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Mid-term Review of Parliament Support Project (PSP)
Commissioning Unit: Nepal
Evaluation Plan: 2018-2022
Evaluation Type: Project
Completion Date: 12/2020
Unit Responsible for providing Management Response: Nepal
Documents Related to overall Management Response:
 
1. Recommendation:

The project would benefit from increased communication and coordination with other development partners. Regular meetings (even if informal) would help to prevent duplication of activities and minimize opportunities for rivalry and donor shopping. UNDP might consider taking the lead in remapping current and proposed parliamentary support activities by other development partners.

Management Response: [Added: 2021/01/06] [Last Updated: 2021/01/06]

Partially agreed. In 2019, UNDP held regular meetings with development partners. In 2020, due to the pandemic, formal meetings could not take place. In 2021,  UNDP will continue to coordinate with other development partners and keep them abreast of development on the parliamentary support area, as part of its regular communication activities

Key Actions:

Key Action Responsible DueDate Status Comments Documents
1.1 As in 2019, the project will initiate communication and coordination meetings among development partners in 2021
[Added: 2021/01/06] [Last Updated: 2021/05/03]
PSP and UNDP 2021/04 Completed Meeting with development partners was held on 27 April 2021 History
2. Recommendation:

RRF indicators and targets should be revisited (notably indicators under Outputs 1.3, 2.4, 3.4, 4.1 and 4.6) so that the Project is not set up to fail. Contributions are clearly being made toward all five outputs, but in evaluating progress against many targets as they are presently articulated, the Project will either (a) not be able to achieve the target, or (b) not be able to demonstrate that the target has been met.

Management Response: [Added: 2021/01/06] [Last Updated: 2021/01/06]

Agreed.   Indicators 1.3, 2.4, 3.4,4.1 and 4.6 shall be revisited and reviewed.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
2.1 In the given situation and country context; project will focus on the post legislative scrutiny of laws.
[Added: 2021/01/06] [Last Updated: 2022/05/31]
PSP team 2022/12 Initiated Two post legislative scrutiny completed in 2021 and two will be done in 2022 History
2.2 The project will review the RRF and the indicators.
[Added: 2021/01/06] [Last Updated: 2022/05/31]
PSP team 2021/08 Completed RRF revised and endorsed by the project board History
3. Recommendation:

As opportunities to support Federal Parliament decrease, the Project should continue to expand its support to provincial assemblies where support is greatly needed and being requested

Management Response: [Added: 2021/01/06] [Last Updated: 2021/01/06]

Partially Agreed. The Fund flow analysis of 2019 and 2020 shows that UNDP has invested high share of budgets to Provincial Assemblies. As Provincial Assembly still needs high support to be functional and effective, the project will continue to expand its support to Pas in 2021 and 2022.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
3.1 The project will undertake demand-based interventions
[Added: 2021/01/06] [Last Updated: 2022/05/31]
PSP team 2021/12 Completed Project has been focusing to support provincial assembles based on the Provincial Assemblies needs and demand. Project has done need assessment of all provincial assemblies and annual workplans were adjusted based on the needs. History
3.2 The project will discuss with senior leaderships of Provincial Assemblies to ascertain the needs.
[Added: 2021/01/06] [Last Updated: 2021/05/03]
PSP team 2021/04 Completed Project has been engaged with Provincial Assemblies to collect the need and project workplan adjusted based on the need of the Provincial Assemblies History
4. Recommendation:

Future support to provincial assemblies will require a strategy since PA needs are many and varied and the Project funding is already stretched. In supporting PAs, it would be prudent to seek more synergies with local democratic governance programmes such as PLGSP.

Management Response: [Added: 2021/01/06] [Last Updated: 2021/01/06]

Agreed.  UNDP shall forge synergy between the its two projects and other governance projects with similar nature.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
4.1 The project, in close coordination with the Provincial Assemblies and collaboration with PLGSP and A2J, will expand its support to PAs.
[Added: 2021/01/06] [Last Updated: 2022/05/31]
PSP team 2022/12 Completed Project has already initiated synergy with A2J and PLGSP ; for example PSP and A2J jointly drafted a private bill on delegated legislation, and with PLGSP project initiated discussion with PIU for IT orientation for IT officer of LGs regarding the use of apps to collect Public opinions on the bill ( this will be done within June 2022) History
4.2 PSP initiate regular meeting with A2J and PLGSP.
[Added: 2021/01/06] [Last Updated: 2021/05/03]
PSP team 2021/05 Completed Two meetings Already conducted with A2J History
5. Recommendation:

The project should be more realistic in determining output indicators, including targets for women MPs and MPs from marginalized groups.  The Project should revisit the Theory of Change and identify progress markers and milestones that can be used to design future support activities. For the remainder of the Phase it is recommended that the Project team revisit the Theory of Change and RRF to reflect on ways in which limited resources can be used most strategically to achieve Project goals. Given the significant changes to the political, social and economic development context, a SWOT analysis would be a useful exercise to undertake as part of the reflection. The M&E plan (and RRF) should focus on outcome-level reporting and on identifying behavioural change. The current focus is largely on activities and outputs.  Annual and semi-annual progress reports should also report on outcomes and not only activities completed/numbers in attendance. Project reporting should consistently include GESI disaggregated data.

Management Response: [Added: 2021/01/06] [Last Updated: 2021/01/06]

Partially Agreed. The project team will revisit the TOC and RRF.  The project has started collecting stories/case studies as part of qualitative study. It is hard to anticipate immediate behaviour change among beneficiaries who have political character and in 2.5 years of project's implementation. The Project has assured the inclusion of the MPs (Women and Marginalized groups, above 45% in average). The GESI disaggregated data is intact. The political developments of December 2020, which came after the evaluation was completed, will necessarily inform the direction of the project of the remainder of its life-cycle.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
5.1 Internal review of project
[Added: 2021/01/06] [Last Updated: 2022/05/31]
PSP team 2022/07 Completed Internal review of the project was conducted. History
5.2 Revision of TOC and RRF
[Added: 2021/01/06] [Last Updated: 2021/10/20]
PSP team 2021/08 Completed The RRF review report that includes revision of TOC and RRF has been endorsed by the Annual Consultation Meeting held on 3 Aug 2021. History
5.3 Review the M&E plan
[Added: 2021/01/06] [Last Updated: 2021/10/20]
PSP team 2021/08 Completed The M&E plan has been revised by consultant. The PSP team together with the consultant has finalized the M&E plan. It will be shared in upcoming PEB meeting for the endorsement. History
6. Recommendation:

With guidance from the Country Office, the Project should invest more resources in documenting lessons learned for the benefit of the remainder of the Phase as well as for similar projects in Nepal and other jurisdictions in the future. The M&E plan should be improved to capture information about knowledge transfer and application. The Project might consider engaging a specialist in knowledge transfer and knowledge management to assist with this process.

Management Response: [Added: 2021/01/06] [Last Updated: 2021/01/06]

Agreed. A documentation of lessons learned is in compilation stage and will be publicized in 2021.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
6.2 Documentation of lessons learned of each year is compiled and archived.
[Added: 2021/01/06] [Last Updated: 2022/05/31]
PSP team 2022/12 Initiated Lessons learned is being documented and will be completed and disseminated in 2022 History
6.1 Knowledge Management and learning session will be planned in 2021 and 2022.
[Added: 2021/01/06] [Last Updated: 2022/05/31]
PSP team 2022/10 Completed Knowledge management sessions were organised in all seven provincial assembly secretariat staffs in 2021. History
7. Recommendation:

In the remainder of this phase, the Project needs to develop its exit strategy to ensure the legacy of its investments. This should include steps for management of knowledge and transfer of training materials, as well as maintenance of ICT infrastructure. The exit strategy might also consider strengthened partnerships with CSOs to promote and support effective coordination and communication between community and parliamentarians on issues related to gender equity and social inclusion. The existing exit strategy consists of a few dot points about the administration of Project closure

Management Response: [Added: 2021/01/06] [Last Updated: 2021/01/06]

Agreed.  The project has ensured for effective coordination and communication between community and parliamentarians on issues related to gender equity and social inclusion. The project while revising the exit strategy includes ways for strengthening partnerships with CSOs (women led, disadvantaged groups led; youth led); through its grant and contract implementation modality; provided with limited supervision and autonomy in coordination with parliaments.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
7.2 Sharing of the project learning with parliaments and Secretariats; and development partners
[Added: 2021/01/06] [Last Updated: 2022/05/31]
PSP team 2022/12 Initiated The project learnings are being collected and will be shared with parliament and Secretariats by December 2022. History
7.1 Revision of Exit Strategy
[Added: 2021/01/06] [Last Updated: 2022/05/31]
PSP team 2022/07 Completed The exit strategy was reviewed. New exit strategy will be developed by Dec 2022. History
8. Recommendation:

The Project should continue to seek opportunities for cost-sharing as a step toward exit, and as a means of partially addressing the current funding shortfall. The Government of Nepal has a budget allocation for the Federal Parliament secretariat, but procedures about its use are unclear. It would be in keeping with PSP goals and principles to seek greater clarity on the budget and examine opportunities for cost-sharing of upcoming capacity development activities

Management Response: [Added: 2021/01/06] [Last Updated: 2021/01/06]

Agreed: The Parliaments have gradually marked the importance of the piloted approaches; and allocated budgets for parliament's major functions. The project has forged cost-sharing in some intervention in 2020 and will be continued. The strategy will be thought-through and aligned with the broad UNDP Nepal’s approach and strategy to securing government co-financing.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
8.1 Continue to seek opportunities for cost sharing modality with Parliaments for the capacity development activities.
[Added: 2021/01/06] [Last Updated: 2022/05/31]
PSP team 2022/12 Initiated Ongoing; for example cost sharing was done by the Karnali provincial assembly and HOR Human Rights committee for oversight visit to Jail. History
8.2 Prepare exit strategy and include the way-out for cost sharing approaches.
[Added: 2021/01/06] [Last Updated: 2022/05/31]
PSP team 2022/07 Completed The exit strategy was prepared and endorsed by the board. History

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