- Evaluation Plan:
- 2009-2013, Independent Evaluation Office
- Evaluation Type:
- Planned End Date:
- Completion Date:
- Management Response:
- Evaluation Budget(US $):
Assessment of Development Results: Nepal
|Title||Assessment of Development Results: Nepal|
|Atlas Project Number:|
|Evaluation Plan:||2009-2013, Independent Evaluation Office|
|Planned End Date:||01/2012|
|Corporate Outcomes (UNDP Strategic Plan 2008-20013)|
|Evaluation Budget(US $):||150,000|
|Source of Funding:|
|Evaluation Team members:||
|Location of Evaluation:||Country Level|
|1||Recommendation 1: UNDP?s programme for the next cycle should be based on a sound prioritization of programmes in light of possible future budgetary reduction, but should be sufficiently flexible to respond to the emerging needs of Nepal as it enters the next phase of its transition. This should be underpinned by a rigorous process of contextual analysis, follow-up of recommendations that emerge from monitoring and evaluation, and enhanced efforts in documentation of lessons learned.|
|2||Recommendation 2: UNDP should continue with initiatives taken to improve programme and management efficiencies of its work, including enhancing synergies across its programmes and coordination between operations and programme units. The new business model should be reviewed and adjusted if necessary to ensure alignment with the next country programme.|
|3||Recommendation 3: UNDP should revise its approach to inclusive growth and sustainable livelihoods programmes with a view to enhancing the sustainability of development results. This should include gradually shifting emphasis to advocacy and policy advice, informed by the practical experiences of pilot initiatives. UNDP should support the Government to mobilize resources for scaling up promising pilot initiatives.|
|4||Recommendation 4: UNDP should develop a strategy for sustained institutional capacity development and government ownership, taking into consideration the fluid and fast-changing context of Nepal. Developing national capacity for maximum NEX/NIM implementation modality should be an integral part of the strategy.|
|5||Recommendation 5: UNDP should adopt a more systematic approach to South-South cooperation to sustain the benefits that can be derived from such activities.|
|6||Recommendation 6: UNDP should address the existing gaps in its partnerships. This should include broadening its partnership base to include the private sector and non-traditional donors and addressing concerns about its incountry resource mobilization strategy.|
The Country Programme Document followed a rigorous CCA and UNDAF process and reflects key national development priorities. UNDP Nepal envisages greater focus on upstream policy advice, balancing it with specific community focused interventions relevant to the ongoing and emerging context of Nepal, over the next five years. At the program and project formulation level, UNDP Nepal intends to adopt a more comprehensive contextual analysis and stakeholder engagement process. UNDP Nepal has greatly concentrated its focus on programming priorities identified by stakeholders, and is consolidating 36 projects into 12 integrated programmes with a few stand alone projects.
|1.1 Concentration of programming from 36 projects to 12 integrated programmes with a few standalone projects before the next programming cycle starts in 2013.||Country Office||2013/12||Completed||With the new CPD and CPAP, the CO aims to sharpen its focus by reducing the number of programmes and consolidating them with enhanced policy advisory capacity. This has resulted in reorganization of the programme portfolio and restructuring of the office. The CO is moving from a project to programme approach and reduce the number of programmes to 15 by 2013.|
|1.2 Better focused CPD based on CCA and UNDAF process as well as a key national priorities||Country Office||2012/07||Completed||The UNDP Country Programme is strongly anchored in the UNDAF 2013 ? 2017, which was prepared in close consultation with the Government and other development partners. Based on the UNDAF, UNDP developed its CPD which was endorsed by UNDP Executive Board in January 2013.CPD is a very succinct version of UNDP Nepal?s five-year programme and gives an overview of the key areas of focus and results to be achieved. CPD focuses on vulnerable groups and causes of vulnerability, has a greater emphasis on institutional capacity building, and addresses both transitional issues and long-term, cross-cutting development challenges.|
|1.3 To enhance documentation of lessons learned and to ensure programming is based on sound contextual analysis, a focused Assessment and Lessons Learned of the Local Governance and Community Development Programme Phase I. This Assessment will to feed into the formulation process for the next phase (Phase II) of the LCGDP Programme.||Governance Unit||2012/09||Completed||Focused Evaluation assessed six critical elements of the programme. On the basis of the results and lesson learned of the focused assessment, the LGCDP phase II program document is being finalized by Ministry of Federal Affairs and Local Development.|
|1.4 1.4 In formulation of the third Armed Violence Reduction pillar of the current CPAP, a thorough 6 month contextual analysis was carried out on the Armed Violence situation in Terai and hill districts designated as geographic "hot spots" of tension. This assessment will serve as a basis for the formulation of third "Armed Violence Reduction" Pillar of the current Conflict Prevention Programme.||Peacebuilding Unit||2012/12||Completed||In order to better understand how individuals, households and communities themselves interpret and experience armed violence in affected areas, UNDP conducted an armed violence assessment or contextual analysis in four clusters of districts - hotspots facing security concerns as listed by government. On the basis of assessment findings third Armed Violence Reduction program was developed and submitted to Ministry for the approval process.|
|1.5 1.5 To enhance documentation of lessons learned UNDP Nepal will be producing a collection of Lessons Learned/Knowledge Management Products based on UN Interagency Rehabilitation Programme.||Peacebuilding Unit||2012/09||Completed||About 4 knowledge management products/ collection of lesson learned based on UN Interagency Rehabilitation Programme had already been developed and in the process of editing for final print.|
The recommendation is in line with UNDP Nepal's ongoing efforts to further strengthen programme complementarities and efficiency. UNDP Nepal?s Country Programme Document has a heavy focus on complementary programming, for instance, establishing strong links between climate change and disaster resilience, governance and peacebuilding, conservation and poverty reduction. In terms of management efficiencies, in the past 2 years, UNDP Nepal has consolidated 36 stand alone projects into 8 solid programmes, significantly reducing transaction costs while further boosting linkages and complementarities of various initiatives for long lasting impact and results. The new business model is evolving as UNDP Nepal proceeds with its efforts to further strengthen coordination between programme and operations units. Enhancing of programmatic synergies will remain to be a dominant feature in the new cycle.
|2.1 Programme Retreat to strategize for further coordination between units to enhance synergies and integration of programming.||Programming Division||2012/05||Completed|
|2.2 Enhancement of synergies through the integration of Climate Change and Disaster Risk Management programmes.||Environment Unit, Disaster Risk Management Unit||2012/12||Completed||UNDP country office had already developed new program called GLOF (Glacial lake outburst floods) which is in process of approval form government. This program is developed by integrating climate change and disaster risk management to enhance synergy.|
|2.3 Enhancement of synergies through integration of conservation and poverty reduction initiatives||Environment Unit, Poverty and Inclusion Unit||2012/12||Completed||New GEF funded RERL program (environment related)had already developed strategy to work closely with MEDEP program (poverty reduction).In the same way strategies being discussed to enhance synergy between MEDEP and LRP program. UNDP Field office had completed detail assessment of the possible areas and strategy for enhancement of synergy.|
|2.4 To enhance coordination between programme and operation units a Client Feedback Survey of services provided by the Programme Implementation Support Unit to projects/ programmes has been conducted to identify strengths of the Unit as well as areas where Operations-Programming functions could be strengthened.||Programme Implementation Support Unit (Operations Division)||2012/05||Completed|
|2.5 To enhance coordination between Programme and Operations units, an Operations Retreat will be held to review organizational efficiencies and strategize on improving internal coordination, to be followed by wider internal discussions.||Operations Division||2012/06||Completed|
The CO is in the process of developing a substantial upstream policy programme. The country office will work at both the upstream and downstream areas through implementing livelihood activities. As Nepal is a country still in transition, many local level initiatives to increase inclusive growth and sustainable livelihoods continue to need support on the ground, for which the country office has developed a substantive 4 year livelihood and social inclusion programme in partnership with several development partners and the government.
|3.1 Formulation and launch of an Upstream Policy Program to address Poverty, inequality and exclusion by supporting the GoN to create enabling environment for national policies and programs for inclusion.||Poverty and Inclusion Unit||No due date||No deadline established||The LPAC of the upstream policy program had already been completed. Program document is in revision process by incorporating comments and feedback from LPAC and in the process of further discussion on potential donors. The programme will promote national inclusive growth strategies, strengthen the development and implementation of Affirmative Action policies and programs, and develop and apply information systems and tools to provide an empirical platform for policy making and program design.|
|3.2 Implementation of a complementary Downstream Programme aimed at capacity development of GoN, local bodies, NGOs and private service providers to internalize, manage, implement and monitor the institutionalized the Government?s MED programme.||Poverty and Inclusion Unit||2013/01||Completed||UNDP?s support for institutional capacity building focus on assisting the Government to implement its national Microenterprise Development for Poverty Alleviation (MEDPA) program, which is based on the integrated model developed and successfully tested by the UNDP-supported Microenterprise Development Programme (MEDEP). The Government has already been allocating its own resources for MEDPA since 2010 and has plans to expand it to all 75 districts over the next five years. UNDP will also support the Government to develop a multi-donor supported MEDPA program by 2018.|
UNDP Nepal is in agreement with the recommendation which is in line with UNDP corporate policies and directives of using the NIM as the norm. However, in the immediate post conflict situation of Nepal, UNDP, in close consultation with the Government of Nepal, had to opt for some projects to be implemented under the DIM modality to ensure quick implementation and peace dividends to the communities, while support is provided to strengthen institutional capacities for gradual shift to full NIM implementation. UNDP Nepal is already planning a gradual shift to NIM in the new cycle. During the upcoming CPAP formulation process, a further examination of the capacities and constraints of the current Nepal context will continue to guide the implementation modalities and the gradual shift to NIM for the short and medium term future. UNDP Nepal will be concentrating on maximizing the use of existing national capacities and institutional development to ensure effective transition to expanded NIM modalities.
|4.1 To enhance government capacity and ownership as part of transfer of the Principle Recipient responsibility for HIV/AIDS GATFM funding, UNDP is providing institutional capacity development support to the government||Poverty and Inclusion Unit/ HIV/AIDS Project||2012/12||Completed||In the area of HIV/AIDS, UNDP exited from being the primary implementing agency in 2011 after successfully building the capacity of the National Centre for AIDS and STD Control (NCASC) and the Ministry of Health and Population (MOHP). UNDP trained the NCASC staffs so that they could replace the UNDP recruited national professionals as well as developed operation guidelines for implementation of the Global Fund grant. As a result, the 2011 Global Fund assessment of NCASC/MOHP evaluated the NCASC as eligible to become Primary Recipient and was awarded with the Global Fund. Additionally, NCASC also started managing part of civil society HIV response under the National Health Sector Programme II.|
|4.2 Institutional capacity development is a central feature of the new CPD with heavy capacity development components built into all major on-going and new programmes such as Rule of Law and Human Rights, Downstream Poverty Programme, Local Governance, and Disaster Risk Reduction||Programme Division||2012/12||Completed||New CPAP Programme gives renewed emphasis to strengthening the Government?s institutional capacity and policy frameworks and addresses both transitional issues and long-term, cross-cutting development challenges. Capacity building is built into all thematic areas UNDP will engage in. The capacity building support ranges from policy work to creating mechanisms for better coordination, planning, and monitoring of programmes, to enhancing the capacity of individuals from government and non-government partners. Hence, institutional, organizational and individual levels of capacity building are captured in UNDP?s support. UNDP will apply the Capacity Development Tracker to track its support in this area.|
|4.3 Inclusion of clear exit strategies within programmes to ensure a smooth transition and sustainability of initiatives with national ownership||Programme Division||No due date||No deadline established||The Country Programme Action Plan 2013-2017 includes the partnership arrangement with Government of Nepal to ensure the sustainability and national ownership. As this result many programme for this programme cycle are under National Implementation modality.|
UNDP Nepal is greatly increasing its use of South-South cooperation, especially within the region, to be an effective capacity development tool for both stakeholders in Nepal and Southern partners. The CO is currently developing strategies for integrated South South exchanges in the areas of Rule of Law, Local Governance, Public Administration Reform, Rural Energy, Conservation and Disaster Risk Management.
|5.1 Establishment of South-South Cooperation arrangement on Disaster Risk Management||Disaster Risk Management Unit||2013/01||Completed||Bangladesh: Total of 25 government first responders are trained on under water and deep water diving by the Bangladesh Armed Forces Division; China: Chinese Urban search and Rescue (USAR)experts assessed Nepal's USAR capacity and provided solutions to Nepal to systematically develop its capacity; India: Govt officials participated in the Guwahati Emergency Management Exercise.|
|5.2 Establishment of a continuous South South cooperation partnership on National Legal Aid scheme with South Africa under the new Rule of Law and Human Rights programme currently being developed by the country office.||Governance Unit||2013/06||Overdue-Initiated||The arrangement will focus on the best practice experiences from South Africa with regards to revising Nepal?s national legal aid scheme|
Although the partnership base of UNDP Nepal is relatively broad, including a pool of 19 donors, the recommendation is nevertheless in line with UNDP Nepal's vision and plans for the new programming cycle and beyond. The CO is actively engaging in expansion of its multi and bilateral partnership base, including enhanced government cost sharing arrangements within its future programming. UNDP is also expanding partnership beyond funding arrangements to enhance common understanding of technical assistance cooperation with India and other key strategic partners. As far as the private sector is concerned, unfortunately the current state of the private sector in Nepal has been severely affected and weakened due to the conflict period. This sector is still in the process of recovery and has a limited capacity for partnership. That being said, UNDP has successfully engaged the private sector in some key initiatives in the past and will continue to do so and explore new opportunities.
|6.1 Programming Retreat to strategize partnership approaches in a cohesive and coordinated manner||Programme Division||2012/05||Completed|
|6.2 Review of current resource mobilization strategy to map current strategic partners as well as to identify new areas of potential funding expansion||Strategic Planning Unit||No due date||No deadline established||The country is maintaining pool of 19 donors, and the pool will be mobilised for the programme cycle of 2013-2017. The country office is actively engaging in expanding the donor support to include multi and bilateral partnership base including enhanced government cost sharing arrangements within its future programming. The country office is holding on-going discussion with donor like KOIKA, USAID and WB to expand the partnership. The current state of the private sector in Nepal has been severely affected and weakened due to the unstable political situation. This sector is still in the process of recovery and has a resource constrain for partnership. UNDP has successfully engaged the private sector in some key initiatives during programme formulation and implementation and will continue to do so and explore new opportunities.|
|6.3 Regular information exchange with international development partners and engagement of non-traditional donors (ex. India and China) in dialogue||Programme Division||No due date||No deadline established||During next CPD cycle|