiated
11. Recommendation:

(For next programming cycle) The outcome statements of the CPD should reflect the relative importance of the UNDP programming portfolio. More than half of the current CPD budget allocations rest with the ECCDRR pillar and the CPD is only addressing ECCDRR interventions through two outputs under outcome JOR 29 as it has no specific outcome statement.

Management Response: [Added: 2021/06/16]

Accepted

Key Actions:

Key Action Responsible DueDate Status Comments Documents
11.1 Adapt consultative process for formulation of the next CPD a. Establish stakeholder engagement platform using Spark Blue b. Ensure alignment of CPD outcomes with national priorities and SDGs c. Allocate commensurate financial allocations to identified priorities
[Added: 2021/06/16] [Last Updated: 2021/08/26]
Programme 2022/09 Initiated CO is working with RCO to support the new CF consultations; the viability of the process will be tested through CF stakeholder engagement . History
Continue process of pillar specific ToC development as part of the next CPD formulation process to ensure better identification of most relevant outcomes.
[Added: 2021/06/16] [Last Updated: 2021/08/26]
Programme 2022/09 Initiated History
12. Recommendation:

(For next programming cycle) Consider developing a partnership strategy for programmes defining the typology and added value of the different kinds of partnerships.

Management Response: [Added: 2021/06/16]

Accepted

Key Actions:

Key Action Responsible DueDate Status Comments Documents
The Country Office developed a Partnership and Communication Action Plan (PCAP) in 2020 a. The CO will work on a partnership plan as part of the new CPD
[Added: 2021/06/16]
Partnerships adviser In coordination with Programmed manager and team leaders. 2022/12 Not Initiated
13. Recommendation:

(For next programming cycle) Avoid as much as possible short-term project implementation as it runs against the objective of developing sustainability and advocate the need for medium-term funds amongst development partner to strengthen the quality of results.

Management Response: [Added: 2021/06/16]

Accepted – Please refer to Key Actions under Recommendation 10

Key Actions:

Key Action Responsible DueDate Status Comments Documents
No action needed
[Added: 2021/06/17]
Programme 2021/05 Completed Accepted – Please refer to Key Actions under Recommendation 10
14. Recommendation:

(For next programming cycle) Develop a consolidated data and information management dashboard for breaking silos between the pillars and support integrated policymaking and programming approaches. (Link to Recommendation 1)

Management Response: [Added: 2021/06/16]

Accepted – Please refer to Key Action 1.4 (addressed in Recommendation 1)

Key Actions:

Key Action Responsible DueDate Status Comments Documents
No action needed
[Added: 2021/06/17]
Programme 2021/05 Completed Accepted – Please refer to Key Action 1.4 (addressed in Recommendation 1)
15. Recommendation:

(For next programming cycle) Exploring possible collaboration with the King Abdullah II Centre of Excellence for this Regional Centre of Excellence/regional knowledge exchange hub

Management Response: [Added: 2021/06/16]

Declined - This recommendation is beyond the scope and control of Country Office work. However the Country Office will increase efforts to collaborate with the Regional Hub on relevant programming areas going forward.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
No action needed
[Added: 2021/06/17]
Programme 2021/06 No Longer Applicable [Justification: Declined - This recommendation is beyond the scope and control of Country Office work. However the Country Office will increase efforts to collaborate with the Regional Hub on relevant programming areas going forward. ]
16. Recommendation:

Review the relationship and entry points with GoJ counterparts such as MoPIC and key actors in order to engage more actively into advocacy and policy making in critical areas, including with Parliament and the Ministry of Justice

Management Response: [Added: 2021/06/16]

Accepted

Key Actions:

Key Action Responsible DueDate Status Comments Documents
16.2 Increase Country Office policy level engagement. a. Mobilise internal policy advisory team b. Develop an annual plan for policy level engagement c. Publish at least six policy advisory products
[Added: 2021/06/17] [Last Updated: 2021/08/26]
Programme 2022/03 Initiated History
16.1 Develop internal tracker for national priority mapping a. Conduct mapping of current national level partnerships and potentials for future engagement
[Added: 2021/06/17]
Programme 2022/09 Not Initiated
17. Recommendation:

Define an engagement strategy with the Royal Court, particularly on the SDG agenda. (Suggest linking to 16 as key action)

Management Response: [Added: 2021/06/16]

Accepted

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Initiate discussion with Royal Court on possible areas for collaboration building on the 2030 Agenda and SDGs, and to conduct SDG prioritization exercise in support of a whole of society approach and ensure Royal Court’s participation and inputs. a. Keep coordination with RC on Marine Reserve b. Keep follow up with RC on Badia development Programme
[Added: 2021/06/16]
Programme 2022/12 Not Initiated
18. Recommendation:

Continue efforts to leverage a strong relation with the private sector, and adjust the language and communication materials accordingly

Management Response: [Added: 2021/06/16]

Accept

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Increase engagement with private sector through: a. Leverage SDG Impact investors maps b. Expand private sector collaboration in common areas of interest through heart of Amman and other initiatives c. focus on private sector involvement through new projects formulation especially on LED.
[Added: 2021/06/16] [Last Updated: 2021/08/26]
Programme 2022/12 Initiated History
19. Recommendation:

Develop a strategy and roadmap for new partnerships with private sector, philanthropic organizations, foundations and corporate sustainability funds for SDG initiatives and continue leveraging support from non-traditional donors.

Management Response: [Added: 2021/06/16]

Accepted

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Continue to implement SDG Impact service lines to strengthen and create new partnerships with private sector, philanthropic organizations, foundations and corporate sustainability funds for SDG initiatives and continue leveraging support from non-traditional donors.
[Added: 2021/06/16]
Programme 2022/12 Initiated

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