- Evaluation Plan:
- 2022-2025, Independent Evaluation Office
- Evaluation Type:
- ICPE/ADR
- Planned End Date:
- 12/2022
- Completion Date:
- 07/2022
- Status:
- Completed
- Management Response:
- No
- Evaluation Budget(US $):
- 50,000
Independent country programme evaluation: Bolivia
| Document | Type | Language | Size | Status | Downloads |
|---|---|---|---|---|---|
 TOR_ICPE Bolivia.pdf |
tor | English | 382.75 KB | Posted | 71 |
| Annexes_ICPE Bolivia.pdf |
related-document | English | 2214.72 KB | Posted | 75 |
| Infographic_ICPE Bolivia .pdf |
related-document | English | 1200.67 KB | Posted | 72 |
| Report_ICPE Bolivia.pdf |
report | English | 1005.29 KB | Posted | 197 |
| Report_ICPE SP Bolivia.pdf |
report | Spanish | 907.14 KB | Posted | 74 |
| Anexos_EIPP Bolivia.pdf |
related-document | Spanish | 2492.50 KB | Posted | 45 |
| Title | Independent country programme evaluation: Bolivia | |||||||||||||||||||||||||||||||||
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| Atlas Project Number: | ||||||||||||||||||||||||||||||||||
| Evaluation Plan: | 2022-2025, Independent Evaluation Office | |||||||||||||||||||||||||||||||||
| Evaluation Type: | ICPE/ADR | |||||||||||||||||||||||||||||||||
| Status: | Completed | |||||||||||||||||||||||||||||||||
| Completion Date: | 07/2022 | |||||||||||||||||||||||||||||||||
| Planned End Date: | 12/2022 | |||||||||||||||||||||||||||||||||
| Management Response: | Yes | |||||||||||||||||||||||||||||||||
| Focus Area: |
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| Corporate Outcome and Output (UNDP Strategic Plan 2018-2021) |
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| Evaluation Budget(US $): | 50,000 | |||||||||||||||||||||||||||||||||
| Source of Funding: | ||||||||||||||||||||||||||||||||||
| Evaluation Expenditure(US $): | 50,000 | |||||||||||||||||||||||||||||||||
| Joint Programme: | No | |||||||||||||||||||||||||||||||||
| Joint Evaluation: | No | |||||||||||||||||||||||||||||||||
| Evaluation Team members: |
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| GEF Evaluation: | No | |||||||||||||||||||||||||||||||||
| Key Stakeholders: | ||||||||||||||||||||||||||||||||||
| Countries: | BOLIVIA |
| Lessons | |
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| Findings |
| Recommendations | |
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| 1 | In the next programme cycle, UNDP should expand the poverty reduction and socioeconomic development focus of its offer to support the reconstruction of the economy towards the ‘Vivir Bien’ (Living Well) objectives, and the reduction of inequalities, within the framework of the new PDES 2021-2025 and COVID-19 recovery. UNDP should strengthen its support for the promotion of decent employment, particularly for women and youth. Given the widening inequality gap exacerbated by COVID-19, the UNDP should strengthen its focus on the socioeconomic impacts of the pandemic and support reconstruction efforts with interventions that aim to reduce economic, social and gender inequalities in line with the new national priorities of PDES 2021-2025. Building on the experience of innovative portfolio planning approaches trialled in the current programme cycle, and the work on multidimensional poverty measurement at national and subnational levels, UNDP projects should systematically address the root causes of poverty as experienced by the most marginalized, including discriminatory practices and social norms. Within the portfolio approach, the effectiveness and sustainability of both upstream and downstream interventions for poverty reduction will be enhanced by continuing to strengthen the capacity of the national statistical system, as recommended by the 2019 MAPS mission. Innovation work initiated in this cycle, such as that related to urban agendas, should be scaled up, and/ or synergies with other UNDP areas of intervention identified. |
| 2 | UNDP should continue its work on governance, focusing on strengthening the sustainability of the results achieved in the current programme cycle and reactivating its work on justice. Effective governance will remain at the heart of the challenges to be overcome in the next programme cycle. While remaining open to emerging priorities, UNDP should work to promote the full effectiveness and sustainability of activities initiated during the current programme period, including: support to the electoral (OEP) and legislative branches of the State; promoting human rights and access to justice, particularly for vulnerable groups; and full cooperation between the State and AIOCs. This area of work can benefit from, and be enhanced by, incorporating elements of the three enablers identified in the new UNDP strategic plan 2022-2025 - digitalization, innovation and finance for development - and by fostering synergies such as those with UN Women to promote gender equality and justice. |
| 3 | UNDP should build on the strengths gained and lessons learned from it implementation of tuberculosis and malaria programmes and the COVID-19 response, to expand its health programme beyond the Global Fund framework. UNDP should continue to explore and foster collaborative work with other United Nations agencies with a health mandate in the country (WHO/PAHO, UNICEF and UNFPA) to expand the scope of interventions, reaching out to new rights-holders and prioritizing LNOB. Leveraging its convening power and ability to work across sectors, the UNDP portfolio in this area should address the social and environmental determinants of health and health inequality in an integrated fashion, as well as how a stronger governance system could reinforce national health outcomes. UNDP should consider its procurement service as an entry point to scale up initiatives that add value to development projects for the country. |
| 4 | UNDP should reinforce its programme offer on the environment, natural resource management and climate change. Through enhanced access to vertical funds, and taking advantage of synergies with other signature solutions, UNDP should promote further interventions in the area of climate change adaptation and mitigation to also secure the livelihoods of vulnerable communities. UNDP should reinforce its position on environmental issues, building on the comparative advantage of its field presence and its leading role in sustainable development issues at large. UNDP should increase its support to facilitate access to vertical funds by national authorities or organizations, while strengthening its project management capacities for effective results presentation to counterparts and partners. UNDP must continue to strengthen the integrated management and governance of forests and water resources, both as adaptation/ mitigation measures against climate change and because of their importance in securing the livelihoods of communities most at risk of being left behind. It should encourage the scale-up of successful SGP initiatives and consider entering new areas such as the promotion of renewable energy. |
| 5 | UNDP should take advantage of its national outreach to deepen its engagement with civil society for project delivery, while strengthening its advisory role with the Government. Partnerships with other United Nations agencies to enhance community resilience should be further explored. Given the volatile country context, an updated partnership approach would help to improve positioning visà- vis external actors and maximise the added value of alliance building. UNDP should scale up more continuous local-level work with municipalities and civil society to overcome the high turnover of civil servants at national level, optimize the use of its own resources and foster sustainability. UNDP can also replicate the progress made with national banking actors to engage other trade and productive sectors in the sustainable development agenda in Bolivia. At the level of the United Nations country team, UNDP should leverage synergy and combine assets with other United Nations agencies in the country to expand partnerships for strategic and impact-oriented purposes. These could include UNICEF on social protection, WFP on resilience, or UNESCO on South-South cooperation. |
| 6 | To ensure future financial sustainability, UNDP should update its resource mobilization strategy in line with the new programme offer and ensure that each of the defined thematic areas of intervention has a dedicated component within the strategy. The great financial weight of the emergency response and health projects in this cycle should not divert UNDP from mobilizing resources to support its development work in other areas. UNDP needs a clear resource mobilization strategy, aligned to its vision and added value in the country, including for accessing environmental vertical funds. It should continue to nurture its relationships with IFIs and the private sector. Articulating the strategy around the added value that UNDP can bring to Bolivia in each of the six signature solutions of the new strategic plan will facilitate clarity and access to donors. |
| 7 | UNDP should develop a gender strategy describing how it plans to address social norms and the deep roots of inequalities affecting women’s livelihoods and full enjoyment of their rights. UNDP should take the opportunity presented by the Gender Seal process to develop a holistic gender strategy to ensure that all of its interventions contribute to the achievement of defined gender objectives in a coherent way. UNDP can learn from potentially transformative initiatives already underway. It should maximise the benefits and synergies of joint work with UN Women in areas such as governance and justice, and with UNFPA around health and youth. UNDP programme and project designs should move beyond ensuring and measuring the participation of women in initiatives, and continue to promote the potentially gender-transformative work initiated during this cycle such as access to sustainable livelihoods for indigenous women, political and social rights in the framework of AIOCs, or care initiatives. |