- Evaluation Plan:
- 2009-2013, Independent Evaluation Office
- Evaluation Type:
- Planned End Date:
- Completion Date:
- Management Response:
- Evaluation Budget(US $):
Assessment of Development Results: Sri Lanka
|Title||Assessment of Development Results: Sri Lanka|
|Atlas Project Number:|
|Evaluation Plan:||2009-2013, Independent Evaluation Office|
|Planned End Date:||06/2013|
|Corporate Outcomes (UNDP Strategic Plan 2008-20013)|
|Evaluation Budget(US $):||160,000|
|Source of Funding:|
|Evaluation Team members:||
|Location of Evaluation:||Country Level|
|1||Recommendation 1. UNDP must strengthen its focus on the achievement of development results beyond the delivery of outputs.|
|2||Recommendation 2. UNDP should support the national development effort more through coordinating and galvanizing support around national development goals, and engage in deeper programmatic coordination within the UNCT towards common development goals defined in UNDAF.|
|3||Recommendation 3. UNDP should enhance its policy advisory role. To this end, it should engage in building broader partnerships among policy makers, intellectual communities, civil society and the private sector in the country|
|4||Recommendation 4. UNDP should make an effort to more effectively use its success experiences in downstream projects. It should take initiatives to collate experiences of development partners engaged in similar activities to promote a more coherent approach.|
|5||Recommendation 5. In all areas of its programme, UNDP should more systematically consider how partnerships with the private sector could facilitate the achievement of development goals and build those partnerships into the programme design.|
|6||Recommendation 6. UNDP?s capacity development should encompass support to the development of systems and mechanisms that would make use of the capacity developed.|
|7||Recommendation 7. UNDP should ensure that capacity developed in national institutions is sustainable after the completion of the engagement, and an exit strategy should be built into every project design.|
|8||Recommendation 8. In promoting accountable and transparent public service delivery mechanisms, UNDP should systematically involve both decentralized and devolved structures of local governance as well as community-level organizations, take on a policy leadership role in coordinating varied donor initiatives in this area, and take a holistic approach to democratic governance encompassing its work on human rights, access to justice, local public service delivery and RBM at national and local levels.|
|9||Recommendation 9. For post-conflict regions, UNDP should set up an exit strategy for its transition and recovery programme, on which a common understanding with partners should be developed. In this regard, it should consider retaining some capacities at the province level to monitor the socio-economic situation and coordinate the capacity development and recovery support during the transition period.|
|10||Recommendation 10. UNDP should re-examine where it could make a critical contribution to gender equality within the context of UNDAF, and provide focused support therein.|
Agreed. UNDP's new Country Programme has been designed to link directly to the development results articulated in the UNDAF. However, UNDP also realizes that achievement of a development outcome depends on the actions of multiple partners ? Government, civil society, other development partners, private sector etc. ? and as such will be looking to strengthen our partnership strategy under the new Country Programme. UNDP will focus, during the next programming cycle, on further strengthening multi-stakeholder coordination, policy/planning skills and use of technology and best practices needed to mobilize all partners towards achieving the Mahinda Chintana goals.
|Ensure that projects under the new Country Programme (CP) have clear links to the CP and UNDAF outcomes.||Project developers and DCD||2016/12||Initiated||Completed the initiated projects and programme is following the below process: i.e. once developers submit the proposal, MSU and the DCD review the same prior to finalization in order to ensure that the link between the project outputs and the CP and UNDAF outcomes is clearly articulated.|
|Strengthen partnership strategy and multi-stakeholder coordination through the institutionalization of the process of annual review at the outcome level with government counterparts and other relevant stakeholders.||CD, DCD, Cluster Leads||2014/12||Completed||Instead of outcome level review being an annual exercise, Country office has streamlined this to a bi-annual exercise via the Project/Programme Boards. Midterm review of the UNDAF outcomes was carried out in last quarter of 2015 and MTR of CPD is being carried out by the January 2016. A Partnership mapping exercise was completed in 2014 and, based on the results of this, formulating a partnership strategy for UNDP Country office is in progress. In terms of project level multi-stakeholder coordination, a number of environmental and local economic development projects such as UNREDD, Community forestry project, Governance for Local Economic Development programme, have been started. In addition, a more cost effective way to achieve a strengthened partnership is a "expanded UNDAF pillar group".|
|Ensure the project boards are in place and regularly meeting.||DCD, Cluster Leads||2013/12||Completed||Project Boards for the ongoing projects are in place and meet bi-annually. All new projects, which have mostly started in the second half of 2013 after the signature of the CPAP, have project boards established and had their first meeting (for example, Governance for Local Economic Development Programme Board, Strengthening Enforcement of Law, Access to Justice and Social Integration Programme Board, the NHDR 2014 Project Board, which has met twice). The Programme/Projects boards will continue to meet four times a year.|
|Strengthen policy/planning skills and RBM Skills of national partners||CD, Policy Unit, cluster Leads, MSU||2015/12||Completed||In the 2013 -17 Country Programme, initiatives addressing policy/planning skills and RBM skills of national partners are included. UNDP supported Ministry of Environment and Ministry of Disaster Management to design key policies and plans in these sectors. The National Policy for Disaster Management was approved in 2013, and based on that the Comprehensive Disaster Management Plan was designed with technical support from UNDP, and approved by Cabinet of Ministers in 2014. UNDP also supported the mid-term review and revision of the National Environmental Action Plan (or Haritha Lanka Plan) during 2014; and also currently provides financial and technical assistance to the preparation of the National Adaptation Plans (NAPs) for eight priority sectors in Sri Lanka. Initiative for RBM skills developing is as follow: Under the DPMM project, UNDP supported the Department to develop an integrated database (INDIS) which can be fed information on financial and physical progress as well as results of development projects and programmes that are being implemented by all government bodies and thereby enables the DPMM to more effectively monitor and evaluate projects and programmes implemented by the public sector. Staff ( 278) who trained in 4 line ministries on INDIS are required to feed information in to the INDIS systems. With the technical provision of UNDP, Staff of the DPMM undertook three evaluations of public sector projects by themselves and presented the findings at multi stakeholder a forum that was represented by key officials of line ministries. In addition, UNDP supported three Government representatives and a member of the Sri Lankan Evaluation Association to participate in a conference conducted by the Malaysian Evaluation Association in April 2014 to get exposure on how public sector deliverables and state-driven development programmes could be brought under an integrated RBM system. As a result of the above visit , in 2015 there will be one pilot intervention to develop sub-sector strategic plans for line Ministries in collaboration with the Malaysian Evaluation Society (MES) which has supported the development of a modified budgeting and monitoring system across the government of Malaysia. SLEvA proposes to adopt an approach that would convene thematically linked line ministries to develop a sectoral plan around their shared integrated ministry-level outcomes. Further ,this initiative was not supported by UNDP District level planning and capacity building was initiated in 7 districts under the â??Governance for Local Economic Developmentâ?� programme. The introduction of the Results Based Planning (RBP) tool in 25 divisional government offices in three Northern districts secured the buy-in of community members and government officers. This culminated in the production of 25 Divisional reports that will feed into a robust planning model to be incorporated as District Development Plans. There was overwhelming acceptance of the RBP model due to its evidence-based approach to planning and development that would help to track progress and hold staff more accountable; a random selection of areas for support and political manipulation could be minimized because of the participatory nature of planning, staff as well as communities would be able to visualize change over time. Following the success of its introduction in three Northern Districts, the process was initiated in eight other districts. The process of data collection and identification of thrust areas for the institutionalization of the results-based approach to planning is ongoing in these districts. This process has already not only ensured the filling of data gaps, but is also contributing towards an attitudinal shift among development planners at the district level, with considerable acceptance of the importance of the use of empirical data and transparent validation processes. UNDP initiated the process of establishing Results-based Planning, M&E system for the Ministry of Disaster Management under the Sri Lanka Comprehensive Disaster Management Programme; made other line ministries involved in DRR aware of how to apply results based programing principles to design and develop programmes. Supported the development of an online monitoring system which allowed identified agencies at national, provincial and local levels to update their progress on disaster risk reduction activities carried out by different agencies.|
Agreed. UNDP?s first priority is to support the achievement of national development results. All programmes identified in the CPD are directly linked to the national development goals through the UNDAF. UNDP is already engaged in programmatic coordination with Government, UN agencies, civil society and other development partners in the areas of Rule of Law and Access to Justice, Gender and Environment and Disaster Management. In particular, UNDP along with UNCT partners will work towards more joint programmes and interactions/dialogue with the Department of National Planning and other key Ministries to address development challenges.
|Finalize the NHDR so that it can be used as a foundation for joint government-development partners? work to address regional disparities and target vulnerable groups.||Poverty Cluster Lead||2012/10||Completed||Report Launched on 5th October 2012|
|Identify key issues/themes highlighted by the NHDR to be taken up for policy discussions and advocacy (see also key Action #2 in Recommendation #3)||CD, Policy Unit||2014/06||Completed||The NHDR 2012 on Regional Disparities identified regions that were ?most lagging and in urgent need of attention?. Policy dialogues were conducted in two of these locations, Batticaloa and Uva, with key government, UN and NGO counterparts. The events promoted constructive dialogue on the way forward in terms of addressing local human development challenges.|
|Continue supporting the Ministry of Disaster Management in developing the next 5-year programme, in coordinating activities of the National Disaster Management Coordination Committee (NDMCC) and in implementing the National Emergency Operations Procedures (NEOP).||ESDR Cluster||2014/12||Completed||UNDP supported the development of the Comprehensive Disaster Management Programme (SLCDMP) in consultation with Government Agencies, UN agencies, International NGOs, private sector, media, and universities. UNDP will also support the implementation of the SLCDMP through a project called Strategic Support to SLCDMP (SS2CDMP) commiting 750,000 USD of UNDP internal funds. Coordination support was provided to National Disaster Management Coordination Comitee, which brought together over 60 agencies, and will now oversee the monitoring of the CDMP. The final draft of the National Emergency Operations Plan was submitted to the Disaster Management Centre in December 2013 for review. It covers the operations of 23 agencies covering 27 disasters. Operationalizing the NEOP is part of the new SLCDMP to be implimeted by the government|
|Support the National Council for Sustainable Development to update the Haritha (Green) Lanka Strategy and Action Plan||ESR Cluster Lead||2015/12||No Longer Applicable||The update of the Haritha (Green) Lanka Strategy and Action Plan to include the post Rio+20 and post-conflict context is ongoing. Consultations with concerned sectors have progressed during 2014. The new government has changed the focus from the Haritha lanka strategy, and is now developing a new Blue-green strategy in 2016. UNDPÃ?Â¢??s support to this process is not yet defined ( Due date for this action is December 2016 , but in the system no space to change appears as 2015 December )|
|Continue collaboration with sister UN agencies (FAO, WFP, UNOCHA, UNEP) in the Environment, Energy and Disaster Resilience areas of work.||ESDR Cluster Lead||2015/06||Completed||Collaboration with OCHA and UNEP on environmental sustainability and resilience has been completed. Biomass to energy and UNREDD projects which collobarated with FAO are progressing as scheduled. UNDP cooperated with OCHA during the response to the major landslide hitting Badulla District in October 2014 . With UNDP mediating the various partners involved, including the Disaster Management Centre which led the overall response efforts; OCHA conducting a rapid assessment with UNHCR; and UNDP conducting a systematic need assessment report to identify short and long term requirements of the affected people .This collaboration will continue by the end of first quarter of 2015 .|
|Set up the Rule of Law/Access to Justice Coordination Mechanism to provide a forum for key partners to share information with a view to provide better targeted and more effective support to the sector.||CD||2014/04||Completed||A decision was taken under the mechanism of UNDAF Pillar 3 (on Governance, Human Rights, Gender Equality, Social Integration and Protection), and in consultation with the Resident Coordinator, that a separate Rule of Law / A2J Coordination group will not be set up, and coordination in this sector will be addressed through the Expanded UNDAF Pillar 3 Group that will bring into its folds the key stakeholders in the justice sector. Issues raised through this platform would then be taken to the Inter-Ministerial Forum for Policy Direction and Decisions for the Justice and Social Integrations Sectors that will be established under the UNDP-supported Strengthening the Enforcement of the Law, Access to Justice and Social Integration (SELAJSI) programme in 2015. Work on establishing the Expanded UNDAF Pillar 3 Group has been initiated in partnership with the Pillar Co-Chairs UNICEF and UNFPA, with Access to Justice having been identified as a 2014 flagship by the Pillar.|
|Strengthen UNDP inter-agency collaboration on gender issues.||GESI Cluster Lead in close coordination with RCO||2013/11||Completed||An UNDAF Pillar 3 Group on Governance, Human Rights, Gender Equality, and Social Inclusion and Protection was established in March 2013, consisting of relevant UN agencies. A TOR has been drafted for an Expanded Pillar Group which will consist of all relevant UN agencies, representatives of bilateral development partners, I/NGOs, research institutions and other entities actively engaged in the subject matter. UNDP is also an active participant in the GBV Forum (chaired by UNFPA). On 29 November 2013, with financial support from the APRC N-PEACE Project, UNDP organised a policy event on GBV and SCR 1325 in partnership with the GBV Forum and UNWomen?s multi-country office in Delhi. It is hoped that this is the first of many future collaborations with UNWomen.|
Agreed. In addition to the work UNDP is currently undertaking in supporting a number of multi-stakeholder policy forums bringing together representatives from Government, academia, private sector and the development field, in the new CP, one of the main priorities is increasing the CO upstream/policy focus.
|Ensure that the policy unit is in place and functioning.||CD||2013/07||Completed||The Policy Unit has been in operation since 1 April 2013. Two Policy Specialists were recruited, but one of them took up an international position. After two unsuccessful recruitment processes for a replacement, a suitable candidate has been hired who will commence her tasks in August 2014.|
|Organize series of dialogues and discussion fora around significant themes (see also key Action #2 in Recommendation #2)||Policy Unit||2014/12||Completed||In 2013, UNDP was approached by the Government to provide support for strengthening coordination mechanisms at the local level, with a focus on the delivery of development and protection services by the deconcentrated and devolved arms of government. Following a series of consultations with key stakeholders at the national and local level, a mapping of how systems function at the local level was conducted. Drawing on the results, a Draft Report has been prepared which proposes a series of recommendations for where improvements could be made. This Draft Report will form the basis of consultations amongst the key government actors in finalizing the recommendations and agreeing on the way forward/next steps. The first dialogue event in October 2013 focused on challenging the assumptions of working with Civil Society Organizations in Sri Lanka. The 2nd dialogue event in February 2014 looked at opportunities and challenges with respect to Sri Lanka?s Development Outlook The Report Delivery of Coordinated Protection and Development Services at Local Level was finalized in July 2014 following consultations with key government actors. A policy discussion on Sri Lanka?s Development Outlook ? Opportunities and Challenges, was held in February 2014 involving the UN, multilateral and bilateral (donor) agencies. A stakeholder workshop and launch event was held on the NHDR 2014 on Youth and Development in June and August 2014 respectively. This involved multi-sectoral stakeholders including policy makers, government agencies, non-government and youth organizations, academia, multilateral and bilateral partners, etc. A policy dissemination event on the relevance of the global HDR 2014 Sustaining Human Progress: Reducing Vulnerabilities and Building Resilience to Sri Lanka was held in October 2014, involving government, non-government and international agencies, as well as academia and university students. A policy discussion on the on Lessons from the Meeriyabadda landslide was held in November 2014, involving the Disaster Management Centre, National Building Research Organization and UN agencies.|
|Ensure that new projects have a strong policy element and a well articulated exit strategy as standard criteria for all PACs.||Policy Unit, DCD and Cluster Leads||2014/12||Completed||The Governance for Local Economic Development Programme ,SELAJSI Programme and almost all the GEF funded projects have been designed in such a way that downstream initiatives inform upstream policy and planning. In addition, UNREDD,Environment sensitive areas management, GLED and SELAJSI programme has separate policy related sub outputs .|
|Promote regional and inter-sector dialogue through information sharing, collective land use planning and strengthening long-term sustainability and resilience.||DCD and ESR Cluster Lead||2014/12||Completed||Integrated Strategic Environmental Assessments (ISEA) for Northern and Uva provinces plus Gampaha District have been completed. These are informing policy and planning. ISEA in the North is being used by the Government for physical planning of gazette wildlife areas and to modify the proposed locations of infra-structure development. UNDP documented 10 uses of the ISEA-North by different Government agencies. Industrial survey carried out under ISEA Gampaha is being used by the Central Environmental Authority to engage private sector companies in pollution control. ISEA Uva is used as a primary data source by the Ministry of Economic Development of Uva province to strengthen plans for Eco-tourism and water resource management. The land mapping approach used in ISEA Uva has been evaluated by the Land Use Planning Department to apply it at the national level land mapping..|
|Mobilize resources and technical assistance to promote data sharing, install databases and map systems in district planning units.||DCD , Cluster Leads||2015/12||Overdue-Initiated||GEF funded project on piloting a national information management system through disaster and environmental data has just been started, and is currently in its inception phase. The project will look at national level policy and protocols related to information governance and use in decision making. Following discussions in District Planning Units of 7 districts under the SDDP project, requests were made to develop all encompassing databases capturing all development activities at district level. Currently an analysis of the types of data available and required is being conducted. This will be followed up by a road map to formalize and standardize data collection and database design. In relation to this the process of providing both hardware (such as Information Technology equipment) and software (such as database and monitoring systems development) for the relevant government institutions was initiated in 2015. This support was provided towards the introduction and/or strengthening of the Citizenâ??s Charter, and also supporting the strengthening of the District and Divisional level planning capacities, which contributed to the staff being more service-oriented staff and a more aware client base. ( Due date for this action is 2016 December. New online system shows the deadline as December 2015)|
Agreed. This is an area that the CO is hoping to develop further under the new programme. Experience and models developed during Tsunami recovery, post-conflict interventions and GEF and other small grant schemes will be used in addition to global good practices.
|Complete the knowledge management exercise capturing lessons learned from UNDP downstream experience under the Transition Recovery Programme.||Peace & Recovery Team Leader||2014/07||Completed||The Final Report has been finalized and will be shared with the Ministry of National Languages and Social Integration to take forward discussions on how the twinning concept can be mainstreamed in to the education system.|
|Under the Governance for local Economic Development component of the new CP, develop the fourth output which collates downstream experiences from the three first outputs to distil lessons and best practices.||DCD, GESI cluster Lead||2013/09||Completed||The fourth output of the GLED programme was developed as follows: ?Policy makers and development partners have an increased knowledge on good practices and lessons learned on local economic development and local governance to inform policy decisions?.|
|Provide technical/policy support for the institutionalization and/or scale-up of innovative downstream interventions, in partnership with key national institutions and organizations.||DCD, GESI cluster Lead||2013/12||Completed||Discussions ongoing on institutionalization of twinning schools intervention. UNDP is working with the Ministry of National Languages and Social Integration to make presentations to the Ministry of Education to have the Transition and Recovery Programme?s (TRP) Twinning School concept absorbed into the school curricula. The External End Review, currently being conducted, will be the key evidence-based document on which this will be taken forward, through a series of consultations with government and non-government actors who have been engaged in similar initiatives. With the support of RBAP?s Scale-Up Fund, the CO is supporting a scaling up of the successful Women?s Leadership Development Project (WLDP), that was conducted in Ampara District in 2012/11. The scale up is taking place under the umbrella of the SELAJSI Programme, and will see the model replicated in an additional 2 Districts. Additionally, while the Ampara initiative was directly implemented, the scale up will be nationally implemented, thus promoting institutionalization of the best practice. The work started in Q4 2013, and will complete in 2014.|
|Promote technology and best practice exchange, including in the disaster response experience in evacuation and shelter management.||ESDR Team Leader||2014/12||Completed||Disaster Resilient building codes have been developed. Environment best practices for drought and floods were also developed and published in 2013. Best practices and technology have been mainstreamed into new projects such as Strategic Support to Comprehensive Disaster Management Programme and Special Climate Change Fund with Ministry of Economic Development|
Agreed. During the past few years, UNDP has some positive experiences working with the private sector, especially in livelihood activities. UNDP believes that the entry-point for working with the private sector should be inclusive local economic development, where working with the communities, UNDP strengthens their production, value-addition, entrepreneurship and backward and forward linkages with suppliers and buyers.
|Promote an enabling environment for business-led growth.||GESI Cluster Lead||2015/12||Overdue-Initiated||Projects under TRP are already using new approaches, which are now carried forward under GLED. Particularly GLED works with producer organizations and co-operative societies to improve their production, storage, transportation and marketing skills. This approach links these groups to larger markets and value chains, as well as increase the bargaining power of the collective groups. Provision of financial and technical support and equipment to Producer Groups and other Community-based Organizations (based on market assessments and as a holistic support package) resulted in increased organizational profits and member income levels and a change in organizational culture towards a more business-oriented outlook. The market assessments ensured that only strategic, viable and sustainable initiatives are undertaken, to ensure survival in a highly competitive market, thereby ensuring a greater degree of trickle down of benefits. Provision of strategic infrastructure such as the crab factory, agro roads, and storage and processing facilities have begun to enhance local production and in turn ensure profits stay within the localities contributing towards uplifting the lives of local communities, particularly those lagging behind due to decades of conflict. The selection of 44 Producer Groups (PG) and 40 Producer Organizations (POs) has also been completed and Service providers such as the Industrial Training Institute (ITI), National Design Council (NDC) and Government Technical Departments identified and contracted to provide the required capacity development support. ( due date for the action is 2017 December )|
|Strengthen producer groups through market linkages||GESI Cluster Lead||2015/12||Overdue-Initiated||The GLED programme continues to work with palmyrah, fisheries, dairy and paddy production groups. A key component of the Programme interventions relates to the establishment of market linkages, to ensure sustainability of the work/livelihoods of the Producer groups. The introduction of business oriented practices has resulted in a paradigm shift in the functioning of the targeted Producer Organizations that saw themselves primarily as social institutions previously. Drafting of business plans and a financial management plan has led to a degree of professionalization, and marketing initiatives becoming more modern in line with the times with the use of social media and other forms of networking. Representatives from the target PGs garnered greater exposure on current practices through mentoring provided by the Business Development Service providers and visits to product exhibitions in different parts of the country, where they met with other producers and commercial enterprises. ( due date is December 2017 )|
|Strengthen linkages with the private sector to help forest communities improve their earnings through value addition activities, high quality non-timber forest products, biodiversity related eco-tourism and use of improved technologies.||ESDR Cluster Lead||2015/12||Overdue-Initiated||Capacity building programmes completed in July 2015 and on the job support for Extension Officers and Range Forest Officers to initiate and develop micro enterprises in progress. An evaluation is planned for the first quarter of 2016 to evaluate the success of this support programme. Value Chain Analysis were conducted for enterprises which were initiated through the programme prior to the recruitment of Micro Enterprises consultant. Exporters and marketing organizations were linked to the Community Based Organizations and local entrepreneurs. ( Due date is December 2016)|
|Promote new technologies in renewable energy.||ESR Cluster Lead||2015/12||Overdue-Initiated||Gap Analysis conducted in line with UN SG?s Sustainable Energy for All Initiative has identified the potential for private sector engagement. UNDP long-term support to the promotion of biogas as a renewable energy continued and in 2013 a pilot project to use toilet waste as an input was tested in addition to the use of household and municipal waste as inputs. Biomass to Energy project is on going with Ministry of Environment and Renewable Energy. Gap analysis study which relevant to current technology and supply chain is being conducted. Developped project on Energy Efficiency for End Users with the collaboration of Ministry of Environment and Renewable Energy got the GEF funding approval recently. UNDP is also developing a NAMA proposal on usage of waste resources. ( Due date for this action is December 2016 )|
|Encourage private sector partnerships in disaster management.||ESR Cluster Lead||2015/12||Overdue-Initiated||Insurance and micro-insurance will be a key private sector engagement area. In addition, road safety and first-aid/CPR are other potential partnership areas. Private sector partnerships are also encouraged in Early Warning (EW ) dissemination, public awareness, research & development in EW systems and hazard monitoring, and provision of consulting services to medium and small scale entrepreneurs on business continuity planning. UNDP signed a MOU with the Sri Lanka Federation of Chamber of Commerce, which has national and regional chambers to help improve the resilience of small and medium scale enterprises (SMEs) to disasters and to support the mainstreaming of DRR into SME planning.|
Agreed. Ideally, the CO would like to see all capacity development initiatives informed by capacity assessments that look at training needs, systems functionality and regulatory frameworks. Some important capacity interventions that have gone further than training and involve systems development include RBM, Disaster Management, Documentation (digitalization of systems), Mine Action coordination, etc.
|In the new CP ensure that capacity development interventions are comprehensive, covering capacity at the individual, organization and systems levels.||DCD, Cluster Leads||2013/09||Completed||New programme such as Governance for Local Economic Development have capacity development interventions at all levels ? individual, organization and systems. The fourth pillar of the programme focuses on policy interventions to facilitate the translation of capacity development gains at the individual and organization levels to the systems levels. A capacity assessment using the UNDP tool was conducted for the Disaster Management (DM) sector as part of the new SL-CDMP programme development for 2014-2018. The findings of the capacity assessment informed the development of the new programme.|
|Put in place plans for close coordination with BDP-KICG in developing the CPAP and new projects with a strong capacity development focus.||DCD, Cluster Leads||2016/06||Overdue-Initiated||In the annual planning exercise of the CO, and in setting strategic priorities for the ensuing year, an Engagement Plan is developed and communicated annually to the Regional hub which forms the basis for closer coordination with the team at both HQ and regional level. Governance scoping mission took place from the Bangkok Regional Hub March 2015 to understand emerging opportunities provided by the evolving political context of Sri Lanka to realign our policy and programme interventions.|
|Support the Government in institutionalizing the RBM system.||DCD, Policy Unit, Cluster Lead||2015/12||Completed||In the 2013 -17 Country Programme, initiatives addressing policy/planning skills and RBM skills of national partners are included. UNDP supported Ministry of Environment and Ministry of Disaster Management to design key policies and plans in these sectors. The National Policy for Disaster Management was approved in 2013, and based on that the Comprehensive Disaster Management Plan was designed with technical support from UNDP, and approved by Cabinet of Ministers in 2014. UNDP also supported the mid-term review and revision of the National Environmental Action Plan (or Haritha Lanka Plan) during 2014; and also currently provides financial and technical assistance to the preparation of the National Adaptation Plans (NAPs) for eight priority sectors in Sri Lanka. Initiatve for RBM skills developing is as follow: Under the DPMM project, UNDP supported the Department to develop an integrated database (INDIS) which can be fed information on financial and physical progress as well as results of development projects and programmes that are being implemented by all government bodies and thereby enables the DPMM to more effectively monitor and evaluate projects and programmes implemented by the public sector. Staff ( 278) who trained in 4 line ministries on INDIS are required to feed information in to the INDIS systems. With the technical provision of UNDP, Staff of the DPMM undertook three evaluations of public sector projects by themsleves and presented the findings at multistakeholder a forum that was represented by key officals of line ministries. In addition, UNDP supported three Government representatives and a member of the Sri Lankan Evaluation Association to participate in a conference conducted by the Malaysian Evaluation Association in April 2014 to get exposure on how public sector deliverables and state-driven development programmes could be brought under an integrated RBM system. As a result of the above visit , in 2015 there will be one pilot intervention to develop sub-sector strategic plans for line Ministries in collaboration with the Malaysian Evaluation Society (MES) which has supported the development of a modified budgeting and monitoring system across the government of Malaysia. SLEvA proposes to adopt an approach that would convene thematically linked line ministries to develop a sectoral plan around their shared integrated ministry-level outcomes. Further ,this initiative was not supported by UNDP District level planning and capacity building was initiated in 7 districts under the â??Governace for Local Economic Developmentâ?� programme. The introduction of the Results Based Planning (RBP) tool in 25 divisional government offices in three Northern districts secured the buy-in of community members and government officers. This culminated in the production of 25 Divisional reports that will feed into a robust planning model to be incorporated as District Development Plans. There was overwhelming acceptance of the RBP model due to its evidence-based approach to planning and development that would help to track progress and hold staff more accountable; a random selection of areas for support and political manipulation could be minimized because of the participatory nature of planning, staff as well as communities would be able to visualize change over time. Following the success of its introduction in three Northern Districts, the process was initiated in eight other districts. The process of data collection and identification of thrust areas for the institutionalization of the results-based approach to planning is ongoing in these districts. This process has already not only ensured the filling of data gaps, but is also contributing towards an attitudinal shift amongst development planners at the district level, with considerable acceptance of the importance of the use of empirical data and transparent validation processes. UNDP initiated the process of establishing Results-based Planning, M&E system for the Ministry of Disaster Management under the Sri Lanka Comprehensive Disaster Management Programme; made other line ministries involved in DRR aware of how to apply results based programing principles to design and develop programmes. Supported the development of an online monitoring system which allowed identified agencies at national, provincial and local levels to update their progress on disaster risk reduction activities carried out by different agencies.|
|In the Environment Sector, support the capacity development of youth groups by providing forums and opportunities to tap into international knowledge networks.||ESR Cluster||2015/12||No Longer Applicable||Engagement initiated with Youth entities including the National Youth Services Council.|
|Design the new disaster management programme with a strong capacity development component to ensure that all functions are eventually carried out by the Government.||DCD, ESDR Cluster Lead||2013/12||Completed||The new Comprehensive Disaster Management Programme has a strong capacity development component expected to facilitate its functions to be eventually carried out by the Government.|
|Continue capacity development activities in the mine action sector at the individual, organization and institutional level to enable national institutions to take over the management and coordination of mine action.||DCD, GESI Cluster Lead||2014/03||Completed||In keeping with the handover strategy which was designed in consultation with the National Mine Action Centre (NMAC), staff that were assigned for training by the Sri Lanka Army Humanitarian Demining Unit were trained within 2013 on Information Management Systems for Mine Action and Quality Management while NMAC staff were trained on the job on overall management, coordination and operations.|
1. Agreed. However, we also note that in practice this is a very difficult task. Even in cases where we have solid jointly agreed exit strategies, transfer of staff or availability of government budgets and other external factors often impact on actual implementation. For example, we may train officers in the District Planning Units to operate basic GIS maps, but when they are transferred this capacity is lost. The CO experience with exit strategies is mixed. A successful exit strategy is that of Bar Association?s Legal Aid Foundations Desks that UNDP funded 100%. We supported these to be absorbed under the Legal Aid Commission and added to their existing network. UNDP funded them for several more years, but with the share declining each year. They are now 100% financially absorbed within the LAC's core budget. 2. An exit strategy in progress is that of UNDP support to Mine Action: With the establishment of the National Mine Action Centre in 2010, we have supported the recruitment of government-contracted mine action personnel and the development of their capacities, with a view to fully transitioning mine action management from UNDP to the NMAC. However, this remains largely dependent less on capacity within the government institution and more on political will. 3.An exit strategy still pending is that of UNDP support to DMC. UNDP is supporting DMC in building a comprehensive disaster management programme for the whole country for the five year period starting 2013. It is envisioned that at the early stages of the programme, UNDP will play a major role but gradually and as the capacity of the national institutions is developed, UNDP will hand over the programme to the Government
|Ensure that all new projects have strong policy element and a well articulated exit strategy as standard criteria for all PACs.||DCD and Cluster Leads||2015/12||Overdue-Initiated||The Governance for Local Economic Development Programme ,SELAJSI Programme and almost all the GEF funded projects have been designed in such a way that downstream initiatives inform upstream policy and planning. In addition, UNREDD,Environment sensitive areas management, GLED and SELJASI programme has separate policy related sub outputs. The SELAJSI Programme supported the Government to formulate a Draft National Policy on Legal Aid and also initiated the process of formulating a National Framework and Plan of Action on response to Sexual and Gender Based Violence. Exit strategies are clearly defined in most GEF projects as part of the sustainability aspect, and are updated to the context in the last year of project. ( Due date for this action is December 2016)|
1.Agreed. UNDP is working to ensure that public service delivery mechanisms have both upward and downward accountability (through PCNAs under TRP and CBO Divisional Networks under LoGoPro) while safeguarding participation of communities as active partners. UNDP adopts a human rights based approach to development whereby we work with both rights/claims holders (civil society) and duty bearers (service providers). Our local governance interventions to date have also taken a balanced approach, working with de-concentrated and devolved structures at the local level. 2. Further local governance strengthening is underway through working with both decentralized and devolved structures of local governance as well as community-level organizations. A holistic approach to democratic governance is at the core of the Governance for Social Inclusion and Empowerment component of the new Country Programme.
|Establish the new GLED programme, in consultation with Government, and with the involvement of decentralized and devolved structures, and civil society.||DCD, GESI Cluster Lead||2013/07||Completed||Initiated through discussions under the CPAP. Line Ministry consultations followed. The GLED Programme was established in July 2013|
1.UNDP is not planning to withdraw socio-economic support from the conflict affected areas under the new programme. Instead, we are developing a new programme that adopts a two-tiered approach: A) A window to provide assistance to the most vulnerable families that are still struggling to move away from dependence on aid or subsistence; and B) A window that is focused on supporting sustainable livelihood development and long term growth. The first window is expected to gradually decline as the recovery process progresses, while the second window will take on a more prominent role working with local producer groups to promote value addition and private sector linkages etc. 2.Under the new programme, UNDP will also be moving away from direct implementation to instead reinforcing capacities of local government and other service providers to deliver livelihood related infrastructure, training and networking.
|Continue providing socio-economic support in the conflict-affected areas, with greater institutionalization within the governance mechanisms and greater emphasis on market-based livelihood development.||DCD, GESI Cluster Lead||2017/12||Initiated||Since its initiation the Projects under the GLED programme, continue to support local economic development in targeted districts with greater emphasis on market-based livelihood development. Livelihood Interventions that have been identified for support under these Projects are informed by market assessments which were completed in 2014/2015. With a view to strengthening government?s engagement in providing economic development support, Economic Development Officers are being trained in Business Development, so that they are better able to provide guidance and support needed for entrepreneurship development.|
1.We fully agree. Gender is one of the areas where we are looking to increase engagement. We have achieved noteworthy results under our Ampara Women?s Leadership project, with livelihoods assistance to female headed households and in GBV prevention, but we recognize that there is great potential to scale this work up to the policy level and broaden the depth of issues on which we work. 2.We have recently started to work on SCR 1325 that looks at women, peace and security and have held discussions with both the Women?s Ministry and the Women?s Parliamentary Caucus to explore ways of working together.
|Support policy advocacy and networking efforts of the Women?s Caucus on Women, Peace and Security issues.||GESI Cluster Lead, Policy Unit||2013/12||Completed||Given the importance of pursuing this as part of a more comprehensive engagement on gender, and given the importance of ensuring the leadership of the Ministry of Women?s Affairs and Child Development, UNDP CO will continue to invest on building up its partnership with the counterpart Ministry and designing more strategic gender interventios before it takes forward singular activities. The Women?s Caucus participated in the policy event that UNDP supported on 29 November 2013 in partnership with UNWomen and the UNFPA led GBV Forum. In particular, two representatives from the Caucus spoke on SCR 1325 and requested the support of partners. Additionally, the Chair and Vice-Chair of the Caucus participated in the regional N-PEACE knowledge sharing event in Bangkok in October 2013.|
|Establish a more formalized approach on these issues and others in partnership with the Ministry of Women and the Caucus for 2013+.||GESI Cluster Lead, Policy Unit||2014/12||Completed||Through the SELAJSI programme Ministry of Child Development and Women?s Affairs lead and coordinate policy, advocacy and networking on women issues|