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Independent Country Programme Evaluation: Somalia
Commissioning Unit: Independent Evaluation Office
Evaluation Plan: 2018-2021
Evaluation Type: ICPE/ADR
Completion Date: 12/2019
Unit Responsible for providing Management Response: Somalia
Documents Related to overall Management Response:  
1. Recommendation:

In framing its next Country Programme, UNDP should determine its added value in the Somali aid ecosystem, review its communication strategies with partners and donors, and explicitly articulate its contributions to overall development results through theory of change approaches. The Country Programme development process should ultimately strengthen the strategic focus of the programme, develop synergies across portfolios, and ensure sustainability

Management Response: [Added: 2020/01/28] [Last Updated: 2020/05/27]

Accepted. The next Country Programme Document will articulate the programme level theory of change and how it will achieve its results through synergistic approaches across portfolios /and role of partnerships in contributing to the achievement of results and maintaining sustainability. A comparative analysis will be undertaken as part of the development of the next CPD. 

A Partnership and Communication Strategy will be developed in line with UNDP Corporate Guidelines, to ensure coherent outreach and coordinated approach to partners.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
1.1. CO will explicitly define the TOC of the next CPD showing the assumptions and role of partnerships, risks and the solution tree based on data from country analysis. 1.2. Partnership and Communication Strategy developed
[Added: 2020/01/28] [Last Updated: 2021/04/07]
1.1. Programme, POQA 1.2.Programme, Communications Unit 2020/09 Completed This was actioned as part of the development of the New CPD for 2021-25. History
2. Recommendation:

Ensure that sustainability in relation to capacity development, finances and projects is at the center of the project design, monitoring and adaptive management efforts, in cooperation with partners in the Country.

Management Response: [Added: 2020/01/28] [Last Updated: 2020/05/27]

Accepted. There is need to have a mix of individual capacity building, institutional strengthening and setting up of systems, to ensure long term sustainability of UNDP’s support/interventions given high staff turnover rate within partner organizations in Somalia.

Efforts will be made to incorporate a sustainability plan and an exit strategy in the different projects, to the extent feasible. The CO will explore possibility of adopting phased out approaches in providing support, in line with the changing country context i.e. the government gradually and increasingly taking on some of the costs in view of the debt relief that the country will benefit from.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
2.1. Capacity development efforts to focus on the systems and processes establishment in addition to individual training and capacity building. a. Incorporate systems development and institutional strengthening in programmes/projects b. Support development of M&E system for tracking/tracing those trained
[Added: 2020/01/28] [Last Updated: 2021/04/07]
Programme 2020/12 Completed The initial RBM training was completed for a project and M&E staff. Training and application of RBM principles is ongoing through various platforms. History
3. Recommendation:

A rights-based approach is fundamental to UNDP approaches and should be a central part of the mutual accountability framework.

Management Response: [Added: 2020/01/28] [Last Updated: 2020/05/27]

Accepted. A rights-based approach will be adopted in undertaking the country analysis and will inform the development of the new Country Programme Documents and the programmes under it. Efforts will be made to target both rights holders and duty bearers with the UNDP interventions.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
3.1 Rights-based approach adopted a. Adopt the 3-step approach in undertaking the analysis to inform CPD development b. Target both rights-holders and duty bearers in defining CPD outputs
[Added: 2020/01/28] [Last Updated: 2021/04/07]
Programme 2020/12 Completed Incorporated during CPD development History
4. Recommendation:

The office should strengthen its results-based systems and practices. In particular, solid evidence, systematically collected, used for adaptive management, and communication with donors and partners, is central to success of UNDP efforts in Somalia.

Management Response: [Added: 2020/01/28] [Last Updated: 2020/05/27]

Accepted. Measures have been put in place for effective monitoring and tracking of results, collecting data and providing evidence-based results reporting.  The particularly challenging nature of implementation in the Somalia context, including scarcity of data and challenges in predictability will be addressed within the country analysis and as part of the designing process for the new CPD.  Additional emphasis will be put on gathering data relevant to enhancing results-based management, as well as techniques for adaptive management learnt from other country offices and elsewhere as part of the CPD design process.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
4.1 RBM Training for programme and project teams was conducted to orient staff on the linkage between project level and programme level TOC and how results are visualized and realized through the projects. 4.2 RBM Training for programme and project teams – refresher training planned for Q1 in 2020 4.3 Reform the third party monitoring process, tools and TOR to ensure collection of data and lessons for adaptive management
[Added: 2020/01/28] [Last Updated: 2021/04/07]
POQA 2020/06 Completed The training was provided with support from the regional hub. M&E Officers have been trained. The next level targets Project Managers and Officers as well as counterparts. Current LTA for TPM is expiring and new ToRs have been developed. History
5. Recommendation:

The reorganization of the gender function should be supported through the establishment of incentives and measures which will embed it into the implementation of the programme.

Management Response: [Added: 2020/01/28] [Last Updated: 2020/05/27]

Accepted. Adopt a twin-track approach to mainstreaming gender in next CPD/UNDP’s support/initiatives.  The office established a team of gender focal points and introduced a new gender planning and M&E tool that was applied in a selection of pilot projects, to increase visibility of gender results beyond focus on parity.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
5.1 Establish gender focal points within M&E team to pilot the gender planning tool among 6 pilot projects that will report on transformational gender results in 2019 5.2 New UNDP gender strategy for Somalia will be developed, informed by the new NDP, the Somalia Women’s Charter and the global UNDP gender strategy 5.3 Have a stand-alone output and project to promote gender equality and women’s empowerment 5.4 Establish a Gender focal team to develop the CO gender action plan and coordinate its implementation
[Added: 2020/01/28] [Last Updated: 2021/04/07]
5.1 POQA, Programme 5.2 Programme 5.3 Programme 5.4 Programme and Operations 2020/12 Completed M&E Officers have worked well as Gender focal points ensuring mainstreaming of gender in project development. Gender has been prioritized under Outcome 2 of the new CPD. A team was set up to work under the leadership of the Senior Gender Advisor. History
6. Recommendation:

Programme management and operations: while understanding the complexity of the context, UNDP has to make sure that it has the best possible systems in place to ensure efficient delivery of its programme.

Management Response: [Added: 2020/01/28] [Last Updated: 2020/05/27]

Accepted: The CO has initiated application of ‘innovation’ in business processes to increase efficiency in its operations. The office has also rolled out training of programme and project staff on the new PPM changes, to apply the new tools that the changes provide and assist in increasing efficiency in responding to emerging needs in programme aspects. 

Key Actions:

Key Action Responsible DueDate Status Comments Documents
6.1 The office rolled out training on the new PPM changes to the programme and project staff from various offices and projects in Somalia 6.2 Programme and project staff were trained and oriented on the use of Atlas for project management, risk management and recording of results 6.3 The innovation team will engage with each end-user unit to develop tools and SOPs that are efficient, user-friendly and avoid the bottlenecks identified during the prototype phase 6.4 Reinforce dialogue on better/more effective programming options for new initiatives through the established bi-weekly meetings between the Programme Team and Programme Oversight Team
[Added: 2020/01/28] [Last Updated: 2021/04/07]
6.1. POQA 6.2. POQA 6.3. Operations 6.4.Programme, POQA 2020/12 Completed Support was provided from the regional hub to deliver on this training. Support from the regional hub was provided to deliver on this training. Dialogue on better/more effective programming commenced in January 2020 and have progressed smoothly. History
7. Recommendation:

Aid Architecture: UNDP in coordination with UN RCO and UNSOM should clarify the roles and responsibilities of UNDP and the other actors in the management and support of the aid coordination system, in line with the roles and responsibilities of each actor under the UN Reform, with a view to streamline and simplify the process, improve operational efficiency and ensure transparent aid flows to both the FGS and the FMS.

Management Response: [Added: 2020/01/28] [Last Updated: 2020/06/01]

Accepted: While this recommendation has been addressed through the development of the Joint Project titled ‘Support to Aid Management & Coordination in Somalia’ which brings together under the umbrella of the UN Integrated Office previously fragmented support to the aid coordination function provided by UNDP, UNSOM and the WB, this project will need to support further work in relation to the National Development Plan 9 and the ongoing work on reforming the aid architecture. The project has been under implementation after the period covered by the evaluation. Collaboration between members of the Strategic Partnerships Unit of the UN Integrated Office is regularly discussed by its members and will be addressed, particularly in the process of development of the 2020 Annual Work Plan.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Development of Annual Work Plan of the UN Integrated Office’s Strategic Partnership Unit in which roles and responsibilities of members are defined
[Added: 2020/01/28] [Last Updated: 2021/04/07]
UN Integrated Office’s Strategic Partnerships Unit 2020/03 Completed The annual work plan developed. History
8. Recommendation:

Joint Programming: a critical weakness of the JPs is the absence of provision for collective oversight and for vesting authority in the Programme Management Board. It is recommended that this deficiency in the regulations and guidance provided to Joint Programs be addressed as a matter of urgency. It is recognized that this may well require a formal agreement among agency heads at HQ and that it should be supported by joint monitoring and evaluation (see recommendation 4)

Management Response: [Added: 2020/01/28] [Last Updated: 2020/05/27]

Accepted. There is need to strengthen the JP Steering Committee / Programme Board with clear TOR that emphasize their oversight function. To get this right, it is suggested to separate the functions that are technical from those that are management/ oversight related since the latter are the ones that provide overall direction of the programme. Furthermore, the steering committee needs to receive inputs from joint field monitoring to appreciate feedback from the ground that will inform the adaptive management options to take as part of their oversight role.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
8.1 Adopt joint planning and monitoring initiatives and make them visible in the joint work plans 8.2 Develop a checklist that outlines the minimum pre-requisite inputs required in the preparation of the JP Steering Committee meetings. These inputs will provide the committee with information to enable them perform their oversight function more effectively 8.3 Develop a calendar to time the schedule of the meetings to be aligned in a cycle of joint monitoring, technical meeting followed by steering committee. This will ensure information from the field is analyzed and taken into account by the technical team, adaptive measures introduced where required and brought forward to the steering committee for review and endorsement.
[Added: 2020/01/28] [Last Updated: 2021/04/07]
Programme JP Members 2020/12 Completed 8.1 Adopt joint planning and monitoring initiatives and make them visible in the joint work plans - Affected by Covid 19 restrictions 3 checklists for Technical Committee, Project Board and Implementation Committee developed and rolled out. Field work has been affected by Covid 19 restrictions. History

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