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Institutional effectiveness including ICDI/KNDP
Commissioning Unit: Kuwait
Evaluation Plan: 2015-2019
Evaluation Type: Project
Completion Date: 12/2018
Unit Responsible for providing Management Response: Kuwait
Documents Related to overall Management Response:
1. Recommendation:
  1. Add indicators that measure impact not only progress. The problem with the current results and reporting framework of the project is that it relies on indicators that take highly dimensional phenomena and represent them in a low-dimensional way. Complex systemic outcomes like “institutional capacity” or “knowledge transfer” are collapsed into a single dimension, which are sometimes then measured in rudimentary ways because of data collection limitations. For example, can the number of trainings conducted or the number of participants in any given training really gauge the knowledge that was acquired as a result of these activities? Could the number of policy briefs or reports produced with the project support really speak to changes in attitude or approaches to conducting operations on a daily basis? The problem with using progress indicators is that we tend to assume that progress on any of the indicators leads to benefit to overall capacity building, and that progress under any of the project activities / outputs is increasing the overall impact. Yet, this is not always the case. For example, if the staff who received training is unable to apply it in a consistent manner on a daily basis, the knowledge acquired is lost.   Capacity building requires more than simple-to-track inputs like the presence of consultants, trainer – participant ratios, and availability of training materials or computers.


For the remaining implementation period, the project is encouraged to include modalities that measure knowledge and are part of a knowledge management strategy that will contribute to the sustainability of the project’s results in the long term. There are many ways of doing it, but Nonaka’s[1] knowledge flow model is still very useful for an organisational knowledge management strategy to ensure that knowledge doesn't bottleneck or get lost within routine practices. It comprises several stages unified by the principle “knowledge that doesn't flow, doesn't grow”:


  1. Socialisation: knowledge is shared and expanded to others through social connectivity and shared activities;
  2. Externalisation: knowledge is rendered explicit through brainstorming, collection of best practice and the creation of process guidelines;
  3. Combination: new knowledge is created by combining different sources;
  4. Internalisation: knowledge becomes internalised through training, education etc.


[1] Ikujiro Nonaka “A Dynamic Theory of Organizational Knowledge Creation”, Organization Science, Vol. 5, No. 1 (Feb., 1994), pp. 14-37,




Management Response: [Added: 2018/12/30]

  1. The CO takes into considerations the recommendation and will discuss with the government counterpart new indicators and methods to showcase impact. If not implemented in the current project, the CO will insure to develop indicators in upcoming projects.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Discuss with the government counterpart to develop new indicators and/or improve the current ones.
[Added: 2019/02/11] [Last Updated: 2020/03/03]
Project and Programme 2020/06 Completed Counterparts were made aware of this and it was taken into consideration in the development of the new project document. History
2. Recommendation:

Be more innovative. In general, the relationship between UNDP and the Kuwaiti Government (in the case of the project represented mainly by the GSSCPD and CSB) is very good. Nevertheless, the evaluator finds that UNDP in Kuwait should be more daring and come up with bolder initiatives. The UNDP in Kuwait has the potential to bring a lot more added value. For example, it has the opportunity to build better and smarter partnerships with the private sector and civil society (underdeveloped and little engaged at the moment). UNDP is well-placed to help achieve outcomes linked to the New Kuwait Vision 2035, the KNDP, as well as the country’s SDG agenda. The UNDP office in Kuwait should act more as a bridge between the government, private sector and civil society to stimulate civic engagement and entrepreneurship among Kuwaitis. In practical terms, these partnerships need to be meaningful from a development standpoint and beneficial to the country’s development goals, but ultimately appealing to the private sector too. One of the wishes expressed by the national counterparts during the interviews was for UNDP to bring to Kuwait ‘innovations’ from other countries. These innovations refer not only to technologies, but to modalities of implementing activities. For example, the majority of interlocutors mentioned that the ‘old fashioned’ training techniques (“teacher in the classroom”) were outdated and they should be replaced by newer approaches to knowledge building. “We want UNDP to bring the best from other countries to Kuwait”, as one interlocutor put it.

Management Response: [Added: 2018/12/30]

The CO will insure more innovative training methods in the new upcoming CPD projects.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Conduct innovative training methods in new CPD programme this will be supplemented by other capacity building and counterparts skills transfer methods including on the job training, mentoring, coaching and other participative methods for knowledge transfer.
[Added: 2019/02/11] [Last Updated: 2020/03/03]
Programme 2023/12 Completed Innovative methods of training/project implementation were discussed and incorporated into the new CPD and project document. History
3. Recommendation:

Moving towards a more integrated platform. This could be one option allowing to build on the multiple activities and achievements so far while further enhancing the coherence of project interventions. The project implementation has highlighted the need to ensure that public and private partners streamline development efforts in a coherent way rather than engaging in isolated initiatives. While the project is already acting as a platform and covers a wide array of needs and demands from multiple stakeholders, the risk is that it may be lacking in a holistic approach and be perceived as somewhat of a patchwork.  With this in mind, the government and UNDP should consider launching a joint national KNDP platform. The platform should be open to all development and public and private partners in the country. It may take the form of both a virtual and physical space hosted, for example, by the GSSCPD and supported by UNDP. The new SDG platform could provide both public and private sector contributors with a space for experimentation, collaboration, analytics and human resource development. The role of the platform could be that of testing and promoting new approaches, methodologies and possibly new types of institutions to provide ‘out of the box’ solutions that bring about transformative change. To do this, the platform could draw on the experience accumulated under the ICDI / KNDP (and KPPC) project so far, as well as from expertise from around the world, including UN innovation facilities and tools. In practical terms, the first step towards this would be appointing a Team Leader covering all the project outputs.

Management Response: [Added: 2018/12/30]

The country office is in the process of developing a new CPD and will ensure the recumendation is developed and streamlined.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Develop CPD while streamlining the above recommendation in a participative and consultative matter.
[Added: 2019/02/11] [Last Updated: 2020/03/03]
Programme 2019/09 Completed During the formulation of the new CPD, there was a focus on integration and digitization of government processes and platforms to streamline the work flow and ensure sustainability. History

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