Evaluation of the Fourth Global Programme

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Evaluation Plan:
2009-2013, Independent Evaluation Office
Evaluation Type:
Global Programme
Planned End Date:
06/2013
Completion Date:
06/2013
Status:
Completed
Management Response:
Yes
Evaluation Budget(US $):
160,000

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Title Evaluation of the Fourth Global Programme
Atlas Project Number:
Evaluation Plan: 2009-2013, Independent Evaluation Office
Evaluation Type: Global Programme
Status:Completed
Completion Date:06/2013
Planned End Date: 06/2013
Management Response:Yes
Corporate Outcomes (UNDP Strategic Plan 2008-20013)
Evaluation Budget(US $): 160,000
Source of Funding:
Joint Programme:No
Mandatory Evaluation:Yes
Joint Evaluation: No
Evaluation Team members:
Name Title Email Nationality
Angela Bester
Thierry Lemaresquier
GEF Evaluation:No
Key Stakeholders:
Lessons
Findings
Recommendations
1 Recommendation 1. UNDP should strengthen the Global Programme to add value beyond what UNDP accomplishes through its regional and country programmes.
2 Recommendation 2. The Global Programme should specifically address the need for more specialized policy and technical services in a small number of programme areas. UNDP should develop a corporate strategy to guide advisory services at global and regional levels. Advisory services should not become a substitute for country office staff requirements and basic capacities.
3 Recommendation 3. Through the Global Programme, UNDP should translate commitment into actions by ensuring that systematic knowledge sharing activities are put in place and their effectiveness regularly monitored. UNDP should also: (a) institutionalize knowledge sharing as a key cross-cutting dimension of the UNDP programme; (b) provide incentives at different levels of programming; and (c) address other constraints that impede knowledge sharing.
4 Recommendation 4. Integrating gender in UNDP programmes and policy engagement needs to be further prioritized. The Global Programme should ensure that the thematic areas allocate adequate resources for integrating a gender dimension in programme planning and implementation.
5 Recommendation 5. Enhance the efficiency of the global and regional programmes by establishing clear accountability for more effective coordination between policy and regional bureaux, and by strengthening regional service centres as a vital link between headquarters and country offices.
1. Recommendation: Recommendation 1. UNDP should strengthen the Global Programme to add value beyond what UNDP accomplishes through its regional and country programmes.
Management Response:

Policy services must be commensurate with a more demanding development environment to support countries in adopting ?triple win? approaches, integrating social, economic and environmental objectives simultaneously, as reinforced by Member States in the Rio+20 outcome document, "The Future We Want". The evidence emerging from national, thematic and global consultations indicates that the Global Programme will require a well-resourced cadre of policy advisers who are capable of engaging new development challenges. The next Global Programme will be designed to respond to the outcomes defined in the new Strategic Plan.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Measures taken to achieve coherence between global, regional and country programmes, through consultations with regional bureaux via the integrated work plan (IWP) process BDP, regional bureaux/regional service centres 2014/06 Completed BDP: IWP consultations have taken place between BDP/BCPR and regional bureaus, to achieve greater coherence across programmes. Priority areas have been discussed for each region, and focus countries have been identified to ensure coordinated and integrated support. The draft ABP/IWP for the bureau has been submitted to the ExO. The Global Programme was discussed with the regional bureaus to ensure complementarity and coherence. RBA: The Regional Programme for RBA was designed in consultation with BCPR and BDP to enhance coherence. A high-level Advisory Panel reviewed the RPD to ensure greater coherence with global and country programmes. RBLAC: the elaboration of the RPD, consultations were done with BDP and BCPR. Comments were also received during the RP PAC, thus alignment was initiated. Additionally, joint work with BCPR was recently approved. This is a task that will be continued in 2014, given that there is as of January an approved Global Programme, and once BPPS and the RSC complete the structural review process.
Mapping of global and regional partnerships with policy and research institutions and think tanks Regional bureaux/ regional service centres, PMT, GPM 2014/12 Completed RBEC: Mapping of regional partnerships with policy and research institutions and think tanks has been completed for the HHD portfolio. RBA: The Regional Programme is designed to support regional policy making institutions such as African Union, Regional Economic Communities, IGAD, etc. As such, RPD design involved mapping the key regional players to identify beneficiaries. RBAP: Pending - will be initiated in Q2 2014 RBAS: The Regional Center in Cairo, in partnership with the UNOSSC has established a demo Regional Portal for South-South Cooperation. Content includes (among others): documented home-grown solutions with the potential for transfer (replication/adaptation), rosters of Arab experts and Centers of Excellence, and (eventually) partnership proposals with confirmed partial commitments.
Mapping of programme interventions according to country typology (MIC, least-developed country, small island developing State) to inform the design of the next Global Programme. Regional bureaux regional service centres, PMT, GPM 2013/12 Completed BDP has analysed a wide sample of programmatic interventions by typology, reviewing CPDs and major projects in crisis, post-crisis, post-disaster, LDCs, SIDS, and MICs including large and high-income MICs (BRICS). This analysis was taken into account in the development of different model of services and priorities to be included in the Global Programme. The Global Programme has also been developed taking consideration the objectives, roles and arrangements established through relevant global frameworks such as the Istanbul Programme of Action for Least Developed Countries for the Decade 2011-2020), the Mauritius Strategy for the Further Implementation of the Programme of Action for the Sustainable Development of Small Island Developing States, the Hyogo Framework for Action, and the New Deal for Engagement in Fragile States. The Global Programme will help programme countries to identify combinations of policy and institutional options specific to their MIC, LDC, or SIDS context (e.g. improving their readiness to access, combine, manage, evaluate, and report on the use of an emerging range of climate finance opportunities).
2. Recommendation: Recommendation 2. The Global Programme should specifically address the need for more specialized policy and technical services in a small number of programme areas. UNDP should develop a corporate strategy to guide advisory services at global and regional levels. Advisory services should not become a substitute for country office staff requirements and basic capacities.
Management Response:

The need for more specialized policy and technical services is critical for UNDP to be a world class policy advisory organization. Advanced thematic specialization is critical if the Global Programme will assist Member States to adopt ?triple win? approaches, simultaneously integrating social, economic and environmental objectives in response to more complex development imperatives. UNDP agrees with the evaluation conclusion that there is scope for maximizing the contribution of advisory services and that emerging fields of expertise call for a range of skills and subject expertise (paragraph 59). As the policy services arm of UNDP, the Global Programme needs the correct mix of policy experts equipped to support the outcomes defined in the new Strategic Plan, and provide specialist advisory services and innovative approaches to Member States. Efforts are underway to professionalize the cadre of policy advisers, including those from cross-cutting areas (gender, knowledge management and capacity development), though the development of a policy career track in the organization. The Global Programme?s budget for policy advisers needs also to be commensurate with demand.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Design of new Global Programme, building on outcome of Rio+20, emerging lessons from post-2015 consultations, new Strategic Plan results framework and evaluation recommendations, including to focus on smaller number of programme areas. BDP Director, GPMC 2013/12 Completed BDP: The Global Programme was informed by the Rio+20 outcome document, lessons from post-2015 consultations, and addresses the GP IV evaluation recommendations. The new GPV is focused on what can only be done or best done at the global level: the post-2015 development agenda and sustainable development goals; inclusive and sustainable development pathways; climate and disaster risks; inclusive and effective institutions; and gender equality and women's empowerment. The GP RRF is a subset of the SP IRRF, and includes outputs that have been identified as focus areas for global programme contribution.
Development of a corporate strategy to guide advisory services at global and regional level GPMC, GPM, Knowledge, Innovation and Capacity Group (KICG), Bureau of Management (BOM)/Management Consulting Team 2014/12 Completed BPPS: The newly formed BPPS is responsible for leading UNDP?s policy development work and for providing programme support to countries through its technical experts / advisors based in HQ and expanded presence in the regional hubs. A business process has been developed for country support, and is now operational. Furthermore, UNDP is designing an online corporate system to capture the various strategic and programmatic, needs from country offices, and respond efficiently and effectively to requests for advisory services.
Professional policy services track pursued with BOM and Office of Human Resources (OHR) GPMC, BDP PSU, BDP, OHR 2014/12 Completed The scope of the Candidate Pool Program is being extended in 2014 through an endorsement by the OPG, to include a new pipeline talent at the Specialist Level. This cadre of staff at the P3/P4 levels will augment the leadership pools that were begun in 2012. The program is also being planned to include a Policy/Advisory stream to complement the traditional Programme/Development and Operations Management tracks. A new Mid-Level Professional Officer Programme (MPO) was endorsed by the OPG for a pilot launch in 2014. The MPO Program will be sponsored by partner countries and will source candidates for UNDP roles as defined in key priority and focus development areas. The MPO program like the Candidate Pool program, is part of UNDP's succession management efforts to professionalize the current workforce and put in place a robust mechanism.
Identify and pilot signature services/products in conjunction with regional service centres and BOM and align incentive for new and innovative services. Regional bureaux, regional service centres, KICG, GPM, BOM 2014/12 Completed BDP: In 2013, several signature services/ products were developed for piloting (e.g. extractive industries, biodiversity and ecosystem services). The new Global Programme identifies priority areas and describes the creation of the Development Solutions Teams (DSTs) as well as Professional Competency Clusters to deliver policy and programme support services. The idea of signature services/ products will be revisited in the development of the corporate strategy for advisory services. RBAP: Identification process has been initiated as part of the regional project formulation and creation of the menu of regional products and services to be delivered by the APRC. RBEC: Joint MCT and K&I mission to UNDP Moldova (Alignment and Effectiveness mission) took place in February and so far has had some excellent feedback from the CO in terms of blending the capacities of the two teams for the purpose of supporting CO to position more strategically in the new development context, to increase organizational effectiveness and internal efficiency. Further discussions between MCT and K&I are ongoing on how to expand this cooperation, initially on experimental basis in order to be able to test demand among COs in order to conceptualize a more longer term strategy. Signature service on greening the health sector has been identified in collaboration with BOM and Nordic Liaison Office, and pilots have been partially completed. Pilot on social, economic and environmental determinants of health and inequities related to RBEC's regional and country programmes were conducted and are under review for the next phase. Regional signature service on sustainable financing of national HIV responses was established including regional collaboration with the Russian Federation. RBA: The design of a project in the next Regional Programme is to identify pilot signature services/products. BPPS: In line with the Strategic Plan, BPPS has operationalized the concept of Development Solution Team (DST) to make a strategic shift from a thematically siloed approach to a more flexible, multi-disciplinary, and issues-based approach.
3. Recommendation: Recommendation 3. Through the Global Programme, UNDP should translate commitment into actions by ensuring that systematic knowledge sharing activities are put in place and their effectiveness regularly monitored. UNDP should also: (a) institutionalize knowledge sharing as a key cross-cutting dimension of the UNDP programme; (b) provide incentives at different levels of programming; and (c) address other constraints that impede knowledge sharing.
Management Response:

UNDP management confirms there are challenges in establishing linkages between knowledge production, sharing and learning. In line with its Knowledge Strategy 2009-2011, the UNDP approach to knowledge management has focused on practitioner-to-practitioner and practitioner-to-expert networking facilitated by technological advances. This has allowed for timely knowledge exchanges ensuring contextual and demand-driven knowledge production and dissemination through the use of the Teamworks online networking platform. In 2009, this platform became the home and repository of numerous existing and new thematic knowledge networks and communities of practice, which allow UNDP to better leverage development knowledge across the organization and with colleagues from other United Nations organizations. As regards South-South Cooperation, the findings of the evaluation of UNDP support to South-South cooperation (DP/2013/31) make a number of statements that can be attributed to the work of the Global Programme. For instance: "UNDP brokering of South-South knowledge exchanges and learning experiences, which constitutes one of the most common ways UNDP supports SSC, has produced immediate short-term benefits for participants with the potential to evolve into more institutional and country benefits. 126 UNDP country offices reported support to some sort of SSC initiative in 2010." South-South and triangular cooperation is an integral part of the UNDP management response and key actions on knowledge management.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Methods designed to institutionalize knowledge and ?learning before, during and after? as a key cross-cutting dimension of the UNDP programming and project management KICG, GPMC 2014/12 Completed BPPS: Quality Standards for Programmes and Projects were approved by the OPG in 2014. BPPS has taken the lead role to develop these standards into a concrete tool to assess projects at design, annually during implementation and closure. The quality criterion on ?Relevant? includes reference to knowledge management and learning: ?draws on knowledge and lessons learned, incorporates continuous learning and use of good practices and innovations?. This will enable UNDP to better monitor this across all projects. The Project QA rating tool is currently in Phase 1 of a three phased roll-out, with full implementation across all projects starting Jan 2016.
Align incentives for knowledge-sharing and innovative ways to support and leverage knowledge exchange and advisory functions KICG, Regional bureaux /regional service centres No due date No deadline established RBLAC: RBLAC RPD will track the contributions of outputs to development results and the impact of knowledge products and research, advocacy and advisory services on public policy decision-makers. BPPS: A Project to implement the approved KM strategy has been fully established and the Project Board has convened to set strategic priorities for 2015, namely (a) establishment of a lessons learned database and (b) repurposing of knowledge networks.
Community of practice established on innovation and knowledge management. KICG 2014/06 Completed BDP: Innovation4Development (I4D) Community of Practice was established online in Sep 2013 and grounded in face-to-face Global Innovation Meeting in Montenegro in Nov 2013.
Improved process designed to plan, develop, disseminate and measure impact of quality assured publications in partnership with Communications Office and Evaluation Office KICG, Communications Office, Evaluation Office 2014/12 Completed BDP: Task force appointed in Apr 2013 and first set recommendations for improved process for knowledge product development and measurement was presented internally in Jun 2013. BPPS: As a preliminary step, BPPS/DIG has updated the POPP content detailing and disseminating the 7-step quality assurance process (QAP) for all publications. A more substantive overhaul will be undertaken subject to resource availability.
Formulate new corporate knowledge management Strategy 2014-2019, taking into account lessons learned from the last knowledge management strategy and related initiatives. KICG 2013/12 Completed BDP: The new corporate KM Strategy 2014-2017 has been approved by OPG, based on lessons from past strategy and initiatives. Enabling action 'Implementation of the Knowledge Strategy Framework' is featured in Integrated Work Plan 2014 under corporate output 'Mechanisms in place to generate and share knowledge about development solutions'.
Approach developed to facilitate South-South learning and partnerships at different programming levels; support to country offices in facilitating South-South learning; and, develop strategies for engaging regional institutions and intergovernmental forums to promote knowledge-sharing. BDP South-South focal point and development solutions adviser, GPMC, GPM 2014/12 Completed BDP: SSC has been prioritized as a core way of working in UNDP new strategic plan. SSC has been integrated into new global Programme and all five regional programmes. New project modality has been developed for cross country projects to promote SS learning and partnerships. A global knowledge facility for SSC is being planned in 2014 ABP. RBAS: RBAS and the Regional Center in Cairo have partnered with UNOSSC to ensure that SSC remains a critical pillar of regional work. Early 2014 witnessed the first ever Regional South-South Expo (Doha, February 2014) and the launching of: national-level Coordination Boards on South-South and Triangular Cooperation and an online South-South Cooperation Portal for real time access to South-South-related information. BPPS: A South-South and Triangular Cooperation Strategy has been drafted and is undergoing review. External consultations are being planned with BERA. OPG will review the strategy on May 6, and it is expected to go to EG approval by late May.
Improve user-friendliness and search effectiveness of Teamworks platform and other knowledge management tools to further leverage professional networking and mainstream online knowledge-sharing within UNDP KICG 2014/12 Completed BDP: Open domain of Teamworks (available to the public) was launched in Jun 2013, piloting improved user-friendly design to be adapted to UNDP domain in 2014. New search engine and revised search interface launched in Feb 2014. BPPS: Continuous improvements has been brought to the Teamworks platform, including to its search capabilities. An overhaul of knowledge networks is planned for 2015.
Implementation of a quality assurance and ex-ante support mechanism at regional level to mainstream knowledge management, knowledge-sharing and communications into planning and implementation of regional projects. The mechanism will offer assistance during the design of regional projects so these projects will include knowledge-sharing approaches from the beginning as part of the programmatic and results-based management and delivery approach Regional bureaux, regional service centres, KICG No due date No deadline established RBLAC: The RBLAC RPD will seek to develop innovative solutions to development challenges in the priority areas identified. Into each stage of regional interventions (design, implementation and evaluation), it will integrate (a) capacity development, knowledge management, and innovation as programming frameworks; and (b) South-South cooperation as the mechanism for effective collaboration across countries both within and outside the region. Operationally, South-South cooperation will be carried out by leveraging knowledge management tools to collect, systematize, and transfer experiences, and by building capacities in the recipient countries for optimal use of development collaboration. This model will take advantage of the experience, knowledge and capacities harnessed at the regional level to formulate new solutions aiming to increase the development effectiveness of programme interventions. BPPS: Quality Standards for Programmes and Projects were approved by the OPG in 2014. BPPS has taken the lead role to develop these standards into a concrete tool to assess all projects including regional projects at design, annually during implementation and closure. The quality criterion on ?Relevant? includes reference to knowledge management and learning: ?draws on knowledge and lessons learned, incorporates continuous learning and use of good practices and innovations?. This will enable UNDP to better monitor this across all projects. The Project QA rating tool is currently in Phase 1 of a three phased roll-out, with full implementation across all projects starting Jan 2016.
4. Recommendation: Recommendation 4. Integrating gender in UNDP programmes and policy engagement needs to be further prioritized. The Global Programme should ensure that the thematic areas allocate adequate resources for integrating a gender dimension in programme planning and implementation.
Management Response:

The evaluation provides some accurate findings on UNDP work on gender equality which have been validated by other evaluations, such as shortcomings in capacities at country, regional and global levels and the need for a more sustained commitment to increasing core funding and mobilize non-core allocations for gender mainstreaming. In response to the recommendation to better integrate gender in UNDP programmes and policy engagement, UNDP will develop a new gender equality strategy to accompany the new Global Programme and new Strategic Plan. The strategy will elaborate a robust accountability framework that will include tracking and monitoring of gender equality results and resources, in addition to optimal investments in multi-skilled and effective gender capacities at country, regional and global levels to facilitate gender mainstreaming in all units.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Financial targets, based on the gender marker results, established and monitored (for all the global projects under the global programme). Gender Team, GPMC, Evaluation Office No due date No deadline established In line with the SWAP, the recently approved Gender Equality Strategy, 2014-2017, established a financial benchmark for resource allocation for gender equality and women's empowerment at 15 per cent of the organization?s resources for the strategic planning period 2014-2017. In addition, 'all global, regional and country programmes should set aside resources for ensuring that gender equality results are met'. (Gender Equality Strategy 2014-2017, paragraph 61).
Resource mobilization targets established and monitored (including resources for the Gender Thematic Trust Fund) to implement the gender equality strategy. GT, GPMC, BOM 2014/06 Completed In 2014, UNDP launched the Flexible Trust Fund for Gender Equality and the Empowerment of Women in an effort to mobilize other (non-core), voluntary contributions to support the UNDP programmatic work on gender equality in line with its strategic plan. Resources have been mobilised for gender-based violence, gender and climate change, etc.
Inclusion of gender explicit outcomes, outputs, indicators and targets in all results-based management tools and processes established for the Global Programme monitoring and implementation. GT, KICG, GPMC (all practice groups) 2014/09 Completed In line with the UNDP Strategic Plan, 2014-2017, the Global Programme includes one gender specific outcome (Outcome 4) and four gender specific outputs and respective indicators, which involve all practice groups. Accordingly, RBM tools established to monitor the implementation of the Global programme fully integrate those outcomes/outputs/indicators.
A targeted capacity-building plan on gender equality developed and implemented, based on mapping of capacity gaps and needs GT, KICG, GPMC (all practice groups) 2014/09 Completed A targeted capacity-building plan to achieve gender equality results has been developed with gender mainstreaming baselines in 31 Country Offices participating in the UNDP Gender Equality Seal Initiative. A series of webinars and corporate supporting package of tools have been developed , and is being launched globally.
Global Gender Steering and Implementation Committee strengthened to monitor systematic integration of gender equality in each area of UNDP work. GPMC, GT No due date No deadline established The GSIC, chaired by the Administrator or Associate Administrator, will continue during to be the organization's principal gender equality oversight mechanism. Procedures and time frames are being streamlined, and reporting templates are being updated.
5. Recommendation: Recommendation 5. Enhance the efficiency of the global and regional programmes by establishing clear accountability for more effective coordination between policy and regional bureaux, and by strengthening regional service centres as a vital link between headquarters and country offices.
Management Response:

The BDP-managed policy services, financed from the global programme, support UNDP policy analysis and global advocacy in normative processes and policy advisory services at the regional and country office levels, connecting the local to the global, and vice versa. In this they are integrated with, and complementary to, the regional programmes through the mechanism of the regional service centres. In turn, country offices normally recruit their own staff to translate the policy function to the country level in areas of programme focus. The overall objective is to ensure sound, consistent and integrated development policy support ? by means of knowledge management, communities of practice, etc. ? while enabling regional and country variations to reflect differing circumstances. As indicated in key action 1.1, the introduction of the UNDP Annual Business Plan (ABP) and the IWPs of the respective bureaux has enhanced efficiency by establishing clear accountabilities between policy and regional bureaux. The 2012 annual report on the implementation of the IWP presented to the UNDP Organizational Performance Group concluded that the ?ABP tool and the related IWP monitoring exercise have proven effective in marshalling resources and actions corporately in support of the identified priorities, with improved dialogue and collaboration between Bureaux. By calibrating 2012 results reporting with ABP priorities, we can assess the extent to which heightened organisational efforts in the identified areas translated through to strengthened results.? The new global framework for policy services will be funded on an equitable basis between the multiple funding sources that underpin the work of UNDP, with the backbone funded by the Global Programme, supporting the achievement of development results at all levels.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
GP management and oversight strengthened for priority setting and implementation and monitoring, as part of the implementation plan for the next (fifth) Global Programme (GP-V). GPMC, GPAC, GPM 2014/06 Completed BDP: The Global Programme lays the foundation for clear accountabilities to ensure effective coordination between policy and regional bureaus, and by strengthening the regional service centres as a vital link between headquarters and country offices. The Programme will reduce duplication and optimize roles and responsibilities through the organizational restructuring. Monitoring will be carried out at global and regional levels, strengthening the continuous feedback cycle between policy and practice. Faster cycles of monitoring will enable the Programme to flexibly adjust to changing and increasingly complex realities, and continuously incorporate innovative and cutting-edge knowledge and methodologies.
Measurement of advisory services strengthened, with monitoring and reporting processes embedded. GPMC, GPM, SCIG, Regional bureaux 2015/06 Completed RBAP: APRC service tracker is being upgraded to better monitor the advisory services. RBEC: The feedback survey for advisory missions was integrated into the service tracker (previously, this was done separately). Now it enables to solicit feedback from the clients immediately and better analyze the performance of our advisory service and track the impact of the particular mission. Also, to ensure the timely and complete recording of advisory services and thus also getting timely feedbacks, the BRC had made the entry of advisory mission in the Service Tracker as an integral part of the travel procedure in early 2013. RBAS: The Regional Center in Cairo with the support of BOM and BDP introduced a service tracker in March of 2013 to document services and support to COs and the RBx. Over 350-said services have been documented. This was accompanied by a standard evaluation template that enabled recipients to assess the quality and timeliness of support. Over 70+ evaluations have been collected by the RCC. BPPS: The 2015 IWP system allows the systematic monitoring of deliverables related to advisory support to country offices . Furthermore, based on the various service trackers in the regions, UNDP is designing an integrated corporate system to capture the various advisory needs from country offices, and to assess how efficiently and effectively it is responding to these requests. The satisfaction of services received will be tracked through the Products and Services survey.
Corporate investment and RM strategy to make resources available for policy services BDP MC, PSU, GPM 2014/12 Completed BPPS: Based on the corporate RM Strategy, the RM Action Plan has been developed and is under implementation. In addition, over 20 global projects have been developed during the past year to secure resources for specific initiatives. Both include resources mobilisation for policy and programme support services to country offices.
GP-V Evaluation Plan submitted with GP-V for Executive Board approval and dedicated monitoring and evaluation capacity identified at headquarters and with regional service centres, GP-V Author, GPMC, GPM 2013/12 Completed Evaluation Plan approved by the Advisory Board in October 2015 and is being continuously updated. BPPS: The 'Technical Note on the Refinement of the GP RRF and Development of the M&E Plan' shared with the Executive Board in September 2014 elaborates on the approach for monitoring and evaluating the Global Programme. The Global Programme Monitoring and Evaluation Plan sets out the framework for assessing how the products and services were used by Country Offices to improve programme and project quality, and how that has translated into change (or achievement) at national, regional, and global levels. The Annual Reporting and Mid-term Review processes will be used to reflect on how the Global Programme has contributed to the Strategic Plan results (together with the Regional and Country Programmes). The evaluation plan for decentralised evaluations will help to gather evidence related to the achievements of the global projects and contribution to the Global Programme. The Global Programme Team in BPPS is responsible for the monitoring of GPV, working closely with regional hub and HQ colleagues.

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