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Mid-term Evaluation of the Support to the Development and Implementation of a Green Growth and Economy Approach to Rwanda?s Economic Transformation
Commissioning Unit: Rwanda
Evaluation Plan: 2013-2018
Evaluation Type: Project
Completion Date: 02/2018
Unit Responsible for providing Management Response: Rwanda
Documents Related to overall Management Response:
 
1. Recommendation:

Reference should be made to Chapter 7 of the JP document that underpins the Monitoring framework in the JP document that should be consistently used as a “Dashboard” for all IPs and financing partners to reflect the UNDAP outcome, outcome indicator, baseline information, UNDP Strategic Area of Work, output, key actions, output indicator, means of verification, reporting period and responsible agencies. In addition, there should be desegregated data by gender where appropriate.

For a program of this nature which has multiple actors, this could form a basis for a joint performance contract or its equivalent to ensure accountability and results of the JP, a framework which is already being used in the JPC for the National Employment Program which also has multiple actors. MINECOFIN National Planning Directorate can provide guidance on the design and use of the JPC or its equivalence that would be appropriate for the JP M&E as well as reporting.

In addition, Rwanda is recognized as a leader in environment and climate change awareness and has taken important steps to recognize this, for example, the adoption of the National Green Growth and Climate Change. In this regard, it is imperative that the JP activities should be mainstreamed and given prominence during the environment and climate change Sector-wide planning, implementation, M&E and reporting.

Management Response: [Added: 2018/02/28] [Last Updated: 2018/05/17]

Accepted

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Produce a “Dashboard” for all IPs and financing partners to reflect the UNDAP outcome, indicator, baseline information, UNDP Strategic Area of Work, output, key actions, output indicator, means of verification, reporting period and responsible agencies.
[Added: 2018/05/17]
UNDP 2018/06 Overdue-Initiated In lieu of a “dashboard,” UNDP is standardizing the reporting template to be used by IPs for the new cycle of projects under the new CPD. All IPs are required to produce narrative quarterly reports which are shared to ensure that everyone is up-to-date and aligned.
2. Recommendation:

It is evident that the workload of the JP coordination was underestimated and was assigned to a lean structure at the MoE on the assumption that focal persons in IP institutions would support the day today implementation of the JP activities. However, the MTR has noted that this approach is not working as highlighted in the progress reports and one on one interview with key informants. It is therefore, recommended that additional M&E staff be assignment to track and report on each of the outputs that have multiple actors. This would include more of field work and regular engagement with all the JP actors in government and in the UN using established channels

Management Response: [Added: 2018/02/28] [Last Updated: 2018/05/17]

Accepted

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Additional M&E staff to be assigned to track and report on project and activities
[Added: 2018/05/17]
UNDP 2018/06 Completed Although there are no additional full-time M&E staff dedicated solely to Green Economy, the CO is developing an office wide M&E plan for all programmes. In addition, the program is overseen by multiple UNDP staff to ensure effective follow-up and reporting of activities. It should also be noted that the Implementing Ministry has established a Single Project Implementation Unit to ensure better coordination and management of programmes. UNDP will continue to invest in strengthening the capacities of the SPIU to monitor project performance.
3. Recommendation:

A program of this magnitude should have a longer implementation period given the very long-term gestation period of the planned outputs. Six to seven years would have been appropriate to enable sufficient lead time for all the actors to develop common plans, shared ownership and understanding of the implication of their involvement and demands for participation in the JP. The inevitable consequence has been surmounting coordination challenges and eventual weathering away of commitment by some actors

Management Response: [Added: 2018/02/28] [Last Updated: 2018/05/17]

Accepted

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Provide longer implementation period for future program to enable sufficient lead time and better coordination
[Added: 2018/05/17]
UNDP 2018/06 Overdue-Initiated While most programmes will be designed to be aligned with the 5-year cycle of the CPD, UNDP will seek opportunities to extend programmes across CPD cycles as necessary. This is often done to build on foundations laid and consolidate progress and achievements.
4. Recommendation:

A basket fund approach is highly recommended to attract green economy financing especially for such a program that is cross cutting but has one coordinating entity responsible for planning, M&E and reporting. Lessons can be drawn from similar arrangements that have successfully worked with this funding arrangement e.g. FONERWA Green Fund which has multiple actors in GoR and DPs. This will ensure synergies and harmonization of support and facilitate tracking of progress of fund mobilization and utilization as well as accountability by different actors

Management Response: [Added: 2018/02/28] [Last Updated: 2018/05/17]

Accepted

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Implement a basket fund approach and establish one coordination entity responsible for planning, M&E, and reporting
[Added: 2018/05/17]
UNDP 2018/06 Completed Many donors currently provide direct budget support in Rwanda, and few will support basket funds. However, the UN has a One UN Fund which UNDP administers and participates in. This could potentially serve as a platform for attracting multi-donor support for work in the ENR sector. The SPIUs established by the GoR are expected to be the coordinating entities for planning, M&E and reporting on project performance. UNDP provides technical and financial support and training to SPIUs to perform these roles.
5. Recommendation:

The JP project team should put in place a Knowledge Management and Sharing platform specifically to document progress, success stories, lessons learnt, knowledge products developed and share good practices across the program. This initiative will realty inform the remaining implementation period of the JP as well as subsequent programs.

Management Response: [Added: 2018/02/28] [Last Updated: 2018/05/17]

Accepted

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Put in place a knowledge management and sharing platform to document progress, success stories, lessons learnt, and knowledge products developed to share best practices across the program.
[Added: 2018/05/17]
UNDP 2018/06 Overdue-Initiated This recommendation will be considered for future program planning and implementation. UNDP is also enhancing its knowledge management practices through a multi-year policy research agenda coordinated by the internal Strategy and Policy Unit working with the programme teams.

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