| Commissioning Unit: | Independent Evaluation Office |
|---|---|
| Evaluation Plan: | 2009-2013 |
| Evaluation Type: | ICPE/ADR |
| Completion Date: | 12/2013 |
| Unit Responsible for providing Management Response: | Kenya
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| Documents Related to overall Management Response: |
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Key Action Update History
UNDP should take a more strategic approach to programming to improve its programme effectiveness.
Management Response: [Added: 2014/06/13] [Last Updated: 2016/08/09]
UNDP took a strategic focus on design to the CPD 2014-2018. The CPD was fully aligned to the UNDAF and the Corporate Strategic Plan.
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| 1.1 Align the CPD to UNDAF and Corporate Plan
[Added: 2016/08/09] |
Kenya CO Management Team | 2014/06 | Completed | ||
| 1.2 Limit the number of outcome areas in the current CPD to maximum four outcomes
[Added: 2016/08/09] |
Kenya CO Management Team | 2014/06 | Completed | ||
| 1.3 Ensure strategic alignment of all projects in the CO
[Added: 2016/08/09] [Last Updated: 2018/05/10] |
Kenya CO Management Team | 2014/06 | Completed | A continuous process to the end of the CPD period in June 2018. History |
UNDP should re-examine its programme results framework and overall results/progress reporting systems for improved demonstration of results and greater accountability.
Management Response: [Added: 2014/06/13] [Last Updated: 2016/08/09]
The current CDP has a resources framework approved as part of the CPD.
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| 2.1 Develop a results and resources framework as part of CPD
[Added: 2016/08/09] |
Kenya CO Management Team | 2014/06 | Completed | ||
| 2.2 Ensure all projects have a results and resources framework and M&E plans with costs
[Added: 2016/08/09] [Last Updated: 2018/05/10] |
Kenya CO Management Team | 2014/06 | Completed | On-going process with all developed CPD projects. History |
Critical risk areas in internal operational modalities and programme delivery ? particularly the timeliness in financial and procurement transaction processes ? should be urgently addressed to improve programme efficiency and sustainability.
Management Response: [Added: 2014/06/13] [Last Updated: 2016/08/09]
UNDP reviewed CO SOPs to address the gaps identified in procurement and payments.
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| 3.1 Review the CO SOPs
[Added: 2016/08/09] |
Kenya CO Management Team | 2015/06 | Completed | ||
| 3.2 Train staff on the new SOPs
[Added: 2016/08/09] |
Kenya CO Management Team | 2015/06 | Completed |
Given the significant role CSOs have had in the country programme implementation, and yet with varying levels of capability, UNDP should define a clear strategy for effectively working with CSOs as implementing partners.
Management Response: [Added: 2014/06/13] [Last Updated: 2016/08/09]
UNDP has continuously defined engagement with CSOs in various projects depending on implementation modality.
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| 4.1 Define the role of CSOs during the design phase of projects
[Added: 2016/08/09] [Last Updated: 2018/05/10] |
Kenya CO Management Team | 2014/06 | Completed | Role of CSOs to be defined depending on projects developed within the CPD cycle. History |
UNDP should continue (and scale up) its efforts to champion issues related to human rights, gender equity and protection of vulnerable people, including those living with HIV/AIDS.
Management Response: [Added: 2014/06/13] [Last Updated: 2016/08/09]
The CPD and projects are informed by UN programming principles. Targeting is well spelt out in all CO interventions.
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| 5.1 Define target groups in the CPD
[Added: 2016/08/09] |
Kenya CO Management Team | 2014/06 | Completed | ||
| 5.2 Define target groups in projects
[Added: 2016/08/09] [Last Updated: 2018/05/10] |
Kenya CO Management Team | 2014/06 | Completed | Continuous process throughout the programme cycle. History | |
| 5.3 Mainstream HRBA in CO work
[Added: 2016/08/09] [Last Updated: 2018/05/10] |
Kenya CO Management Team | 2014/06 | Completed | Continuous process throughout the programme cycle. History |
In consultation with the Government, UNDP should take the lead in support of the country?s new devolution system, ensuring capacity-building of county-level authorities, promotion of human development and use of partnerships with a diverse range of stakeholders.
Management Response: [Added: 2014/06/13] [Last Updated: 2016/08/09]
UNDP developed a transition to devolution support project prior to the 2013 elections, this was preceded with an integrated project for 2014-18.
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| 6.1 Continue to support devolution and support devolution and work to develop capacity of county governments.
[Added: 2016/08/09] [Last Updated: 2018/05/10] |
Kenya CO Management Team | 2014/06 | Completed | On-going under the UNDP Support to the Devolution process in Kenya 2014-2018. History |
UNDP should strengthen its strategic partnerships with international development partners, by ensuring appropriate representation and timely and close communication with them at sector-related and other external engagements.
Management Response: [Added: 2014/06/13] [Last Updated: 2016/08/09]
UNDP participates in major sector and donor working groups based on its comparative advantage.
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| 7.1 Participate in Sector Working Groups and donor working groups including taking leadership as appropriate.
[Added: 2016/08/09] [Last Updated: 2018/05/10] |
Kenya CO Management Team | 2014/06 | Completed | Continuous throughout the programme cycle. History |