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MTE: Country Programme 2017 - 2021
Commissioning Unit: Botswana
Evaluation Plan: 2017-2021
Evaluation Type: Country Programme Evaluation
Completion Date: 12/2019
Unit Responsible for providing Management Response: Botswana
Documents Related to overall Management Response:
 
1. Recommendation:

Recommendation 1: UNDP has supported handsomely in the development/revision of wide range of policies and strategies. Many of these documents are still in draft form and are awaiting finalization and approvals by the relevant forums like Miniseries, Cabinet and Parliament. Therefore, there is a greater need to rigorously pursue the approval and endorsement process of the developed policies. UNDP should further foster necessary technical and especially advocacy and lobbying support to concerned institutions, for the timely endorsement and approval of developed policies in the remaining half of the CPD timeframe. The benefits will be realized once these policies are duly endorsed, adopted and implemented.

 

 

Management Response: [Added: 2020/01/12] [Last Updated: 2020/11/08]

Fully Accepted:

It is the intension of the CO to follow up the approvals of all policies and strategies developed through UNDP support. This will be done through continuous lobbying and advocacy with the relevant actors. In consultation with the IPs, UNDP will further provide the necessary support for implementation of the approved policies and strategies.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Follow up on approval of the draft Policy documents e.g. Decentralization Policy, Climate Change Policy, Disability Policy and Strategy
[Added: 2020/08/24] [Last Updated: 2021/06/02]
Programme Specialists 2020/11 Completed The Climate Change Policy was approved in April 2021 and the Disability Policy and Strategy approved on the 19 May 2021. The Decentralization Policy will be submitted for approval in the next parliamentary seating History
2. Recommendation:

Recommendation 2: UNDP has been providing necessary support in the implementation of several policies and programmes through its portfolio projects. However due to the weak implementation capacities of some governmental institutions, there is still a greater need to continue and further expand on the support to unlock implementation bottlenecks. UNDP should further foster its support efforts to accelerate the implementation of existing initiatives, and if resources allow UNDP should further explore opportunities for technical and capacity building support especially in the areas of poverty reduction, local economic development, business development, youth and gender empowerment, employment generation, legal aid, human rights and natural resource management etc. 

 

Management Response: [Added: 2020/01/12] [Last Updated: 2020/11/08]

Fully Accepted: UNDP will continue to engage with its implementing partners to establish what their developmental needs are and how to optimally address them. This will be done through capacity needs assessments and other suitable approaches to get insights into the capacity gaps before the appropriate interventions are developed and implemented. Commitment to seek for resources to support the technical support being provided.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Support government departments and ministries through joint Government-UNDP AWPs (All AWPs to reflect the implementation process and management structures for each policy or programme supported, sufficient budget allocations per planned activity etc.)
[Added: 2020/08/25] [Last Updated: 2021/06/02]
Programme Specialist and Managers 2021/12 Completed This is an on-going process of engagement between UNDP and national partners. This is reflected in the approved yearly AWPs. History
3. Recommendation:

Recommendation 3: Data for Planning and M&E remains one of the important outcomes of the CPD. In view the importance and the central role and mandate of Statistics Botswana (SB), the main governmental statistical institution, there is a greater need to considerably build the capacities of the organization in generating comprehensive, disaggregated and time series data for SDGs and other relevant indicators.

  1. UNDP should support SB in incorporating relevant SDG indicators in the Continuous Multi Topic Household Survey (CMTHS) and other data gathering instruments, such as the Census (2021). Similarly, provision of support is also crucial in the design, execution, analysis and reporting of CMTHS and other data generation instruments.
  2. Furthermore, UNDP should also continue its support to partner line ministries to generate, compile and utilize administrative data.
  3. There is also a good demand for establishment of ministry and department level monitoring and evaluation systems and databases to facilitate effective planning, monitoring and evaluation. UNDP should further foster support for establishment and functioning of such systems for relevant institutions.
Management Response: [Added: 2020/01/12] [Last Updated: 2020/11/08]

Fully Accepted:

UNDP in collaboration with the Ministry of Finance and Statistics Botswana have commissioned a study to collect baseline data on SDG indicators for which it is feasible to collect data. Support to line ministries to generate, compile and utilize administrative data will be based on request and identified needs from partners. UNDP is already in the process of supporting government ministries e.g. MYSC, MLGRD and DCEC to review and develop their M&E Systems. This includes development of Data bases e.g. Ministry of International Affairs and Cooperation and CIPA

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Contribute to the development of the National Statistical System through joint UN-SB joint programme
[Added: 2020/08/25] [Last Updated: 2021/06/02]
M&E Analyst 2021/12 Initiated The joint UN-SB joint programme is still at draft stage and yet to be approved by both Statistics Botswana and the UNCT. It is expected that the joint programme will be approved by the end of 2021 and be rolled out as part of the 2022-2026 Cooperation Framework implementation. History
Support the review and development of M&E systems for public institutions
[Added: 2020/08/25] [Last Updated: 2021/06/02]
Programme Specialists, Managers and M&E Analyst 2021/12 Completed The country office is in the process of supporting the development of RBME systems for the Directorate on Corruption and Economic Crime and the Citizen Entrepreneurial Agency. The consultancies have each passed the inception phase. All this work is done in collaboration with the National Strategy Office, the institution that coordinates the National Monitoring and Evaluation System. History
4. Recommendation:

Recommendation 4: UNDP has been facing a good deal of difficulty in resource mobilization for CPD, due to the upper middle income status of the country and the differentiated presence of the CO. Presently UNDP resource base is very limited and significantly consists of GEF grants and Government contributions. There is a greater need for diversification of funding sources to sustain and scale up the implementation of CPD.

Therefore, UNDP should devise and execute a robust resource mobilization strategy to generate resources from other international and national funding institutions. This can be done by engaging a resource mobilization expert to facilitate the development of the strategy.

UNDP may also explore the potential of partnerships and co-financing from domestic private sector in areas of mutual interest for example renewable energy, environment, tourism and supply chain development etc. Organizing a donor’s conferences, involving multiple donors, can be an effective tool to obtain required resources. Among others, Green Climate Fund (GCF) could be one of the potential donors.  Needless to say, that UNDP should also advocate and lobby for its due share and enhancement in the core funding from the HQ.

Management Response: [Added: 2020/01/12] [Last Updated: 2020/11/08]

Fully Accepted:

The CO will initiate a process of reviewing its resource mobilization efforts and develop a new RM strategy and action plan for roll out. This will be informed by a horizon scanning exercise of potential partners. The CO is already piloting a co-financing arrangement with domestic private sector.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Develop new Country Office Resource Mobilization strategy and action plan (horizon scanning of partners).
[Added: 2020/08/25] [Last Updated: 2021/06/02]
Resident Representative and Senior Management 2021/12 Initiated The horizon scanning has already been conducted with national partners during the CPD and Cooperation Framework. The data collected will be used as input to the development of the Country Office Resource Mobilization strategy and action plan History
Private sector outreach to co-finance development initiatives
[Added: 2020/08/25] [Last Updated: 2021/06/02]
Resident Representative and Programme Specialists and Managers 2021/12 Completed The private sector (Large Buyers and SMMEs) are already contributing and co-financing some development initiatives through the Supplier Development Programme. The co-financing is expected to improve when both participating buyers and SMMEs fully recover from the negative effects of the COVID 19 pandemic. History
5. Recommendation:

Recomendation 5: Overall CPD Results and Resource Framework exhibits clear linkages among outputs, outcomes and longer term goals. However, some indicators under output 1 and output 2, i.e. 1) No. of policies, strategies, or legislation put in place to address issues of stigma and discrimination leading to unequal access to HIV preventive services for key populations, women and youth, and 2) No. of policies and strategies addressing social determinants of health and prevention of non-communicable diseases in youth and adults in non-health ministries and communities, appear to be irrelevant in the wake of discontinuation of health related initiatives.

  1. Therefore, the RF needs to be revised and to exclude these indicators. 
  2. Similarly, the indicator under output 2.1 i.e. 1) No. of new full-time equivalent jobs from local economic development [LED] initiatives in 16 districts, is more of an impact indicator then output level. Therefore, it is suggested to choose other measurable indicators to assess the progress of implementation of LED initiatives. The suggested replacements could be; No of new LED related enterprises established, registered and operational in target districts. Furthermore, another possible indicator to measure Supplier Development Programme could be; No of SMEs participating in local supply chains

As mentioned earlier most of the implementation work took place through GEF projects, under the ECC portfolio. However presently there is only one indicator i.e. No. of viable community/CSO-led natural resource-based enterprises in target areas.

To reflect and measure this portfolio there is a need to include some more indicators under output 2.1. Here are some suggested indicators; 1) Hectares of rangeland that is brought under improved and sustainable land management practices, 2) No of people (men and women) benefited from improved natural resource management and livelihood interventions, 3) Rates/Levels of human wildlife conflicts in target areas and 4) Hectares brought under improved protected areas management systems. These are only some suggestions, extracted from RF of related GEF projects. The CO can come up with of some more if desired.

Management Response: [Added: 2020/01/12] [Last Updated: 2020/11/08]

Fully Accepted:

The CO will consult with the Regional Bureau for Africa on the process of reviewing the CPD output level indicators before proceeding with the next steps.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Replace redundant CPD output indicators and replace with more relevant and SMART’er KPIs.
[Added: 2020/08/25] [Last Updated: 2021/06/02]
Programme Specialists and M&E Analyst 2020/10 No Longer Applicable [Justification: In consideration of the short time remaining before the current CPD ends, the CO management took a decision not to replace redundant CPD output indicators. The CO is still able to use other KPIs to report overall progress of the CPD through the ROAR and other cooperate compliance platforms.]
History
6. Recommendation:

Recommendation 6: UNDP is facing good deal of difficulty in mobilization of stipulated financial resources for CPD, and a shortfall is expected in the coming years, in the wake of reductions in Governmental contributions and expiry of some of the GEF projects. There is a greater need to mitigate this shortfall through mobilization of additional resources. However, in case the that the UNDP is unable to timely address the shortfall, the CO may have to take a decision of revising downwards the CPD’s remaining required financial resources to correspond to the availability of resources.

Management Response: [Added: 2020/01/12] [Last Updated: 2020/11/08]

Fully Accepted:

Refer to recommendation 4.

The CO will review the current resource mobilization efforts and develop a new resource mobilization strategy and its implementation plan. If required, the CO will engage the Regional Bureau for support.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Refer to recommendation 4.
[Added: 2020/08/25] [Last Updated: 2021/06/02]
Country Office 2021/12 Initiated The horizon scanning has already been conducted with national partners during the CPD and Cooperation Framework. The data collected will be used as input to the development of the Country Office Resource Mobilization strategy and action plan History
7. Recommendation:

Recomendation 7: Discussions with UNDP CO and project teams suggest that the wider scope of CPD mandate and limited number of staff, is generating a work overload for CO and project teams. The CO also does not have a Deputy Resident Representative. Therefore, UNDP should carry out a workload assessment and determine the optimal number of staff required to implement the CPD. If required, UNDP should bring on board desired human resources for the delivery of quality and timely services. There is also a greater need to bring on board a Deputy Resident Representative to facilitate effective programmatic implementation.

Management Response: [Added: 2020/01/12] [Last Updated: 2020/11/08]

Fully Accepted:

The CO has conducted the PMSU light review exercise and will have implemented the recommendations by the end of 2020.
The DRR is now on board as at December 2019.

 

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Operationalize recommendations of the PMSU light review
[Added: 2020/08/25]
Country Office Senior Management and Human Resource Office 2020/08 Completed PMSU structure has been reviewed and re-configured. Staff have been placed in the new positions.
8. Recommendation:

Recommendation 8: Collaboration among UN Agencies remained very instrumental at the UNSDF and policy level, however at the implementation level, every agency focuses on its own particular mandate. There is a greater need to further strengthen collaboration among UN agencies at the implementation level. UNDP should foster collaboration with UN agencies on CPD common areas of interest. For example, there is a greater scope for close collaboration among UNDP, UNFPA and UNICEF on the implementation of data related outcomes and outputs. Fostering collaboration with FAO in the implementation of environment and natural resource management related projects will generate synergies and partnerships with ILO can help in addressing youth employment related issues etc. Similar venues for collaborations need to be explored with other UN agencies. If possible, it is also suggested that once a year the whole UN System team, consisting of all staff of all UN agencies in Botswana and non-resident agencies, should come together in conference set-up to deliberate on the shared goals and explore opportunities for joint implementation.

Management Response: [Added: 2020/01/12] [Last Updated: 2020/11/08]

Fully Accepted:

Through continued efforts to adhere to the UNDG delivering as One principle and also through the UNSDF Pillar Groups, UNDP will endeavor to work with other UN agencies on areas of common interest and mandate.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Finalize the programme document and implement the Joint Programme to support the NSS
[Added: 2020/08/25] [Last Updated: 2021/06/02]
Programme Specialists, Managers and M&E Analysts 2021/12 Initiated The joint UN-SB joint programme is still at draft stage and yet to be approved by both Statistics Botswana and the UNCT. It is expected that the joint programme will be approved by the end of 2021 and be rolled out as part of the 2022-2026 Cooperation Framework implementation History
9. Recommendation:

Recommendation 9: CPD has been reporting its annual progress through UNDP standard Results Oriented Annual Reports (ROARs), however, it is not for the consumption of broader stakeholders. There is a greater need, from the perspectives of stakeholders, to regularly prepare comprehensive CPD narrative Annual Reports to document experiences, progress made, challenges faced, lessons learnt and way forward and to widely share it with all stakeholders to appraise them of the progress and accomplishments. Similarly, there is also a need for preparation of Annual Progress Reports for portfolio projects in line with the respective results frameworks, which will help in assessing and documenting the progress of portfolio project and will finally feed into the CPD Annual Report.    

Management Response: [Added: 2020/01/12] [Last Updated: 2020/11/08]

Fully Accepted:

The CO has resolved to start producing Annual Reports that highlights both programmatic achievements and challenges for the year under review. 

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Produce CO Annual Report
[Added: 2020/08/25] [Last Updated: 2021/06/02]
Country Office 2021/12 Initiated The CO will develop the annual report by the end of the year. the Annual report will also take into account all achievements and lessons covering the entire ,programme cycle. History
10. Recommendation:

Recommendation 10: CPD has resulted in production of a number of knowledge products, however presently these are in scattered form and are not easily assessible. Therefore, UNDP should compile all relevant knowledge products including studies, reports, publications etc., and disseminate in soft and hard copy to all stakeholders and to upload them to UNDP and respective ministry’s websites for easy accessibility, reference and use.

Management Response: [Added: 2020/01/12] [Last Updated: 2020/11/08]

Fully Accepted:

The CO will consolidate, package and disseminate material that has been determined as knowledge products and sanctioned for public consumption. This will be coordinated from the RR/DRR office and dispatched through the communications office.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Reviving the CO website (upload fresh and up-to-date content, lay out) and use social media to publicize UNDP work in the country.
[Added: 2020/08/25] [Last Updated: 2021/06/02]
Communication Associate 2020/12 Completed CO website has been revived through the uploading fresh and up-to-date content as well as the lay out based on corporate guidance. The CO continues to use social media to publicize UNDP work in the country. History
11. Recommendation:

Recommendation 11: There is also a need to formulate a timely and pragmatic exit strategies, towards the last year, especially for GEF projects, outlining issues, ways and means to smoothly phase out and handover interventions to partners, to ensure sustainability and continuity. The exit strategy shall also highlight possible future options for replicability and scaling up of interventions in future.

Management Response: [Added: 2020/01/12] [Last Updated: 2020/11/08]

Fully Accepted:

Making sure that PRODOCs and AWPs reflect ownership and commitment and buy-in for sustainability purposes.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Develop a review mechanism to ensure that all PRODOCs contain a strong element of ownership and commitment by partners
[Added: 2020/08/25] [Last Updated: 2021/06/02]
Programme Specialists and Managers 2020/12 Completed This is a continuous process for as long as PRODOCs are being developed. The ownership and commitment by partners is ensured through coordination and accountably structures reflected in the PRODOCs i.e. technical reference committees and project boards. Meeting's are held periodically at both technical and policy level to ensure that accountability issues and relationship strengthening continuously are addressed. History
12. Recommendation:

Recommendation 12: Nevertheless, there is always a greater need for innovative solutions to address complex sustainable development challenges. With the rise of information and communication technologies the possibilities of innovative solutions have considerably enhanced to tackle various poverty, socio-economic, environment, governance, human rights related issues. UNDP should invest in providing technical and capacity building support, involving relevant stakeholders to promote conducive environment for experimenting new solutions. Establishment of various types of incubation centres to facilitate and nurture creative young individuals and groups to develop and apply innovative solutions is proving to be quite fruitful in many countries.Therefore, if resources allow, UNDP should take up the matter of establishment of an incubation centre, to explore innovative solutions to achieve SDGs, with the support of government and stakeholders.

Management Response: [Added: 2020/01/12] [Last Updated: 2020/11/08]

Fully Accepted:

The CO will conduct Horizon scanning of partners to fulfil its development mandate. This includes other UN, Private Sector, CSOs, academia and research institutions.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Reach out to Botswana Innovation Hub for solutions mapping and implementation of new innovative initiatives.
[Added: 2020/08/25] [Last Updated: 2021/06/02]
Resident Representative and Deputy Resident Representative 2020/11 Completed The horizon scanning has already been conducted with national partners during the CPD and Cooperation Framework. The data collected and lessons learnt will be utilized in the design and roll out of new initiatives going into the new programme cycle. Furthermore UNDP is collaborating with Botswana Innovation Hub for the roll out of Botswana's installment of the Youth Conneckt. History

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