LESSON
Lesson Learned: Leadership for accountable governance in Southern Africa
Financial planning and management was weak, with a serious negative impact on project activity and the likelihood of the project achieving its objectives in the 11 countries in Southern Africa. Consultants and participants were led to believe that there was a shortage of funds when, in fact, adequate funds had been provided but had not been appropriately allocated. The allocation of funds between headquarters’ support costs and project-related staff and activities in-country was unbalanced.
Project Partner
Freedom House
Project Description
Aiming to empower young government and civil society leaders from southern Africa to catalyze transformative change in their home institutions and communities, the project had indeed a positive impact on some participants, both professionally and personally. It comprised of four principal components: training, support to “personal reform” projects developed by the trainees, integration of the trainees into an existing network, and evaluation of the reform projects with a view to identifying good practice and replicable initiatives. Overall, however, it represented poor value for money for UNDEF taking into account the high cost (US$350,000), relatively small number of participants, lack of strategies for broader engagement and inadequate outcomes.
Report
Evaluation Date
February 2011
Theme
Country