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Final Evaluation of “Hidden Challenges: Addressing Sexual Bribery Experienced by Military Widows and War Widows in Sri Lanka to Enable Resilience and Sustained Peace” project
Commissioning Unit: Sri Lanka
Evaluation Plan: 2018-2022
Evaluation Type: Project
Completion Date: 02/2021
Unit Responsible for providing Management Response: Sri Lanka
Documents Related to overall Management Response:
 
1. Recommendation:

Continue advocacy on the theme of Sexual Bribery and Sexual Exploitation with the Government of Sri LankaContinue advocacy on the theme of Sexual Bribery and Sexual Exploitation with the Government of Sri Lanka

Management Response: [Added: 2021/04/13]

Both RUNOs agree with this recommendation and consider it highly relevant for the sustainability of work in relation to building national institutional mechanism for gender equality and women's empowerment.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
1. Continue provision of technical support to the government until final approval of the project-sponsored manual to provide paralegal services and disseminate respectful workplace guidelines to the field officers and development officers attached to the State Ministry of Women and Children’s Affairs to effectively respond to incidences of sexual bribery and exploitation.
[Added: 2021/04/13] [Last Updated: 2022/06/30]
Gender Specialist 2022/07 Initiated Key action yet to be validated. History
2. Consider the design of a new project to continue this initiative to increase the government’s commitment to respond to sexual bribery and exploitation.
[Added: 2021/04/13] [Last Updated: 2022/05/05]
Gender Specialist 2022/09 Initiated Following the development of the manual on Paralegal Services/Processes which is ready for roll out, a training was organized to capacitate the WDOs attached to the MWCA on the same. Prevention of sexual bribery was part of this manual. However, the Covid 19 situation and other disturbances prevented us from going ahead with the training which is getting postponed since then. It is planned to discuss again with the ministry to organize this training in September as part of the JURE project. History
2. Recommendation:

Further explore the possibility to work with innovative forms of awareness-raising interventions such as puppet theatre.

Management Response: [Added: 2021/04/13]

The RUNOs are in agreement with this recommendation- (This component of the project was considered very innovative and has the potential of being replicated in similar contexts of peacebuilding and social cohesion. Experiences and lessons learnt were shared at UN Women Regional level (Asia-Pacific). Currently, this is not initiated at present, as this is contingent on available donor resources and inclusion to potential new or ongoing projects.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Include innovative forms of interventions such as puppet theatre in future project design.
[Added: 2021/04/13] [Last Updated: 2022/06/30]
Gender specialist/Project Manager 2022/12 Initiated As EU/ Norway funding commenced, need to continue UNDP SL’s work with CSOs to address SGBV CSO where innovative forms (including Forum Theatre) can be included when the call for proposals is launched by CSOs. History
3. Recommendation:

Further, explore the possibility to provide economic empowerment training to Female Heads of Households

Management Response: [Added: 2021/04/13]

The RUNOs are in agreement with this recommendation - The evaluation indicated that this component of the project was very well received by the target beneficiaries. It has a sound methodology and is an identified need for Female Heads of Households. UNDP through its partner (ISB) is providing alternative economic support for women who were linked with the tourism industry and have lost their livelihoods as a result of COVID-19.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Include business and financial management training components for women through other projects, while engaging the services of the same partners of this project, in order to ensure sustainability to the interventions.
[Added: 2021/04/13] [Last Updated: 2022/03/31]
Project Manager/Gender Specialist 2021/12 Completed Economic empowerment training for FHH Post GPI took place under the tourism project. Training and business development services programmes offered (672 women beneficiaries) on financial management who are currently SMEs under the tourism industry. Further 507 beneficiaries received training on financial literacy - Total 1,179 https://www.isb.lk/our_news/assisting-covid-affected-women-entrepreneurs-in-the-tourism-industry/?fbclid=IwAR3YTJ6wgZVEEzHqG2X0oUbP3BNv1ZKNJl3-8c1e2O40SR_GYUFpnUaT17I History
4. Recommendation:

Assess the capacity of partner CSOs for reporting procedures prior to signing contract and in case it is not adequate, allocate time in the project timeline to ensure learning and compliance in future projects.

Management Response: [Added: 2021/04/13]

The implementation of this recommendation is subject to donor-specific requirements and conditions. As in the case of this project, the RUNOs were requested by the donor to include a CSO partner in the project proposal (prior to the funding stage), thus providing a limited window to assess the capacity of the CSO partner, due to tight deadlines.

Both UN Women and UNDP have internal agency-specific capacity assessment protocols when recruiting partners and service providers, however, when considering donor requirements as noted above, this recommendation can only be accepted with reservations.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Develop protocols to assess CSO capacities and carry out a preliminary briefing on procedures prior to signing contracts.
[Added: 2021/04/13] [Last Updated: 2022/06/30]
Programme Analyst/Programme Manager 2022/07 Initiated Key action yet to be validated. History
2. Sharing of CSO capacity assessments amongst UN agencies through a peer reviewed platform.
[Added: 2021/04/13] [Last Updated: 2022/06/09]
Programme Manager 2022/07 Initiated Multistakeholder impact report contains the coverage of capacity assessments, but yet to be shared with the wider UN agency level. History
5. Recommendation:

Review guideline documents available for CSOs with recommendations for reporting.

Management Response: [Added: 2021/04/13]

This recommendation is partially accepted due to internal reporting and audit processes that are put in place to ensure transparency of donor funds. RUNOs are able to review operational processes in line with agency-specific requirements on a case-by-case basis to ensure the best possible outcome for IPs and CSO partners.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
1. Ensure that operational procedures in place are not duplicated and simplify them whenever possible.
[Added: 2021/04/13] [Last Updated: 2022/01/03]
Programme Mamager 2021/12 Completed When engaging with IPs and CSO’s UNDP conducts briefing sessions to aware of UNDP and donor policy on transparency, accountability, operational process, financial management& accounting, and reporting. Conduct HACT assessment and spot checks periodically to ensure adherence to these requirements. Evidence - Briefing session, HACT micro assessment reports, Spot check reports History
6. Recommendation:

Guide projects on possible contingency plans in the face of disrupting scenarios. Elaborate contingency/alternative plans in collaboration with partners.

Management Response: [Added: 2021/04/13]

The RUNOs are in agreement with this recommendation - This project was faced with multiple challenging contextual scenarios. Where possible, the RUNOs adapted to challenging contexts (Covid-19, political challenges), however, this was not possible within the state structure due to changes in administration (the key line ministry for this project witnessed the change of 05 Secretaries during the course of the project).

As per the level of adaptability of the partner, future initiatives should consider drafting an adaptation plan with a substantive review of projects modus operandi agreed by various partners/stakeholders.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
1. Provide guidance for projects on how to adapt and drat contingency plans in the face of difficult contexts.
[Added: 2021/04/13] [Last Updated: 2022/04/25]
Programme Manager 2022/12 Initiated Discuss Guidelines for the formulation of Contingency plans with team leads / program Analysts. End date Dec 2022 History
2. Review future project timelines and modus operandi in face of scenarios of great instability.
[Added: 2021/04/13] [Last Updated: 2022/04/25]
Programme Analyst 2022/12 Initiated Ongoing in all teams – to be discussed at team meeting as an agenda item every month. History
7. Recommendation:

Incorporate special consideration for vulnerable communities in future project design.

Management Response: [Added: 2021/04/13]

The RUNOs are in agreement with this recommendation and will continue to prioritise gender equality, intersectionality and principles of ‘leaving none behind’ when approaching target communities from lagging regions with lesser circumstances.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Consider long-term initiatives with more disadvantaged communities that may require intense and structural interventions to address vulnerabilities.
[Added: 2021/04/13] [Last Updated: 2022/06/30]
Gender Specialist 2022/07 Initiated Key action yet to be validated. History
8. Recommendation:

Include inter-community dialogue for enhancing peacebuilding efforts in future project design.

Management Response: [Added: 2021/04/13]

The RUNOs are in agreement with this recommendation and will continue to prioritise inter-community dialogue aimed at enhancing peacebuilding and social cohesion - There is indication that the dialogue promoted between communities through this project brought a sense of empathy among beneficiaries across ethnic divides.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
1. Encourage inter-community dialogue in the design of Peacebuilding-focused projects.
[Added: 2021/04/13] [Last Updated: 2022/05/05]
Gender Specialist/Programme Manager 2022/03 Completed Inter-community dialogue is already been incorporated in the design of the JURE project, with the engagement of RUNOs. History
2. Incorporate inter-community dialogue in projects of a similar nature, giving more room for these types of initiatives at earlier stages of the project.
[Added: 2021/04/13] [Last Updated: 2022/06/30]
Gender Specialist/Programme Manager 2022/05 Completed Inter-community dialogues have been held to support social cohesion efforts through inter-agency engagement. History

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