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Final External Evaluation of the Somali Institutional Development Project »
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Final External Evaluation of the Somali Institutional Development Project
| Commissioning Unit: | Somalia |
|---|---|
| Evaluation Plan: | 2011-2017 |
| Evaluation Type: | Project |
| Completion Date: | 05/2014 |
| Unit Responsible for providing Management Response: | Somalia
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| Documents Related to overall Management Response: |
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Key Action Update History
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1. Recommendation: Launch a separate project for each region or draft separate and specific deliverables for each region
Management Response: [Added: 2014/06/30]
Yes each region has its own specific needs related to institutional capacity building
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| The project development is already engaged in the three regions and dedicated project documents are under development for support to the Federal Leve, Puntland and Somaliland (the Somaliland project document is ready in draft form).
[Added: 2014/06/30] [Last Updated: 2016/11/23] |
SIDP Project Manager | 2014/12 | Completed | Ongoing/iterative process. The interim phase ends 31 December 2014 proposed flagship programme to commence in 2015. It was decided to have one project document for all of Somalia with separate targets for each region. History |
2. Recommendation: Establish clear mandates and demarcation of duties for Civil Service Commissions (in South Central and Puntland)
Management Response: [Added: 2014/06/30]
This has been a challenge that has hampered the execution of activities and deliverables in both regions
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| Mandates and demarcation of duties are part of the proposed civil service management framework. Its development is a proposed activity in both regions during the next engagement phase. This issue is also prioritized in the draft national Capacity Development Flagship Programme.
[Added: 2014/06/30] [Last Updated: 2016/11/23] |
Civil Service Management Specialist(SIDP Interim Phase. Government to decide. | No due date | Completed | Ongoing/iterative process, dependent on donor funding. History |
3. Recommendation: Identify/build and/or (in Somaliland's case) strengthen institutions for training civil servants including liaisons/exchanges with similar bodies in the region or the global south.
Management Response: [Added: 2014/06/30] [Last Updated: 2014/06/30]
Yes, developing local training institutions is important for long term capacity building.
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| Dedicated activities are ongoing (support to CSI, training needs assessments) and the interim phase is expected to develop more detailed proposals for inclusion in the projects to support the Flagship Capacity Development Programme Component 2 strengthening frameworks and procedures for civil service management
[Added: 2014/06/30] [Last Updated: 2016/11/23] |
Civil Service Management Specialist (SIDP Interim Phase) shall recommend the way forward in the Civil Service Management Framework plan (Interim Phase Output). | 2014/12 | No Longer Applicable | Ongoing/iterative process. The interim phase ends 31 December 2014 and the proposed flagship programme to commence in 2015. History |
4. Recommendation: Address Public Administrative Reform in government as a whole and not restrict it to Public Financial Management. Identify PAR champions with real authority in government
Management Response: [Added: 2014/06/30] [Last Updated: 2014/06/30]
Yes, holistic PAR is required
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| The interim phase focuses on activities that support the three main components of the (draft) flagship programme: Developing capacity for core government functions; Strengthening the frameworks and procedures for civil service management and Strengthening capacity at the centre of government to effectively coordinate policy and lead reform.
[Added: 2014/06/30] [Last Updated: 2016/11/23] |
Project Manager to ensure alignment with government initiatives. | 2014/12 | Completed | Ongoing/iterative process. The interim phase ends 31 December 2014 and the proposed flagship programme to commence in 2015. History |
5. Recommendation: Ensure projects activities are not limited to producing documents require implementation strategies and execution
Management Response: [Added: 2014/06/30] [Last Updated: 2014/06/30]
Agreed. Additional steps are required to operationalize.
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| The next phase shall focus on a combination of capacity injection, training and developing sequential work plans for implementing reforms/frameworks, etc. Dedicated attention will be given to ensuring appropriate follow-up on change proposals.
[Added: 2014/06/30] [Last Updated: 2016/11/23] |
Project management team, the technical specialists recruited to design the frameworks | 2014/12 | Completed | Completed and deliverable based monitoring systems in place. However, this is a continuous process and project and CO is maintaining oversight on this. History |
6. Recommendation: Limit reforms to 4-5 line ministries or departments to ensure deeper engagement
Management Response: [Added: 2014/06/30]
Agreed
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| In each region the core partners have been identified. In addition, the specific activities may reach out to other partners in a prioritized fashion.
[Added: 2014/06/30] [Last Updated: 2016/11/23] |
Project management team. Government to initiate prioritization. | 2014/12 | Completed | Key ministries strengthened with functional reviews and capacity injections. History |