End of Project Evaluation- Deepening Foundations for Peace and Community Security Project

Report Cover Image
Evaluation Plan:
2014-2018, Kenya
Evaluation Type:
Final Project
Planned End Date:
12/2018
Completion Date:
12/2018
Status:
Completed
Management Response:
Yes
Evaluation Budget(US $):
60,000

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Title End of Project Evaluation- Deepening Foundations for Peace and Community Security Project
Atlas Project Number: 81560
Evaluation Plan: 2014-2018, Kenya
Evaluation Type: Final Project
Status: Completed
Completion Date: 12/2018
Planned End Date: 12/2018
Management Response: Yes
Corporate Outcome and Output (UNDP Strategic Plan 2018-2021)
  • 1. Output 3.2.1 National capacities strengthened for reintegration, reconciliation, peaceful management of conflict and prevention of violent extremism in response to national policies and priorities
Evaluation Budget(US $): 60,000
Source of Funding:
Evaluation Expenditure(US $): 66,000
Joint Programme: No
Joint Evaluation: No
Evaluation Team members:
Name Title Email Nationality
Sidhartha Patnaik Director spatnaik@ipeglobal.com
GEF Evaluation: No
Key Stakeholders: Government of Kenya
Countries: KENYA
Lessons
Findings
Recommendations
1

Policy and governance issues that interrupt people’s livelihoods should be addressed through specific actions.

2

Development of gender and human rights inclusion strategies will enhance effectiveness and sustainability of community-driven peace initiatives.

3

The collaborative institutional framework and participatory planning model developed during the design and implementation of PBCS programme was a significant achievement and a good practice model that can be replicated for future peacebuilding programmes.

4

For projects that are implemented in the context of heightened political tensions, and with a limited window of opportunity to respond to immediate needs of communities, fast-track or specialized recruitment procedures are needed in order to ensure the effectiveness and timeliness of such projects.

5

In order to clarify expectations about timelines related to the start and implementation of future projects, Project documents should contain a realistic start-up phase which includes the mobilization of resources, staffing of the project and development of implementation processes/frameworks to advance the implementation phase of a project with minimal interruptions.

6

Integrating Alternative Dispute Resolution (ADR) in future programmes will shift peacebuilding from a reactive to a proactive approach.

7

In order to give such a complex programme like PBCS the visibility it deserves, the capacities of the implementing agencies at the grassroots are imperative. UNDP is largely viewed as a grant maker at the grassroots level and not an implementer. In this regard UNDP should continue coordinating development programme support but empower implementing partners with widespread grassroots network to implement future programmes.

8

It is still essential for future programmes to develop a M&E Plan early on so that results/findings from monitoring are identified on a continuous basis and incorporated into ongoing project implementation. It is also important that M&E frameworks measure and assess not only achievement of outputs and activities but also progress made towards achieving programme objectives and outcomes. In this regard, baseline study and mid-term evaluation are important parts of M&E outcomes and should be incorporated in future programming.

9

Interventions that could contribute to peace in conflict prevention and peacebuilding work where possible should consider socio- economic development, good governance, reform of justice and security institutions and culture of justice, truth and reconciliation (although not limited to these); future programmes will benefit from inclusion of other components of socio-economic development and especially equitable and balanced poverty reduction as well as sustainable use of and equitable access to natural resources.

10

In designing and implementing the PBCS Project, strong synergies were established with the UNDP/NSC directorate in charge of peace building and conflict management. This cooperation and coordination between government and development partners is a good practice which should be replicated for other UNDP projects where relevant. Additionally, exit plans should be developed on how the important synergies developed will continue to be useful assets to the community, once the project comes to an end.

11

Involve and support Community Based Organizations (CBOs) to sustain peace and community security. CBOs are essential platforms for creating partnerships between communities and the government. Inclusion of CBOs into peacebuilding projects will ensure community needs are continuously addressed at the community level. Training and capacity building for CBOs as well as CSOs and peace committees should also be standardized to ensure peacebuilding and community security activities are systematic.

12

Support alternative dispute resolution (ADR) mechanisms. The traditional community conflict resolution systems and mechanisms have been tested and proven to be effective in managing community conflicts. Integrating ADR in future programmes will shift peacebuilding from being a reactive to a proactive approach. Peacebuilding is additive and therefore use of ADR will ensure sustainability of peace before, during and after elections.

13

Considering there is a reduction in donor funding globally as demonstrated by the level of funding achieved by this programme, there is need for UNDP to reach out to more funding partners in future programmes.

1. Recommendation:

Policy and governance issues that interrupt people’s livelihoods should be addressed through specific actions.

Management Response: [Added: 2019/03/13]

Agreed. This was incorporated in the project as one of the outputs e.g. The Peace Building and Conflict Management policy was developed. However, the process took very long to be finalized. UNDP appreciates the importance of planning for the entire policy process in project design, including addressing drivers of conflict, as part of the policies. 

Key Actions:

Key Action Responsible DueDate Status Comments Documents
1.1 Incorporate policy and governance issues in the design of the next programme.
[Added: 2019/03/13] [Last Updated: 2019/03/26]
UNDP and NSC/PBCM 2019/03 Overdue-Initiated History
2. Recommendation:

Development of gender and human rights inclusion strategies will enhance effectiveness and sustainability of community-driven peace initiatives.

Management Response: [Added: 2019/03/27]

The gender and human rights issues were incorporated albeit belatedly. This was mainly due to oversight at the design stage and funding limitations.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
2.1. Develop gender and, human rights inclusion strategies during the design phase of next programme.
[Added: 2019/03/27]
UNDP and NSC/PBCM 2019/03 Overdue-Initiated
3. Recommendation:

The collaborative institutional framework and participatory planning model developed during the design and implementation of PBCS programme was a significant achievement and a good practice model that can be replicated for future peacebuilding programmes.

Management Response: [Added: 2019/03/27]

Agreed. This will be continued.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
3.1 The collaborative institutional framework and participatory planning model will be replicated in the new programme.
[Added: 2019/03/27]
UNDP and NSC/PBCM 2019/03 Overdue-Initiated
4. Recommendation:

For projects that are implemented in the context of heightened political tensions, and with a limited window of opportunity to respond to immediate needs of communities, fast-track or specialized recruitment procedures are needed in order to ensure the effectiveness and timeliness of such projects.

Management Response: [Added: 2019/03/27]

While the human resources were factored in the design, the project did not mobilize adequate resources in the early stages to recruit all the required positions.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
4.1 Determine the staff requirements during the design phase of the next project, develop TORs and initiate recruitment processes immediately project is approved, and resources secured.
[Added: 2019/03/27]
UNDP and NSC/PBCM 2019/03 Overdue-Not Initiated
5. Recommendation:

In order to clarify expectations about timelines related to the start and implementation of future projects, Project documents should contain a realistic start-up phase which includes the mobilization of resources, staffing of the project and development of implementation processes/frameworks to advance the implementation phase of a project with minimal interruptions.

Management Response: [Added: 2019/03/27]

UNDP aims to have a realistic start-up phase, mobilization of resources, staffing of the project and development of implementation processes/frameworks etc.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
5.1 Set up a realistic start-up phase (at least 6 months) in the next programme.
[Added: 2019/03/27]
UNDP and NSC/PBCM 2019/03 Overdue-Not Initiated
6. Recommendation:

Integrating Alternative Dispute Resolution (ADR) in future programmes will shift peacebuilding from a reactive to a proactive approach.

Management Response: [Added: 2019/03/27]

Agreed. ADR mechanisms are effective in managing community conflicts.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
6.1 Increase investment in ADR at all levels, including a focus on women and youth
[Added: 2019/03/27]
UNDP and NSC/PBCM 2019/03 Overdue-Initiated
7. Recommendation:

In order to give such a complex programme like PBCS the visibility it deserves, the capacities of the implementing agencies at the grassroots are imperative. UNDP is largely viewed as a grant maker at the grassroots level and not an implementer. In this regard UNDP should continue coordinating development programme support but empower implementing partners with widespread grassroots network to implement future programmes.

Management Response: [Added: 2019/03/27]

Visibility is achieved when partners have the requisite capacities and resources. Core to our work is capacity development which in this instance and to a limited extent were supported to achieve visibility.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
7.1 UNDP will continue coordinating development programmes, while empowering implementing partners to implement future programmes. 7.2. Determine funds disbursement mechanisms during programme design to ensure timely disbursement of funds to partners.
[Added: 2019/03/27]
UNDP and NSC/PBCM 2019/03 Overdue-Initiated
8. Recommendation:

It is still essential for future programmes to develop a M&E Plan early on so that results/findings from monitoring are identified on a continuous basis and incorporated into ongoing project implementation. It is also important that M&E frameworks measure and assess not only achievement of outputs and activities but also progress made towards achieving programme objectives and outcomes. In this regard, baseline study and mid-term evaluation are important parts of M&E outcomes and should be incorporated in future programming.

Management Response: [Added: 2019/03/27]

Development of an M&E Plan/strategy is a programming requirement for UNDP and was in place during implementation

Key Actions:

Key Action Responsible DueDate Status Comments Documents
8.1 Develop a M&E Plan with baseline data, during the project design for the next phase. 8.2. Plan for and recruit an M&E specialist for the next project
[Added: 2019/03/27]
UNDP and NSC/PBCM 2019/03 Overdue-Not Initiated
9. Recommendation:

Interventions that could contribute to peace in conflict prevention and peacebuilding work where possible should consider socio- economic development, good governance, reform of justice and security institutions and culture of justice, truth and reconciliation (although not limited to these); future programmes will benefit from inclusion of other components of socio-economic development and especially equitable and balanced poverty reduction as well as sustainable use of and equitable access to natural resources.

Management Response: [Added: 2019/03/27]

Agreed. It is important to include other components of socio-economic development, good governance, justice, truth and reconciliation, among other aspects in future programmes.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
9.1 Ensure peace-socio-economic development-justice-humanitarian components, including peace dividends are integrated in the next project phase
[Added: 2019/03/27]
UNDP and NSC/PBCM 2019/03 Overdue-Initiated
10. Recommendation:

In designing and implementing the PBCS Project, strong synergies were established with the UNDP/NSC directorate in charge of peace building and conflict management. This cooperation and coordination between government and development partners is a good practice which should be replicated for other UNDP projects where relevant. Additionally, exit plans should be developed on how the important synergies developed will continue to be useful assets to the community, once the project comes to an end.

Management Response: [Added: 2019/03/27]

Agreed. This is a best practice to be replicated in future programmes for sustainable development solutions

Key Actions:

Key Action Responsible DueDate Status Comments Documents
10.1 Ensure the cooperation and coordination between government and development partners as stipulated in the project document is implemented.
[Added: 2019/03/27]
UNDP and NSC/PBCM 2019/03 Overdue-Initiated
11. Recommendation:

Involve and support Community Based Organizations (CBOs) to sustain peace and community security. CBOs are essential platforms for creating partnerships between communities and the government. Inclusion of CBOs into peacebuilding projects will ensure community needs are continuously addressed at the community level. Training and capacity building for CBOs as well as CSOs and peace committees should also be standardized to ensure peacebuilding and community security activities are systematic.

Management Response: [Added: 2019/03/27]

Agreed. Training and capacity building of CBOs, CSOs and peace committees should be standardized and systematic, ensuring peacebuilding and community security interventions are owned by the target communities.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
11.1 Ensure training and capacity building for CBOs, CSOs and peace committees is incorporated in the next project
[Added: 2019/03/27]
UNDP and NSC/PBCM 2019/03 Overdue-Initiated
12. Recommendation:

Support alternative dispute resolution (ADR) mechanisms. The traditional community conflict resolution systems and mechanisms have been tested and proven to be effective in managing community conflicts. Integrating ADR in future programmes will shift peacebuilding from being a reactive to a proactive approach. Peacebuilding is additive and therefore use of ADR will ensure sustainability of peace before, during and after elections.

Management Response: [Added: 2019/03/27]

Agreed. Support to ADR mechanisms is effective in managing community conflicts.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
12.1 Scale up support to the ADR mechanism.
[Added: 2019/03/27]
UNDP and NSC/PBCM 2019/03 Overdue-Initiated
13. Recommendation:

Considering there is a reduction in donor funding globally as demonstrated by the level of funding achieved by this programme, there is need for UNDP to reach out to more funding partners in future programmes.

Management Response: [Added: 2019/03/27]

Agreed. UNDP to enhance and diversify its resource mobilization for the current programme period.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
13.1 Prioritize resource mobilization for the next programme. UNDP and partners to jointly develop and implement resource mobilization strategy.
[Added: 2019/03/27]
UNDP and NSC/PBCM 2019/03 Overdue-Initiated

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