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Independent Country Programme Review: Botswana
Commissioning Unit: Independent Evaluation Office
Evaluation Plan: 2018-2021
Evaluation Type: ICPE/ADR
Completion Date: 12/2020
Unit Responsible for providing Management Response: Botswana
Documents Related to overall Management Response:
 
1. Recommendation:

For the next programme cycle, UNDP should reinforce its strategic focus on overcoming barriers; on capacity development for policy implementation; and on data for planning and monitoring. Innovation and leveraging UNDP knowledge and expertise should be at the centre of its value proposition. UNDP should also conduct specific analysis in key areas of intervention to strengthen its targeted response, such as relaunching the cancelled evaluation on UNDP contribution to data for planning, monitoring and evaluation. It should ensure an integrated programme approach and mainstream gender and human rights in all of its focus areas.

Management Response: [Added: 2020/12/21] [Last Updated: 2021/06/01]

Management response: Partially accepted – the country office will continue to provide technical support on unbundling implementation bottlenecks as faced by its implementing partners. Each UNDP Programme Manager has been trained to discuss the WHAT and HOW of programme implementing and this approach will continue as a tool to unbundle issues around capacity for implementation in government. On data for planning and monitoring, UNDP has agreed a collective approach with other United Nations agencies to support the National Statistical System through a Joint Programme. The country office will continue advocating for the inclusion and application of innovation in all projects. The relaunch of the cancelled evaluation on the UNDP contribution to data for planning, monitoring and evaluation will be done in agreement with the national partners and their priorities, and also based on adherence to the evaluability criteria. UNDP has launched two specific studies around inequalities to understand more the causes, as this has not been documented in Botswana. This will inform the new CPD. UNDP is advocating strongly with the UNCT for the need to assist Government with the collection of baseline data for specific SDG indicators, and this will continue. UNDP will collect data for specific baseline indicators. UNDP will continue the programme approach it has adopted for the current CPD and increase the country office efforts to mainstream gender and human rights in all its focus areas and use more human rights language.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
1.1 Provide technical support in the implementation of the approved policies and programmes developed through UNDP interventions
[Added: 2021/06/01] [Last Updated: 2022/02/02]
All programme staff 2021/12 Completed provision of technical support in the implementation of the approved policies and programmes developed through UNDP interventions is a continuing process with no end date. UNDP is transitioning into a new programme cycle 2022 - 2026 and this is a priority for the CO and it is highlighted in the CPD and IWP. History
1.4 Conduct specific analysis in key areas of intervention to strengthen targeted response e.g. the Economy-based Inequality Study and the Social-related Inequality Study
[Added: 2021/06/01] [Last Updated: 2022/02/02]
Programme Management Staff 2021/12 Completed the Inequalities in Botswana study has been completed and now made a public document History
1.5 Mainstream gender and human rights in all its focus areas.
[Added: 2021/06/01] [Last Updated: 2022/02/02]
All programme staff and senior management 2021/12 Completed The new CPD 2022 - 2026 has incorporated gender and human rights in all its focus areas. History
1.2 Implementation of United Nations Joint Programme to support the National Statistical System
[Added: 2021/06/01] [Last Updated: 2022/02/02]
UNCT 2021/12 No Longer Applicable [Justification: Going into a new programme cycle 2022 - 2026, the UNCT is negotiating how to better support the national statistical institution.]
History
1.3 Apply for the country office to host an Accelerator Lab
[Added: 2021/06/01] [Last Updated: 2022/02/02]
Senior Management Team 2021/12 No Longer Applicable [Justification: The call for new Accelerator Lab cohort has not been announced to date. However, the CO will continue to enquire and wait for the next call.]
History
2. Recommendation:

In developing the new CPD, extra care should be taken to develop a thorough theory of change for each of the practice areas and ensure their operationalization in project delivery and CPD outcome-level contributions. This exercise should guide the formulation of the programme design and development of the CPD results framework, but also be used as a basis for establishing substantive dialogue with the Government and all relevant partners.

The CPD results framework should be designed to adequately measure UNDP progress, and only include objectives, targets and indicators on which UNDP can realistically have a measurable influence. To this end, UNDP should work with the UNCT to revisit the structure of its current UNSDCF results framework, building on lessons learned from its implementation. To ensure that the results framework remains relevant, UNDP should proactively revisit and update it as required by changes in the operational and programmatic context. Subsequently, the country office should improve its results-based management and practices so that it better captures UNDP contributions to transformative change, while supporting knowledge management, innovation and communication for development. This should include a review of the programme reporting structure, ensuring consistency and compliance of reporting, and strengthening the M&E and research capacity of individual projects, especially for innovative and pilot projects. The country office should also consider balancing its evaluation plan to better reflect its current portfolio composition and strategic priorities, including more non-GEF evaluations.

Management Response: [Added: 2020/12/21] [Last Updated: 2021/06/01]

Fully accepted – the process of developing a new United Nations Cooperation Framework and UNDP Country Programme has been initiated. All key design steps will be followed, based on the available guidance, in order to have a compliant country programme document.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
2.1 Consolidate analyses from Common Country Assessment process relevant for CPD
[Added: 2021/06/01]
All programme staff and Senior Management Team 2021/04 Completed The CCA document has been finalised and approved by the UNCT. The draft CPD has also been submitted to the PAC.
2.2 Propose a dedicated accountability and reporting structure for the new CPD
[Added: 2021/06/01] [Last Updated: 2022/02/02]
All programme staff and Senior Management Team 2021/12 Completed The accountability and reporting structure for the CPD will be at UNSDCF level, as agreed by the UNCT History
2.3 Develop a more balanced evaluation plan to accompany the operationalization of the new CDP
[Added: 2021/06/01]
All programme staff and Senior Management Team 2021/04 Completed The evaluation plan for the next programme cycle has been completed and it is part of the CPD 2022 - 2026 package to be approved by the September 2021 Executive Board.
2.4 Strengthen M&E and research capacity of individual projects
[Added: 2021/06/01] [Last Updated: 2022/02/02]
All project, programme staff and Senior Management Team 2021/12 Completed Both the new CPD and newly developed programme document have articulated the need for M&E and research capacity of individual projects. This will be applied during the implementation phase. History
3. Recommendation:

UNDP should ensure (and clearly document) that future project designs systematically build on existing literature, demonstrated lessons learned and good practices from other projects in the same thematic area and/or country. The country office should ensure that initiatives are built on clear results chains to show how they contribute to the achievement of CPD outputs and outcomes. All projects should include a structured and comprehensive stakeholder analysis to determine the interests and influence of different stakeholders, including in advocating for the implementation of new policies. Beyond preempting likely bottlenecks at implementation, it is also an opportunity for each project to identify potential partnerships, better design a buy-in approach, increase the focus on needs assessments and build potential synergies with the work of other development actors.

Management Response: [Added: 2020/12/21] [Last Updated: 2021/06/01]

Fully accepted – The country office will utilize findings, lessons and recommendations from assessments and evaluations already conducted to improve on programme and project design, implementation, monitoring and reporting.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
3.1 Conduct a sensemaking exercise to define the intent, current fit and new direction for country office interventions
[Added: 2021/06/01]
All programme staff and Senior Management Team 2021/04 Completed
3.2 Conduct project annual reviews that include a strong component of stakeholder analysis
[Added: 2021/06/01] [Last Updated: 2022/02/02]
All programme staff and Senior Management Team 2021/12 Completed Project annual reviews are conducted for CO projects through project board/PSC meetings during the last quarter of the year. History
4. Recommendation:

UNDP should develop and implement a clear and comprehensive strategy for multi-stakeholder partnerships to build alliances, mobilize expertise, knowledge and resources, and promote synergies with interventions of all relevant players. The strategy should be rooted in UNDP comparative advantages and positioning in Botswana and highlight the UNDP value proposition as a partner rather than donor.

The strategy should provide key principles of operational partnerships vis-à-vis CSOs, private sector and other development partners in key areas of common interest. For example, UNDP could explore joint programmes with other United Nations agencies, build stronger partnerships with the African Development Bank and the World Bank on EDIG and data and monitoring, or with the European Union on the GHR portfolio, to name a few. With the private sector, the current initiative of linking buyers with SME suppliers has potential to be scaled up and could address development needs in several other sectors.

Management Response: [Added: 2020/12/21] [Last Updated: 2021/06/01]

Fully accepted – Through the CCA, Country Framework and Country Programme development processes, and also making reference to the CPD and project evaluations, the country office will have a good basis for assessing and determining which strategic partnerships to get into during the remainder of the current programme cycle and the next one.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
4.2 Explore new joint programmes with other United Nations agencies and development actors
[Added: 2021/06/01] [Last Updated: 2022/02/02]
All programme staff and Senior Management Team 2024/12 Initiated this is will be an going exercise based on the available opportunities for joint programming History
4.1 Conduct partnership analysis (horizon-scanning of partners) to inform new CPD development.
[Added: 2021/06/01]
All programme staff and Senior Management Team 2021/05 Completed This has been done as part of the new CPD development process
4.3 Scale up the SDP programme with the private sector
[Added: 2021/06/01] [Last Updated: 2022/02/02]
SDP programme staff 2021/12 Completed Through the SDP programme in partnership with the Russia Trust Fund, UNDP has embedded a private sector specialist in the Chamber of Commerce (Business Botswana) to drive the partnership agenda as well as the recovery initiatives post the COVID 19 pandemic. History
5. Recommendation:

Sustainability should be more clearly emphasized at the heart of programme/ project design, monitoring and adaptive management efforts. All project documents should ensure clearer sustainability/ exit strategies at design stage. This should particularly be the case for projects unlikely to have a second phase, such as projects with communities and community trusts. Concrete steps should also be taken to monitor and ensure sustainability before completing projects and terminating assistance. Finally, the country office should explore new ways to ensure proper involvement of national counterparts and other stakeholders in adopting and replicating good practices, building on lessons learned from previous UNDP Botswana projects.

Management Response: [Added: 2020/12/21] [Last Updated: 2021/06/01]

Fully accepted – the country office will use lessons learnt from past programme and project evaluations to address gaps of sustainability during design, implementation and closure phases of projects. The country office will continuously self-assess, consult and use the findings to improve national counterpart involvement in the delivery of its mandate.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
5.1 Develop standard operating procedures and review mechanisms to ensure that sustainability is incorporated into project design process, implementing and monitoring
[Added: 2021/06/01] [Last Updated: 2022/02/02]
All programme staff and Senior Management Team 2021/12 Completed The new CPD 2022 - 2026 has been developed and approved. Jointly with the programmes and projects that are being developed, the issue of sustainability will be emphasised and closely followed up. History
5.2 Develop post-implementation support and tracking mechanisms to ensure that the gains made during UNDP direct interventions are not lost when UNDP has concluded its support.
[Added: 2021/06/01] [Last Updated: 2022/02/02]
All programme staff and Senior Management Team 2021/12 Completed Because Botswana is a small and closely connected society, UNDP continues to maintain the same IPs in its programming and programme cycles, making it easy to track and follow up of past direct interventions, addressing the issue of sustainability and continuity. History
5.3 Creation of knowledge products and lessons learned reports in order to provide evidence-based guidance for replication and scale-up of successfully piloted initiatives.
[Added: 2021/06/01] [Last Updated: 2022/02/02]
All programme staff and Senior Management Team 2021/12 Completed Knowledge management and documenting lessons is a continuous process, when will proceed in the new programme cycle. individual project generate knowledge products for public consumption and future programming. History

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