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Evaluation database

Evaluation report

2016 Cape Verde: Final Evaluation of the Common Country Programme Document from UNDP, UNFPA and UNICEF Cabo Verde


Executive summary

With the aim to continuously improve transparency and use of evaluation, UNICEF Evaluation Office manages the "Global Evaluation Reports Oversight System (GEROS)". Within this system, an external independent company reviews and rates all evaluation reports. The quality rating scale for evaluation reports is as follows: “Highly Satisfactory”, “Satisfactory”, “Fair” or “Unsatisfactory”. You will find the link to the quality rating below, labelled as ‘Part 2’ of the report, and the executive feedback summary labelled as ‘Part 3’.


Cabo Verde became the first pilot Joint Office (JO) of Ex-Com agencies (UNDP, UNICEF, UNFPA and WFP) in 2006 and has since contributed as an example of the UN reform towards harmonizing and simplifying UN activities in small countries. Cabo Verde graduated from least developed country (LDC) status in 2008. The country achieved most of the Millennium Development Goals (MDG); however, it still has some important challenges ahead, including poverty, gender-based disparities, infant mortality, illiteracy and groundwater scarcity and recurrent drought. The government’s priorities for 2012-2016 are set out in the Growth and Poverty Reduction Strategy (DECRP III).

The JO is now implementing the CCPD covering the 2012-2016 period plus one year extension reaching 2017, aligned with DECRP III and structured around three levels of assistance:
support to human rights and gender-based macro-economic policy choices, consolidating institutional capacities, and developing local and community capacities for the improvement of living conditions. The interventions are intended to benefit essentially children, youth and women. The CCPD was implemented by the Government of Cabo Verde, his public institutions, the civil society and other development agencies, with the support of other countries through South South Cooperation.


The UNDP, UNFPA and UNICEF, working as a Joint Office in Cabo Verde, requested this final evaluation to ascertain the outcomes and outputs of the Common Country Programme Document (CCPD) 2012-2016 measured against its original purpose and objectives, and also capture the evaluative evidence of the relevance, effectiveness, efficiency and sustainability of this strategic programme document, which will set the stage for the next programme cycle. Likewise, the evaluation carries out an important accountability function, providing the Country Office (CO), the Regional Offices (ROs), the Headquarters (HQ), the national stakeholders and partners with an impartial assessment of the results achieved.


The final evaluation was developed as a process involving the systematic collection of information about the activities, characteristics, outputs and outcomes of the CCPD to determine its merit or worth. The methodology incorporated the use of qualitative and quantitative techniques. It was based on the use of the logical framework approach and the change theory in order to investigate the causal relationships between outputs and outcomes. The identification of evidence led to the formulation of conclusions and recommendations and, to avoid the error of causal interpretations, a triangulation system of the information was applied.

Findings and Conclusions:

  • The Joint Office has been described as a positive development by donors and implementing partners, providing a unified presence as well as more coherent and integrated programme delivery. Each of the agencies (the UNDP, UNFPA and UNICEF) has benefited from the know-how of the other two operating under the Joint Office Model;
  • The Joint Office Model has proved its effectiveness by delivering a second programme cycle for the three agencies in Cabo Verde. In addition to technical and programmatic synergies, there is an operational efficiency gain derived from the existence of a single administrative and operational structure.
  • The continued presence of the institution in the country is positive and it operates in close proximity to the national partners. The national implementation (NIM) approach enables ownership of the project by the partners from the first day.
  • There is no integrated M&E system for the whole CCPD. Due the lack of harmonization at Head quarter’s level.
  • It is important to highlight the foster given to South-South cooperation during the CCPD implementation period, taking advantage of the exchange of resources and knowledge between countries.
  • The JO has significant capacity to adapt itself to the country’s needs and to carry out policy advocacy on the basis of evidence.
  • The CCPD has been extremely relevant and significant, both in terms of its alignment with national priorities and its responsiveness to national needs and previously unidentified urgent requirements.
  • The CCPD has contributed to supporting growth and poverty reduction, consolidating democratic institutions and citizenship, reducing disparities and inequalities, and reinforcing environmental sustainability and adaptation to climate change.
  • Not all outcomes and output indicators of the CCPD have been built under SMART criteria, which hinders planning, monitoring and evaluation, and it has negative implications in terms of indicators achievements.


  • Office organization and business processes. Likewise, the policy areas and the scope of each of the programmatic units within the JO and their areas of synergy with the agencies must be documented.
  • While the UNDAF and CCPD coexist as strategic documents, the JO has to ensure the complete alignment of the results to be achieved by each agency and the indicators that will measure the results.
  • Strengthen the M&E system, moving towards a holistic results-oriented system for the whole CCPD. Develop organizational capability to improve efficiency analyses by strengthening tools to measure and assess cost reductions.
  • Strengthen the mechanisms and alignment of the JO organization and all the staff with the strategy for resource mobilization.
  • In terms of external communication and campaigns, each of the agencies should maintain their own corporate image.
  • Define at a higher level of detail the scope and role of the JO on gender issues.
  • Use a SMART (Specific, Measurable, Achievable, Relevant, Time-bound) technique supported by a corresponding tool in matrix result format to develop all the outcome and output indicators.
  • Boost the disbursement and use of programme funds from the first quarter of the year and avoid accumulation of pending budget to be implemented in the last quarter.
  • Initiate the evaluation of gains of investment in capacity development: capacity assessment as a future baseline in order to measure the results on national capacity development and sustainable development.

Full report in PDF

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Report information


Cape Verde



Programme Excellence (Cross-cutting)


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