Mid Term Evaluation - The UNDP Regional Programme 2008-2011 for Latin America and the Caribbean (RBLAC)

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Evaluation Plan:
2008-2013, RBLAC
Evaluation Type:
Outcome
Planned End Date:
03/2011
Completion Date:
11/2011
Status:
Completed
Management Response:
Yes
Evaluation Budget(US $):
90,000

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Title Mid Term Evaluation - The UNDP Regional Programme 2008-2011 for Latin America and the Caribbean (RBLAC)
Atlas Project Number:
Evaluation Plan: 2008-2013, RBLAC
Evaluation Type: Outcome
Status: Completed
Completion Date: 11/2011
Planned End Date: 03/2011
Management Response: Yes
Focus Area:
  • 1. Poverty and MDG
  • 2. Democratic Governance
  • 3. Crisis Prevention & Recovery
  • 4. Environment & Sustainable Development
Corporate Outcome and Output (UNDP Strategic Plan 2014-2017)
  • 1. Capacities of national and local institutions enhanced to scale up proven MDG acceleration interventions and to plan, monitor, report and evaluate the MDG progress in the context of related national development priorities
  • 2. Inclusive growth and social equity promoted through pro-poor macroeconomic and fiscal policies that support income, employment and social protection of youth, women and vulnerable groups in a sustainable way
  • 3. Civil society, including civil society organizations and voluntary associations, and the private sector contribute to the MDGs in support of national planning strategies and policies
  • 4. National and local institutions have the capacities to reduce the impact of disasters, especially climate change related disasters, on vulnerable communities
  • 5. National and local institutions have the capacities to prevent, reduce and mitigate the impact of conflict
  • 6. National and local institutions have the capacity to deliver improved justice and security, including safeguarding citizen security, in conflict-affected settings
  • 7. Livelihoods and economic recovery generated, including infrastructure restoration, employment and sustainable income earning opportunities for crisis affected communities
  • 8. National and local governments and communities have the capacities to adapt to climate change and make inclusive and sustainable environment & energy decisions benefitting in particular under-served populations
Evaluation Budget(US $): 90,000
Source of Funding: projects, XB
Joint Programme: No
Joint Evaluation: No
Evaluation Team members:
Name Title Email Nationality
Oscar Yujnovsky Team Leader
Oscar Yujnovsky Team Leader
Oscar Yunovsky Team Leader
Team Leader
Team Leader
GEF Evaluation: No
Key Stakeholders: Key stakeholders: Govt organization(s), COs, UN entities, implementing partners, CSOs, donors.
Location of Evaluation: Regional
Countries:
Comments: Key stakeholders: Govt organization(s), COs, UN entities, implementing partners, CSOs, donors.
Lessons
Findings
Recommendations
1 The Regional Service Centre, the work by Practice Areas, and coordination between UNDP departments should be consolidated as a crucial management mechanism to ensure a relevant, effective and efficient Regional Programme.
2 Expand certain thematic priorities, particularly Citizen Security in middle-income countries, Climate Change experience, and South-South cooperation. The latter should encompass LAC and go beyond to other world regions as well as beyond the traditional exchange of experts to defining priority sectors of intervention, fostering dialogue spaces, disseminating best-practices and building networks. Selected well-known LAC institutions and networks of experts in countries of high and middle level human development can be mobilized to participate in the program.
3 Maintain the present priorities for advocacy, social equality, and establish a permanent mechanism to monitor the impact of the global financial crisis on poverty and the MDGs.
4 It is advisable to have a differentiated approach in terms of sub-regions with their specific needs. In countries of higher human development levels, the program could tap think-tanks and experts networks for policy-dialogue.
5 Support to COs would require an explicit regional strategy, not only responding to demands, clear communication about roles and streamlined information mechanisms.
6 Mainstreaming of cross-cutting areas could go further with particular attention to gender equality and HIV/AIDS. KM?s approach has the potential to be transferred as a practice for institutional development. A clarification of the role of Capacity Development could help achieve a more effective delivery of assistance, particularly stressing its collaborative work with substantive practice areas.
7 Strengthen mechanisms between RSC in Panama and the Caribbean countries to boost the Caribbean programme and include their practitioners and advisors in LAC networks and themes. To do so, the RP must take into consideration the specificities, challenges and constraints of the Caribbean sub-region. The great diversity and complexity of realities among Caribbean countries represents the main challenge for the RP. The adoption of strategic sub-regional activities in the region is critical in terms of effectiveness and efficiency.
8 Mainstream the Results Based Management approach in RP operations and improve the M&E system for an effective decision-making and feedback, including baselines and outcome indicators. The move cannot be resolved in the short-time since it implies cultural change.
1. Recommendation: The Regional Service Centre, the work by Practice Areas, and coordination between UNDP departments should be consolidated as a crucial management mechanism to ensure a relevant, effective and efficient Regional Programme.
Management Response: [Added: 2011/12/23]

This recommendation is in line with findings and recommendations of other evaluations, especially the recent evaluation on UNDP´s Contribution to Development Results at Regional Level, which finds that ?In a situation where all country offices cannot be strengthened, provision of technical support services from regional service centres has proved to be a relevant and appropriate option?, and ?The establishment of regional service centres has contributed to an improvement in cross-practice collaboration although there are institutional constraints that limit cooperation across practice areas?, and recommends that ?UNDP should retain the system of regional service centres under the purview of the regional bureaus?. In case of RSCLAC the formal long term agreements to define roles and responsibilities for funding, operation and management between the RBLAC and other Bureaus (BDP, BCPR, BOM) have not been signed. The implementation of the Regional Programme has been delegated to the RSCLAC since 2009. In April 2011 the Administrator launched ?An Agenda for Organizational Change ? Lifting UNDP Performance from Good to Great? which outlines the next phase of the program of change to shift UNDP to a future state where the organization is positioned at headquarters and Regional Service Centres to more effectively support our country offices to deliver visible, consistent impact on the ground. Given this background, is evident that the full implementation of this recommendation in not only in the hands of the RBLAC, but has to be implemented in close coordination of other Bureaus in the frame of the priorities and the change process of the organization. It is also crucial to establish the ?right balance? between priority support to UNDP COs and management of regional initiatives, as the MTE concludes.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
1.1 Assure the definition of the future role of the RSCLAC under the ?Agenda for Organizational Change? is based on the value added and strengths of the RSCLAC identified in evaluations and other sources and on the requirements expressed by the RSC-LAC Board.
[Added: 2011/12/23] [Last Updated: 2013/01/31]
RBLAC directorate in close coordination with SMT of the RSCLAC 2013/12 Overdue-Initiated A report has been prepared for internal use including a proposal for RSCLAC's position in RBLAC's functional structure, as the RSCLAC assumes an evergrowing position of centre providing operative services in the region (most particularly to COs at risk).
1.3 Revise and finalize the existing LTAs and adjust them as needed to respond to the agreed organizational changes.
[Added: 2011/12/26] [Last Updated: 2013/01/31]
RBLAC and RSCLAC directorate in coordination with the other Bureaus´ directors 2013/12 Overdue-Initiated Ongoing bilateral negotiations with all the Bx for the allocation of human and financial resources for the staff operating in the Centre (operations and thematic).
1.2 Further strengthen the implementation of the Regional Programme by increasing its results orientation, focus and the articulation of the services (policy and technical advice and others) of the different thematic areas with the implementation of the RP.
[Added: 2011/12/23] [Last Updated: 2013/01/31]
SMT and area coordinators responsible of the implementation of the regional initiatives No due date No deadline established Shadow outcomes approved and Final Evaluation of Regional Programme completed.
1.4 Increase inter-cluster collaboration in the implementation of the RP to effectively respond to the multidisciplinary development challenges in the region.
[Added: 2011/12/26] [Last Updated: 2013/01/31]
SMT and area coordinators No due date No deadline established Evidence of actions reported in the Annual Report of the RSCLAC 2001-2012.
2. Recommendation: Expand certain thematic priorities, particularly Citizen Security in middle-income countries, Climate Change experience, and South-South cooperation. The latter should encompass LAC and go beyond to other world regions as well as beyond the traditional exchange of experts to defining priority sectors of intervention, fostering dialogue spaces, disseminating best-practices and building networks. Selected well-known LAC institutions and networks of experts in countries of high and middle level human development can be mobilized to participate in the program.
Management Response: [Added: 2011/12/23]

According to the evaluation, the RP has been successful in supporting the right priorities and through high quality advocacy reports has been able to introduce new conceptual frameworks. The strategic positioning of UNDP has improved during the current programme in many priority areas such as Democratic Governance, Poverty Reduction, and the MDGs, Citizen Security, policy dialogue in CC and Biodiversity, and amplified trust in Gender Equality. Besides these advances, as was also pointed out by the RSCLAC Board members in the Annual Board session in early May, there is need to carefully analyze where are the key issues in LAC, and assure that ?UNDP would be ahead of the curve? when tackling the priority challenges of the region. In the case of Environment, Rio 2012 will set forth the new agenda for an inclusive and sustainable development and will define future directions after 2015 with MDG-like targets. That said, in LAC there is still a need to integrate climate change into Ministries of Finance and Planning with a long term vision both for adaptation and mitigation, and consider that central planning will be needed to cope with prioritization of actions to adapt and make resilient all areas of physical and soft infrastructure, ie ecosystems and their services. This will lead to need for increased support to conserving ecosystems and biodiversity so that they can provide the services needed for our survival and growth. Accordingly, UNDP foresees prioritizing in the coming years: (i) Help countries report on, and work towards, Equitable and Sustainable Development at Rio+20 (UN Conference on Sustainable Development); (ii) Green, low carbon strategies for LAC countries (LECRDS), (iii) national financial planning for biodiversity (iv) making the carbon market work for countries and (iv) continued provision of ecosystem services in face of CC and integrating these efforts with disaster risk reduction . The assistance provided will be in line with agreed regional programme with any extra support provided to assist COs to implement Rio 2012 and other agreements. Regarding citizen security, the scope of the problem (and its evolution) in LAC has reached a point where the number of victims go beyond traditional wars, private security beyond national police staff, and countries are considering external support (.e.g. possible CICIG in El Salvador). Even in countries with lower levels of violence, the perceived insecurity is relatively high. Innovative approaches to the issue should be considered, in terms of advocating new perspectives to approach the problem, including its links with organized crime and narcotrafic, and to support government´s capacities to address these issues, not only in CA and Haiti, but also in other countries in LAC. In this regard, priorities of the RP will focus at the regional level, in improving knowledge, lessons learned and best practices in citizen security and conflict management in order to provide a set of recommendations and practical tools to government and nongovernmental actors, using as a platform the UNDP HDR for Central America 2009-2010 ?Opening Spaces for Citizen Security and Human Development?, the upcoming HDR for the Caribbean 2011 on ?Citizen security in the Caribbean?; and the RBLAC Human Development Regional Report 2012-2013, under production, on "Citizen Security in Latin America: Diagnosis, Experiences, and Policies". South South Cooperation remains a strategic priority for RBLAC. Consequently, the regional program will deepen its support to this area by promoting a continuous development dialogue between countries in the South (with a special emphasis in the Arab States and African regions), and deepening the new corporate partnership framework (with the signature of new agreements between UNDP and other LAC countries - such as Mexico -, and their strategic implementation). In order for SSC to be more effective and efficient, RBLAC will support countries in their effort to develop national evaluation capacities, and stimulate enhanced systems and practices for evaluating MICs' policy and programme experiences, drawing evidence-based good practices and assessing their possible replication by and adaptation to other countries. Support will be provided to capacity development of SSC institutional framework in LAC, and a global network for more efficient and sustainable interventions, including triangular cooperation. Coordinated policies will need to be sought with other UN agencies to support countries with regards to SSC.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
2.4 Develop new innovative and viable products and services to address citizen security, based on lessons learned in the region and considering the necessary adjustment to allow replication in different contexts. This works includes a regional HDR in Citizen Security in the Caribbean and in LA to be completed by 2011 and 2012 respectively
[Added: 2011/12/26] [Last Updated: 2013/01/31]
CPR Group and RBLAC, Regional CS HDR project 2013/12 Overdue-Initiated HDR Caribbean completed and launched Feb 2012 HDR LAC in process
2.2.(i) Support the interagency report of LAC for Rio +20; and
[Added: 2011/12/26] [Last Updated: 2013/01/31]
EEG RBLAC and RSCLAC Directorate in close coordination with EEG 2012/07 Completed
2.3 Support further work across LAC to get Low Carbon development strategies (LECRDS) funded and implemented in countries
[Added: 2011/12/26] [Last Updated: 2013/01/31]
Energy and Environment Group (EEG) 2012/12 Completed
2.5 Strengthen roster of experts and agreements with centers of excellence, including national and local key institutions.
[Added: 2011/12/26] [Last Updated: 2013/01/31]
All Areas 2012/12 Completed All the areas have active Associate Expert rosters
2.6 Help identify ¨supply and demand¨ of SSC in LAC during the celebration of knowledge fairs or other exchange mechanisms.
[Added: 2011/12/26] [Last Updated: 2013/01/31]
CDLAC 2012/05 Completed Knoledge of the South Fair succesfully completed
2.1 Continue working with Carbon markets and explore through Sectoral mechanisms, NAMAs, NAPs and South-South cooperation
[Added: 2011/12/26]
2.1 Continue working with Carbon markets and explore through Sectoral mechanisms, NAMAs, NAPs and South-South cooperation No due date No deadline established
2.2 ii) include prioritized needs of support for implementing Rio +20 agreements in the future revisions of the Regional Program Document.
[Added: 2011/12/26] [Last Updated: 2013/01/31]
EEG RBLAC and RSCLAC Directorate in close coordination with EEG No due date No deadline established
2.7 Facilitate South South Solutions in and across regions, including increased collaboration among regional bureaus
[Added: 2011/12/26]
CDLAC No due date No deadline established
3. Recommendation: Maintain the present priorities for advocacy, social equality, and establish a permanent mechanism to monitor the impact of the global financial crisis on poverty and the MDGs.
Management Response: [Added: 2011/12/23]

According to the Mid-Term evaluation of the Regional Programme in LAC the tools and outputs on such topics as the environment, social cohesion, and the economic crisis have been highly recognized for its quality and its awaited effects. The monitoring and institutional thinking on the economic crisis caused a change in work agendas by prioritizing the study of employment, social protection, and the monitoring of the advancement towards the MDGs and the impact of the global economic trends. This information has led to prioritizing fiscal policy and social protection and their relevance during crises, through empirical data that indicates how social indicators deteriorate significantly during economic downturns. The MDGswill remain at the centre of UNDP?s development work over the next years, including the application of the MDG Acceleration Framework (MAF), with the aim of helping to accelerate progress at the country level on those MDGs that are currently unlikely to be reached by 2015.Many of the activities that the Regional Programme is carrying out accompany this effort, contributing to make the Goals relevant in a region of middle income countries, and complementing and supporting Country Office efforts through the production of regional instruments. During the recent crises, the Cluster generated knowledge sharing spaces to provide UNDP COs and government counterparts? up-to-date information on the global crisis, fostering the debate on the role played by social policy to alleviate its effects.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
3.3 Strengthen collaboration and partnership with regional partners and institutions to generate regional knowledge products on MDGs and social policy and to promote their implementation at the national and local levels through debates and advocacy, to improve policies, strengthen institutions and resilience to future crises.
[Added: 2011/12/26] [Last Updated: 2013/01/31]
The Poverty Reduction, MDGs and Human Development practice, Other thematic practices, KM and CD Teams 2013/12 Overdue-Initiated
3.1Promotion of tools and methodologies to assess the impact of economic vulnerability and the impact of volatility on the well-being of households in countries of the region, including on the pace towards the MDGs. The monitoring on past trends is examined by analyzing information from national MDG Reports through a regional observatory on MDGRs, constantly updated. Additional studies using general equilibrium models allow for the generation of scenarios that will provide input on policy alternatives at the country level that can promote and accelerate the achievement of the MDGs by 2015.
[Added: 2011/12/26] [Last Updated: 2013/01/31]
The Poverty Reduction, MDGs and Human Development practice area No due date No deadline established MDG's Observatory ongoing. Various studies completed (details found in Final Evaluation Report of RPD)
3.2 Produce simulation analyses of the impact of alternative fiscal policy scenarios on the distribution of income and resources in different countries, and establish an instrument and capacity at the national level to update these scenarios to assess the distributional impact of fiscal reform, promote progressivity and equity through fiscal policies, and reduce vulnerability.
[Added: 2011/12/26] [Last Updated: 2013/01/31]
The Poverty Reduction, MDGs and Human Development practice area No due date No deadline established Various studies completed (details found in Final Evaluation Report of RPD)
4. Recommendation: It is advisable to have a differentiated approach in terms of sub-regions with their specific needs. In countries of higher human development levels, the program could tap think-tanks and experts networks for policy-dialogue.
Management Response: [Added: 2011/12/23]

The feedback received during the last RSC-LAC Board meeting, points at differentiating approaches to service delivery but based more on COs specific needs than on sub-regional specificities. In this respect, the RCs present in the last RSC-LAC Board meeting, expressed the need to award priority in this region to COs with shrinking substantive and operational capacities and to COs under complex political situation or organizationally weak. In addition, the Agenda for Organization Change, launched by the Administrator in April 2011, proposes differentiating services according to a country typology. In this respect, it was proposed that ?UNDP services and programmes be configured to respond to the needs of different country settings ? low income and least developed countries, middle income and net contributing countries as well as countries facing protracted and complex crisis?. Conversely, the service differentiation at UNDP is not about serving according to sub-regional differences but catering to a typology of countries. As part of the Agenda for Change, ?a differentiated country typology business model will be developed to guide resource allocations and the best configuration of knowledge, policy, programme and corporate service to support effective delivery at the country level?. RBLAC and the RSC-LAC support this recommendation and will comply with it accordingly once it becomes a corporate policy.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
4.2 RBLAC will contribute a position paper on middle income countries as a reference and input for the discussions of country typology.
[Added: 2011/12/26] [Last Updated: 2013/01/31]
RBLAC 2012/12 Overdue-Initiated Study done at corporate level, info implemented.
4.1Integrating the country typology business model, once it is defined, in the future Regional Programme Document, in the revision and formulation of regional projects and in the allocation of resources.
[Added: 2011/12/26]
RBLAC and RSCLAC directorate in close coordination with the SMT and area coordinators responsible of the regional initiatives No due date No deadline established Timeframe: Subject to the enactment of the country typology as a corporate policy
5. Recommendation: Support to COs would require an explicit regional strategy, not only responding to demands, clear communication about roles and streamlined information mechanisms.
Management Response: [Added: 2011/12/23]

This recommendation is in line with one of the recommendations of the evaluation of UNDP´s Contribution to Development and Management Results at Regional level. At corporative level UNDP agrees on the need to establish clear corporative criteria for when to use regional programming as an appropriate modality. The key in setting the criteria is based on the value-added of regional programming at each region. Some identified elements include: (a) managing externalities; (b) dealing with economies of scale; (c) promoting regional public goods that cannot be addressed at the national level. In addition, the regional programme should add value to country programmes. In its management response to the above mentioned evaluation, UNDP commits itself to also seek to further clarify the overall concept of the regional programmes, including their role, scope and function, and will review the current programme guidelines as they apply to regional programmes, including the programme modalities, consultation process, regionalist criteria, management arrangements and review processes. In case of LAC, the MtE found a right balance between advisory and programmatic support, and the priority given to the CO support has been the right one. Nonetheless, further attention must be given to the recent advice received at the RCS-LAC Advisory Board, which emphasize the need for greater thematic focus and alignment of the regional initiatives with COs actual needs and with key regional challenges (inclusive growth, equity and sustainability).

Key Actions:

Key Action Responsible DueDate Status Comments Documents
5.2 Apply the regionalist criteria during the programme/ project/ soft assistance appraisal process (through PAC practice)
[Added: 2011/12/26] [Last Updated: 2013/01/31]
RSCLAC Team leaders 2012/07 Overdue-Initiated
5.1 Support the definition process of regional programming (set of regionalist criteria) at the corporative level.
[Added: 2011/12/26] [Last Updated: 2013/01/31]
RBLAC ?RSCLAC No due date No deadline established
5.3 Revise the portfolio of regional initiatives and improve the methods and instruments of consultation and of communicating its scope to COs. This should include better use of ICT platforms like Teamworks and the Web Page for this purpose
[Added: 2011/12/26] [Last Updated: 2013/01/31]
KM Team No due date No deadline established Oversight of Regional Programme results executed systematically during thematic Boards: CPR, DG, Pov, EE, Gender (including KM, HIV, CD). Progress also reported by areas in RSCLAC Annual Reports
5.4 Promote an active partnership strategy with key cooperation agencies, think tanks, regional and sub-regional organizations, academic centers, NGOS and other important partners to improve the quality of regional projects.
[Added: 2011/12/26]
RBLAC and RSC-LAC No due date No deadline established
6. Recommendation: Mainstreaming of cross-cutting areas could go further with particular attention to gender equality and HIV/AIDS. KM?s approach has the potential to be transferred as a practice for institutional development. A clarification of the role of Capacity Development could help achieve a more effective delivery of assistance, particularly stressing its collaborative work with substantive practice areas.
Management Response: [Added: 2011/12/23]

Gender equality-and women´s empowerment- as well as UNDP responses to HIV, are corporate responsibilities of UNDP anchored in the regional implementation of the Global Gender Equality Strategy and MDG3, and in the cosponsored programme with UNAIDS. Accordingly, RBLAC efforts in gender mainstreaming emphasize: a) political and technical advice to country´s offices, their counterparts and associates and to other regional areas of the organization, to mainstream gender perspective in their results, development strategies and overall programming; b) implementing innovative strategies to strengthen the achievement of gender equality in the active projects and initiatives, and promoting joint work of current thematic practices with the Gender Practice Area. In the case of HIV, efforts are aimed to support COs to mainstream HIV in their national policies and plans and to prepare multisectoral responses that address the development and public health effects of the pandemic, respect of human rights of the most vulnerable and affected groups, and provide relief to those affected by the virus. Given the scope of both the gender and HIV work, cross practice collaboration and financial support are critical to broaden the results in these areas. RBLAC acknowledges that knowledge management is crucial for defining and operationalizing conceptual frameworks, facilitating cross-practice work, leveraging UNDP expertise, documenting results and how were they achieved, and shortening the learning curve for more efficient programming. It is also critical in supporting the substantive preparation for South-South cooperation, providing knowledge-based advisory services that position UNDP in the upstream policy discussions, creating common understanding frameworks with UN Agencies, and fostering knowledge-centred partnerships with donors and centres of excellence. This is particularly relevant for MICs in general and for LAC in particular, as a fertile region where practical development approaches and solutions are developed by public institutions, local governments, academia and other sources. Accordingly, RBLAC through its RP will strengthen the efforts towards the integration of knowledge management approaches in all development interventions via: (i) developing and strengthening core methodologies, (ii) engaging teams in country offices to integrate knowledge management in the provision of services and programs, (iii) building capacity in country offices and project teams on knowledge management methods and activities, (iv) supporting regional practice communities, their activities and knowledge products. RBLAC will also prioritize discussion with relevant practice areas in BDP to make progress towards the development of a corporate approach to knowledge management. RBLAC acknowledges the need of better clarifying the role of Capacity Development (CD) and its interlinkages with other areas. CD in RBLAC aims to contribute to development by strengthening public institutions so that they may serve the needs of their respective populations effectively and efficiently and are resilient to shocks and crises. It does this by assessing the existent functional capacities: (i) the capacity to engage stakeholders, (ii) the capacity to assess a situation and define a vision, (iii) the capacity to formulate policies and strategies, (iv) the capacity to budget, manage and implement and (v) the capacity to evaluate capacities in four core areas: (i) institutional arrangements, (ii) leadership, (iii) knowledge and (iv) accountability. As public institutions have a large range of functions and offer diverse services, Capacity Development is best carried out in conjunction with other Practice Areas, as they have more expertise in thematic areas and understand the context; they can better visualize what the ideal functioning of an institution would be in their specific sector. In conjunction with other Practice Areas, the CD team identifies key stakeholders and adapts the assessment tool to measure key capacities in individual areas.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
6.3 Progress in gender marker ratings for project budgets and expenditure for the 2011-13 financial years through: a pilot analysis on the gender marker ratings in LAC; new proposals includes at least one GEN 2 and GEN3 rated output; technical assistance to improve rating at COs
[Added: 2011/12/26] [Last Updated: 2013/01/31]
Heads of clusters; regional experts; RBLAC Director; RSCLAC Director 2011/12 Completed
6.1Explicit gender mainstreaming in every project and programme document (regional, national, UNDAF, interagency actions) and a key specific intervention in every Practice Area
[Added: 2011/12/26] [Last Updated: 2013/01/31]
Heads of clusters; regional experts; RBLAC Director; RSCLAC Director No due date No deadline established Gender mainstreaming in programmatic actions is mandatory. Guides developed to check its inclusion in project development during PACs. Gender unit reviews and provides feedback to CCA/UNDAFs developed and carry out on-site trainings to UNCTs and partners on how to mainstream gender in UNDAFs. Provide trianing to QSA/PSG groups on gender mainstreaming in UNDAF processes.
6.4 Formulation of every regional report in close consultation with a gender team of experts (starting in 2012)
[Added: 2011/12/26]
RBLAC Director; RSCLAC Director; RC No due date No deadline established
6.5 Explicit mainstreaming of HIV issues in the UNDAFs signed with countries in LAC
[Added: 2011/12/26] [Last Updated: 2013/01/31]
RBLAC Director; RSCLAC Director; RC HIV Cluster No due date No deadline established HIV Team provides feedback during UNDAF formulation
6.6 Reporting system to track the contributions of RBLAC HIV assistance in national plans and to communicate it to the national counterparts,
[Added: 2011/12/26]
RSC-LAC Directorate, HIV Cluster No due date No deadline established
6.7 Enforce the communication to COs, and governments of the region about the importance of CD in achieving their development goals
[Added: 2011/12/26]
CD Cluster; RBLAC Director; RSCLAC Directorate No due date No deadline established
6.2 RPD (2014-2017) includes a thematic area that covers MDG3, and gender equality objectives in every Practice Area
[Added: 2011/12/26]
Heads of clusters; regional experts; RBLAC Director; RSCLAC Director 2013/07 Overdue-Not Initiated
7. Recommendation: Strengthen mechanisms between RSC in Panama and the Caribbean countries to boost the Caribbean programme and include their practitioners and advisors in LAC networks and themes. To do so, the RP must take into consideration the specificities, challenges and constraints of the Caribbean sub-region. The great diversity and complexity of realities among Caribbean countries represents the main challenge for the RP. The adoption of strategic sub-regional activities in the region is critical in terms of effectiveness and efficiency.
Management Response: [Added: 2011/12/23]

As of February of 2011, RBLAC shifted its operations to the Caribbean to New York and to the RSC-LAC in Panama, closing the sub-office in Port of Spain. This decision abides to a request of Caribbean countries of re-establishing the relationship with Caricom from NY to strengthen their presence in HQs. The political aspects of the partnership with Caricom and the Caribbean countries will be managed from NY, while the technical support to development issues will be continued from the Panama Centre, making it a truly LAC Centre. Nonetheless, efforts are needed for the new arrangements to function and to continue catering to the specificities and development challenges of the region.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
7.1 RBLAC to strengthen its efforts in NY of supporting innate Caribbean development platforms. RSC-LAC to strengthen the articulation of Caribbean (SIDS) issues in regional projects/initiatives and in the Work Plans of the RSC-LAC thematic areas; RSC-LAC to prioritize its support towards the HDR of the Caribbean on CS and to CRMI.
[Added: 2011/12/26] [Last Updated: 2013/01/31]
RBLAC and RSCLAC directorate in close coordination with the SMT and area coordinators responsible of the regional initiatives No due date No deadline established See details in final Evaluation Report of RPD
7.2 RBLAC to strengthen partnerships with key bilateral cooperation agencies and other institutions that have established links in the Caribbean (Dutch, French, British).
[Added: 2011/12/26] [Last Updated: 2013/01/31]
RBLAC No due date No deadline established See details in final Evaluation Report of RPD
7.3 RBLAC to ensure that the engagement strategy manage from HQs gives equal consideration to the development and political dialogue with CARICOM.
[Added: 2011/12/26] [Last Updated: 2013/01/31]
RBLAC No due date No deadline established SMS Unit established in NY to do the oversight to Caribbean COs
7.4 RSC-LAC to take action to better cater to the language and development needs of English Caribbean countries, particularly of the Small Island Development States (SIDS).
[Added: 2011/12/26]
RSCLAC directorate in close coordination with the SMT and area coordinators responsible of the regional initiatives No due date No deadline established
8. Recommendation: Mainstream the Results Based Management approach in RP operations and improve the M&E system for an effective decision-making and feedback, including baselines and outcome indicators. The move cannot be resolved in the short-time since it implies cultural change.
Management Response: [Added: 2011/12/23]

The RBLAC will undertake the integration of the new outcome architecture (the shadow outcomes elaborated during the MtE) to the existing M&E framework and will continue its efforts to establish a result based monitoring and evaluation system for the Regional Program. Additionally, RBLAC and RSC-LAC will enforce the implementation of the revised evaluation plan agreed with the different practices. It should be noted that as established in the evaluation plan, all RP outcomes have been assessed (MtE of the RP). In addition the updated plan includes several project level evaluations, which were not included in the original Evaluation Plan (for further details see: http://erc.undp.org/evaluationadmin/manageplans/viewplandetail.html?planid=951 ) RBLAC will enforce the alignment of the monitoring and evaluation framework and indicators of the regional projects with new shadow outcomes. For this purpose, each regional project should adequately adjust its M&E framework and indicators so that they are aligned with the indicators and targets identified in the Integrated Work Plan as a means to establish a system of monitoring progress towards the achievement of development results. The strengthening of monitoring at the regional project level will represent an important contribution to the increasing efforts to improve the monitoring of the regional programme.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
8.2 Revision and full implementation of the Evaluation Plan (2008 ? 2011, ext 2013) of the Regional Programme. Revision should be completed by End 2012
[Added: 2011/12/26] [Last Updated: 2013/01/31]
Evaluation Unit 2012/12 Completed
8.3 Enforce alignment of the M&E framework of regional projects to the new shadow outcomes and enforce effective reporting and monitoring practices of regional projects
[Added: 2011/12/26] [Last Updated: 2013/01/31]
RSC-LAC practice team leaders 2012/12 Completed
8.7 The Centre, in coordination with RBLAC, will clearly assign the responsibility for project assurance, i.e., project oversight, reviews, budget revisions, monitoring and lessons learned, and ensure it is exercised in compliance with UNDP?s project management milestones.
[Added: 2011/12/26] [Last Updated: 2013/01/31]
Acting Director RSC-LAC 2012/03 Completed Online Platform to upload Project Assurance Revisions and updates
8.1 Continue the planning and monitoring practice of consolidating in an Integrated Work Plan the activities of all practices, including the Regional Program, with a view of aligning the corporate, the regional and the local level priorities.
[Added: 2011/12/26]
BLAC and RSCLAC directorate in close coordination with the SMT and area coordinators responsible of the regional initiatives No due date No deadline established
8.4 All regional level Evaluations are uploaded onto the Evaluation Resource Center (ERC), along with their Management Responses. The key actions of the Management Responses are being periodically updated.
[Added: 2011/12/26]
Evaluation Unit No due date No deadline established
8.6 Thematic Boards every two years
[Added: 2011/12/26] [Last Updated: 2013/01/31]
Deputy Regional Director RBLAC Acting Director, RSC-LAC No due date No deadline established 2011-2012: 2 CPR, 2 EE, 2 Pov/DG, 1 Gender
8.5 Outcome oriented monitoring and evaluation plan constructed as part of the formulation of the new RPD.
[Added: 2011/12/26]
Evaluation Unit support the Directorate and the Team Leaders 2013/07 Overdue-Not Initiated

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