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Independent Country Programme Evaluation: Sierra Leone
Commissioning Unit: Independent Evaluation Office
Evaluation Plan: 2018-2021
Evaluation Type: ICPE/ADR
Completion Date: 12/2018
Unit Responsible for providing Management Response: Sierra Leone
Documents Related to overall Management Response:
1. Recommendation:

In developing the new CPD, care should be taken to: reflect UNDP’s comparative strengths and identify areas it is able to deliver on effectively; develop clear and supporting theories of change for UNDP’s work in the country; and prioritize interventions and resources. Included in the country programme development should be a detailed analysis of the use of core funding and a strategy for leveraging core funding for greater impact. The country programme development process should ultimately strengthen the strategic focus of the programme, develop synergies across projects and clusters, deepen interventions and ensure sustainability.

Management Response: [Added: 2019/05/13] [Last Updated: 2019/07/02]

The country office agrees with this recommendation and has already taken steps that will contribute to its implementation. From 11-15 February 2019, with support from the UNDP Regional Service Centre, the country office conducted a five-day theory of change development workshop as part of developing the next CPD. The workshop brought together all country office programme staff and selected partners from 30 institutions to review the current portfolio and agree on the priority areas for UNDP support – drawing on the country’s recently launched Medium-Term National Development Plan and UNDP’s strategic positioning in the country as a lead development partner. The workshop assessed the critical development challenges in Sierra Leone and mapped out pathways for UNDP support to the country’s sustainable development efforts.  

Key Actions:

Key Action Responsible DueDate Status Comments Documents
1.1. Complete the theory of change for the next CPD a. Conduct a theory of change workshop b. Develop outcome statements and draft CPD results framework
[Added: 2019/07/02] [Last Updated: 2019/07/22]
Programme Management Suport Unit, Programme Clusters 2019/02 Completed The Country Office conducted a five-day theory of change workshop for identifying priority issues and outcomes and outputs for the next CPD cycle. Consequently, development challenges, programme priorities and expected outputs and outcomes were defined for the upcoming cycle. History
1.2. Streamlined programme portfolio discussed and endorsed
[Added: 2019/07/02] [Last Updated: 2020/02/06]
Programme Clusters 2019/02 Completed CO has streamlined programme portfolios. Democratic Governance Cluster has two portfolios namely Rule of Law, Security and Social Cohesion and Democratic Governance while Sustainability and Local Economic Development Cluster has three portfolios namely Local Economic Development, Natural Resource Management and stand-alone GEF. History
1.3. Develop strategic notes for the two clusters that define the interconnectedness of programme areas and the long term anticipated change
[Added: 2019/07/02] [Last Updated: 2020/02/06]
Programme Clusters 2019/12 Completed Strategic notes for both the Democratic Governance and SLED Clusters have been developed. History
2. Recommendation:

The country office should further strengthen its results-based systems and practices. These efforts should be driven by the need to establish clarity and a clear sense of priority over what UNDP is seeking to achieve in Sierra Leone.

Management Response: [Added: 2019/05/13] [Last Updated: 2019/11/29]

The report recognizes that the Country Office has a comprehensive evaluation plan and has evaluated a considerable number of its projects.  The CO has also retained a third-party monitoring firm, INTERGEMS, that provides independent feedback on the quality of project delivery and impact in communities.  In each of the two Programme Clusters, monitoring and evaluation officers have been hired, in addition to a monitoring and evaluation officer in the Programme Management Support Unit.  In July 2018, the CO organized a four-day RBM workshop for programme staff and third-party monitors to increase capacity in results-based practices.  The CO however recognizes that these resources need to be better coordinated to maximize M&E effectiveness.  The CO also recognizes that during the reporting period it undertook more crisis response and recovery activities which derailed aligning all projects to the results framework of the CPD.  The CO has now taken some steps to return focus and be more diligent in linking all projects and activities to the overall CPD results framework. 

Key Actions:

Key Action Responsible DueDate Status Comments Documents
2.1. Establish a more coherent M&E Capacity in the Country Office a. Constitute an M&E Group for the CO to be led by PMSU b. Develop Results and Resources Framework for the next CPD
[Added: 2019/07/03] [Last Updated: 2019/11/28]
Senior Management PMSU 2019/09 Completed Results and Resources Framework for the next CPD cycle (2020 - 2023) has been developed. An M&E Working Group for the Country Office has been established and activated. History
2.2. Conduct quarterly Cluster/PMSU Monitoring field visits
[Added: 2019/07/03] [Last Updated: 2019/11/29]
Cluster Team Leaders 2019/12 Completed Field monitoring visit by Cluster/PMSU has been conducted quarterly in identifying project and programme intervention issues and challenges, and directing project implementation on track towards the attainment of set targets and development results. History
2.3. Conduct an impact reporting training for CO staff
[Added: 2019/07/03] [Last Updated: 2019/12/02]
PMSU 2019/06 Completed Partnership, Resource Mobilization and Communications and Impact Reporting training for CO staff conducted in June 2019 with support from RSCA. History
2.4 Conduct RBM and M&E training for implementing partners on the CPD RRF.
[Added: 2019/11/29] [Last Updated: 2019/12/02]
PMSU 2019/06 Completed The CO conducted RBM and M&E training for implementing partners, including representation from MDAs, in June 2019. History
3. Recommendation:

The establishment of a new Ministry of Planning and the finalization of a new National Development Plan provides UNDP with an opportunity to consolidate a number of activities, while working to strengthen a key new ministry. UNDP should also strengthen its support to the government and the new administration’s commitment to the SDGs.

Management Response: [Added: 2019/05/13] [Last Updated: 2019/07/03]

UNDP has been formally requested to support the Government in standing up the delinked Ministry of Planning and Economic Development, which was merged for the past ten years with the Ministry of Finance.  The CO has since seized on the opportunity and have supported the Ministry to design and launch a change management exercise as well as develop the country’s fourth medium term national development plan, which was formally launched on 28 February 2018. The success of these initial efforts has strengthened UNDP’s position in the implementation of the National Development Plan.  In addition, the CO has already signed an understanding with the Ministry to support a range of activities that will strengthen the Ministry and the achievement of the SDG’s.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
3.1. Support the design and launch of the forth MT-NDP a. Provide technical advisors to the Ministry b. Support the editing and printing of the NDP
[Added: 2019/07/03]
SAU 2020/02 Completed UNDP provided technical and advisory assistance to the Ministry of Planning and Economic Development for the formulation of the fourth MT-NDP. Supported was also extended for editing and printing of the NDP.
3.2. Support the Government for its readiness to the Voluntary Nation Review of the SDGs
[Added: 2019/07/03] [Last Updated: 2019/11/29]
SAU 2020/03 Overdue-Initiated The process for Voluntary Nation Review is ongoing. History
3.3. Support the development of a Results Framework for the MT-NDP
[Added: 2019/07/03] [Last Updated: 2019/11/28]
SAU 2018/12 Completed Support provided to develop a Comprehensive Results Framework comprising expected results, indicators, baselines, milestones and targets for the MT-NDP. History
3.4. Support the design and launch of a national monitoring and evaluation architecture for the MT-NDP
[Added: 2019/07/03] [Last Updated: 2019/11/29]
SAU 2020/03 Overdue-Initiated History
4. Recommendation:

Interlinked with support to planning is that of ongoing and expanded support to local governance. UNDP is well positioned to develop further support to local governance and to ground several ongoing or planned activities in local governance work.

Management Response: [Added: 2019/05/13] [Last Updated: 2019/07/03]

The CO also agrees with this observation, there are opportunities for the CO to better position itself and attract support if it aligns its support to strengthening local governance.  The CO also agrees supporting the cadastral system which its local governance support currently focuses on is not a comparative advantage for UNDP.  The CO has already undertaken a thorough overview of the challenges and opportunities for supporting local governance structures for the implementation of the Government’s 2019-2023 mid-term National Development Plan and for localizing the SDGs.  The review was undertaken jointly by a local consultant and a local governance expert from HQ.  The report has identified both upstream and downstream areas for UNDP to better position itself.  It particularly notes local planning; strengthening administrative capacity; reinvigorating public-private partnership community-based approaches and support to WARD committees.  Based on the report the CO is undertaking steps which will also contribute to achieving this recommendation.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
4.1. Design a support to local governance and SDG localization project a. Review opportunities and challenges in local governance b. Draft project document in consultation with local councils and selected members of WARD committees c. Conduct stakeholder validation workshop d. Resource mobilization exercise
[Added: 2019/07/03] [Last Updated: 2020/03/03]
Governance Cluster 2020/07 Initiated Review of opportunities and challenges in local governance in consultation with local governance stakeholders has been completed. Prodoc on local governance support is being developed. Other tasks are expected to be completed by mid 2020. History
4.2. Establish a local governance practice area in the Governance Cluster
[Added: 2019/07/03] [Last Updated: 2020/03/03]
Governance Cluster 2020/07 Initiated Consultations ongoing with key stakeholders including Vice President Office History
5. Recommendation:

In terms of positioning, UNDP should further consolidate its work in areas such as elections and rule of law, where it has had real impact and is currently well established; it should also strengthen its presence in areas where there is clear and strong potential for synergies among activities it has undertaken.

Management Response: [Added: 2019/05/13] [Last Updated: 2019/07/03]

The CO’s support to the 2018 elections is widely recognized as a success story by international observers, civil society groups and all political parties.  This professional discharge of the mandate to ensure peaceful and credible elections was vital in re-establishing confidence between the CO and resident donor partners. Commencement of the election support project was delayed, primarily due to CO’s loss of confidence among donors.  The success of the elections project and the timely delivery of quality reporting has improved confidence in UNDP’s ability to manage and deliver electoral support.  The CO needs to build on these gains by maintaining momentum on elections support and by launching an electoral cycle management activity.  Similarly, the rule of law and access to justice contributions to sustainable development have been consistently rated by external stakeholders, as UNDP’s best delivered support, in governance.  The CO is aware of these opportunities and is taking steps to consolidate them.    

Key Actions:

Key Action Responsible DueDate Status Comments Documents
5.1. Establishment and launch a DPG on Strengthening Democratic Institutions a. Launch the Lessons Learnt Report on DPG support to the elections b. Draft a TOR and share with members of the DPG c. Launch the coordination meetings
[Added: 2019/07/03] [Last Updated: 2020/03/03]
Governance Cluster 2020/01 No Longer Applicable [Justification: UNDP convenes the Elections SC meeting and is an observer on EU-NEC Technical committee on Electoral reforms; holding this DPG will be a duplication and potentially cause donor fatigue in the entire process. UNDP can build on existing intervention.]
This activity is no longer relevant. History
5.2. Develop and launch a Gender Justice Project and evaluate the ROL programme to align with the new CPD priorities a. Review opportunities and challenges Gender Justice (SGBV, Special Courts on SGBV, Women in Prison, etc.) b. Draft project document in consultation with selected women’s organizations and justice and security institutions c. Conduct stakeholder validation workshop; d. Evaluate the ROL programme and align with new CPD and NDP priorities e. Resource mobilization exercise
[Added: 2019/07/03] [Last Updated: 2020/02/24]
Governance Cluster 2020/04 Initiated ROL programme has already been evaluated and the lessons learned will feed into new ROL project. Gender Justice policy has been drafted. National consultant has been recruited for the development of the new Rule of Law Programme 2020 - 2023. Consultations of key stakeholders in the Justice system including women's organizations are ongoing. The stakeholder validation workshop will be organized following the development of the draft ROL Prodoc by the consultant. History

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