Mid-term CPD Evaluaiton

Report Cover Image
Evaluation Plan:
2017-2021, Saudi Arabia
Evaluation Type:
Country Programme Evaluation
Planned End Date:
07/2019
Completion Date:
07/2019
Status:
Completed
Management Response:
Yes
Evaluation Budget(US $):
35,000

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Title Mid-term CPD Evaluaiton
Atlas Project Number:
Evaluation Plan: 2017-2021, Saudi Arabia
Evaluation Type: Country Programme Evaluation
Status: Completed
Completion Date: 07/2019
Planned End Date: 07/2019
Management Response: Yes
Corporate Outcome and Output (UNDP Strategic Plan 2014-2017)
Evaluation Budget(US $): 35,000
Source of Funding: Office budget
Evaluation Expenditure(US $): 15,750
Joint Programme: No
Joint Evaluation: No
Evaluation Team members:
Name Title Email Nationality
Mostafa Kharoufi Consultant m.kharoufi@hotmail.fr
GEF Evaluation: No
Key Stakeholders: National Partners
Countries: SAUDI ARABIA
Lessons
1.

•        The partnership between the UNDP CP and Saudi Arabia National Partners is a success. According to the Partners such as MoFA, SEEC, some of the projects (SEEC, Public Education Evaluation Commission, SFDA, National Authority for Statistics), were able to alleviate challenges, accomplish their mandates becoming well known across the country and even in the Gulf Region.

•        The UNDP CP was also able to make necessary revision of the project to maintain a substantive and technical support to the implementation of the National Energy Efficiency Strategy. This was result of the considerable success of the project in its previous phase by mainstreaming energy efficiency and raising it high on development agenda, the specific thrust of this revision is to carry on wide-ranging awareness campaigns targeting households, as well as the education, industrial and commercial sectors.

•        The UNDP CP was reactive to the change operated by the National Partners in the Kingdom of Saudi Arabia with the implementation of the Vision 2030: as the planning system has to adapt and to be responsive to shifts in paradigms of strategic thinking, methodologies and techniques of policy analysis, and approaches to management of resources.

•        Projects such as SEEC and SFDA could constitute a success story and deserve to be presented at regional level


Findings
1.

-        UNDP CP is relevant and has made adequate adjustments to respond to emerging issues at the national development context.

-        The National Partners, in general, have expressed their great satisfaction working with UNDP

-         This satisfaction is very important in the ongoing context of a country experiencing a rapid transition in the development approach.

-        Through this approach, Government Agencies are preparing decisions based on detailed studies and benchmarks, as well as comprehensive analysis of each agency’s programs, plans and relevant performance indicators

-        Objectives of the ongoing UNDP projects are in line with those of the executing agency/implementing partners.

-        Progress is underway with some solid achievements in vital sectors (Economy and Planning, Employment, water management, Urban management, Energy, Statistics, Food and Drug security).

-        The CPD outcomes are still valid, with only minor suggestion for an increase focus on the SDGs in Pillar n 1 (Sustainable economic and social development).

-        For instance, a new output should be prepared to address UNDPs support to the National agencies in the implementation of the SDGs. Support should take into consideration the MAPS (Mainstreaming Acceleration of Policy Support).

-        Regarding gender equality, the MTE did assess the extent to which UNDP initiatives have addressed the issues of social and gender inclusion, equality and empowerment, and found that the CPD gender has not accorded gender great emphasis


Recommendations
1

Under Pillar1,a new output should be prepared to address UNDPs support to the National agencies in the implementation of the SDGs. Support should take into consideration the MAPS (Mainstreaming Acceleration of Policy Support).a new output should be prepared to address UNDPs support to the National agencies in the implementation of the SDGs. Support should take into consideration the MAPS (Mainstreaming Acceleration of Policy Support).

2

The output n° 2.1 under pillar 2 Public sector efficiency can still be maintained with minor editing to reflect focus between different sector, such as National capacities enhanced and integrated towards local adaptation and implementation of the SDGs and national transformation plan, as well as effective coordination among national development implementers.

3

The CPD has not accorded gender great emphasis, however, as Saudi Vision 2030 is advocating for women empowerment, the UNDP CPD could provide assistance in order to enhance women empowerment in the Kingdom. This is a golden opportunity to re-align CDP in this review to reflect great focus on gender.

•        There is a need for gender strategy with specific work plans to engage all relevant stakeholders. The UNDP CP could provide assistance to national partners such as the Ministry of Social Affairs or the Ministry of Labour in order to enhance women empowerment in the Kingdom, and this could be a golden opportunity to re-align CDP to reflect great focus on gender.

 

•        Coordination with Gastat should be strengthened to ensure that all data are desegregated in terms of gender. This is a good opportunity as the Kingdom of Saudi Arabia is preparing for the census 2020.

4

UNDP CPD, communication can be improved through a series of discussions with key national partners, especially new managers of National Agencies which are implementing the programmes of the Saudi Vision 2030 for the following objectives:

  1. advocate the normative functions of UNDP and the comparative advantage of UNDP;
  2. identify and address the specific capacity requirements that the national partners need to access, including capacity building for staff in government agencies/departments; knowledge transfer; training of government officials;
  3. identify gaps for the implementation of the Saudi Vision 2030 where the needs of national partners are not being met and suggest specific initiatives that could address these gaps;
  4. sensitize to produce annual National Report on the SDGs.
  5. request for International Experts from the UNDP, UN-ESCWA, UNFPA, WHO, to assist different Ministries.
5

Regarding the youth component in the CPD, and based on Saudi Vision 2030, more than half of the Saudi population is below the age of 25 years. The assumption is that this rate will absorb roughly an equivalent percentage of 35% of the national budget allocations (The budget expenditure for the year (2017) was estimated at SAR 890 billion, an 8% increase over the projected (2016) expenditure of SAR 825 billion)[1]. These allocations are distributed on different sectors: education, health, social protection, sports, culture, entertainment, etc.

On this basis, it is advisable to expand on this promising sector

 


[1] Ministry of Finance (Kingdom of Saudi Arabia). – 2017 Budget: Public Statement Copy. – p. 21

6

South-south and triangular cooperation should represent an opportunity in upgrading capacities of Saudi civil society to conduct overseas assistance activities for example. Also, themes such as: urban management, urban governance, urban landscaping, environment, could constitute component for SSC with research centers, municipalities, international NGOs with the assistance of UNDP CP

1. Recommendation:

Under Pillar1,a new output should be prepared to address UNDPs support to the National agencies in the implementation of the SDGs. Support should take into consideration the MAPS (Mainstreaming Acceleration of Policy Support).a new output should be prepared to address UNDPs support to the National agencies in the implementation of the SDGs. Support should take into consideration the MAPS (Mainstreaming Acceleration of Policy Support).

Management Response: [Added: 2019/09/04] [Last Updated: 2019/09/15]

The CO will make all efforts needed to ensure support is provided to National counterparts on implementationof SDGs and tools avaialble to meet their needs 

Key Actions:

Key Action Responsible DueDate Status Comments Documents
We will hold meetings and workshop related to SDG awareness raising with Ministry of Economy and Planning, Ministry of Labor and Social Development and Ministry of Foreign Affairs and research institutions such as King Abdallah Petroleum Studies and Research Center (KAPSARC)
[Added: 2019/09/15] [Last Updated: 2019/12/29]
Management and Programme team 2019/12 Completed Engagement with MEP is in full gear and the CO is working with them on capacity development History
2. Recommendation:

The output n° 2.1 under pillar 2 Public sector efficiency can still be maintained with minor editing to reflect focus between different sector, such as National capacities enhanced and integrated towards local adaptation and implementation of the SDGs and national transformation plan, as well as effective coordination among national development implementers.

Management Response: [Added: 2019/09/04] [Last Updated: 2019/09/15]

We will pursue Pillar 2 output towards anti-corruption efforts adn the usage of ZAKAT

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Follow up on MoU and then PD with the Anti-Corruption Commission and formulate a PD around stronger linkages between General authority for Zakat and Tax and SDG implementation (innovative financing)
[Added: 2019/09/15] [Last Updated: 2019/12/29]
Management and Programme Team 2020/06 Completed MoU with Anti-corruption commission is signed History
3. Recommendation:

The CPD has not accorded gender great emphasis, however, as Saudi Vision 2030 is advocating for women empowerment, the UNDP CPD could provide assistance in order to enhance women empowerment in the Kingdom. This is a golden opportunity to re-align CDP in this review to reflect great focus on gender.

•        There is a need for gender strategy with specific work plans to engage all relevant stakeholders. The UNDP CP could provide assistance to national partners such as the Ministry of Social Affairs or the Ministry of Labour in order to enhance women empowerment in the Kingdom, and this could be a golden opportunity to re-align CDP to reflect great focus on gender.

 

•        Coordination with Gastat should be strengthened to ensure that all data are desegregated in terms of gender. This is a good opportunity as the Kingdom of Saudi Arabia is preparing for the census 2020.

Management Response: [Added: 2019/09/04] [Last Updated: 2019/09/15]

To office will make efforts towards greater Gender empowerment as per National priorities

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Engage a gender advisor to assist in various gender empowerment activities with national partners
[Added: 2019/09/15] [Last Updated: 2019/12/29]
Management 2019/10 Completed CO has a gender advisor on part-time contract History
The CO will hire a gender advisor to increase assistance to national counterparts
[Added: 2019/09/15] [Last Updated: 2019/12/29]
Management 2019/10 Completed CO has a gender advisor on part-time contract History
4. Recommendation:

UNDP CPD, communication can be improved through a series of discussions with key national partners, especially new managers of National Agencies which are implementing the programmes of the Saudi Vision 2030 for the following objectives:

  1. advocate the normative functions of UNDP and the comparative advantage of UNDP;
  2. identify and address the specific capacity requirements that the national partners need to access, including capacity building for staff in government agencies/departments; knowledge transfer; training of government officials;
  3. identify gaps for the implementation of the Saudi Vision 2030 where the needs of national partners are not being met and suggest specific initiatives that could address these gaps;
  4. sensitize to produce annual National Report on the SDGs.
  5. request for International Experts from the UNDP, UN-ESCWA, UNFPA, WHO, to assist different Ministries.
Management Response: [Added: 2019/09/04] [Last Updated: 2019/09/15]

The CO will take necessary measures to improve communications and will, through its new integrator role in the UNDS, close parnterships with relevant UN agencies

Key Actions:

Key Action Responsible DueDate Status Comments Documents
The office will hire a communication specialist via UNV
[Added: 2019/09/15] [Last Updated: 2019/12/29]
Management 2019/11 Completed Communication specialist on board since November History
Formulate communications and outreach plans for various projects, including capacity development for government counterparts
[Added: 2019/09/15] [Last Updated: 2019/12/29]
Programme team 2020/08 Initiated History
5. Recommendation:

Regarding the youth component in the CPD, and based on Saudi Vision 2030, more than half of the Saudi population is below the age of 25 years. The assumption is that this rate will absorb roughly an equivalent percentage of 35% of the national budget allocations (The budget expenditure for the year (2017) was estimated at SAR 890 billion, an 8% increase over the projected (2016) expenditure of SAR 825 billion)[1]. These allocations are distributed on different sectors: education, health, social protection, sports, culture, entertainment, etc.

On this basis, it is advisable to expand on this promising sector

 


[1] Ministry of Finance (Kingdom of Saudi Arabia). – 2017 Budget: Public Statement Copy. – p. 21

Management Response: [Added: 2019/09/04] [Last Updated: 2019/09/15]

The CO will exert efforts to ensure a Youth component is included in new projects with national counterpart

Key Actions:

Key Action Responsible DueDate Status Comments Documents
A clearly articulated youth component in at least one development project
[Added: 2019/09/15]
Management and Programme team 2020/10 Not Initiated
6. Recommendation:

South-south and triangular cooperation should represent an opportunity in upgrading capacities of Saudi civil society to conduct overseas assistance activities for example. Also, themes such as: urban management, urban governance, urban landscaping, environment, could constitute component for SSC with research centers, municipalities, international NGOs with the assistance of UNDP CP

Management Response: [Added: 2019/09/04] [Last Updated: 2019/09/15]

CO will work with Governement to identify areas for SS cooperation around CSOs

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Convene one workshop/study tour with countries overcoming similar challenges
[Added: 2019/09/15]
Management 2020/11 Not Initiated

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