Assessment of Development Results: Ecuador

Report Cover Image
Evaluation Plan:
2004-2008, Independent Evaluation Office
Evaluation Type:
ICPE/ADR
Planned End Date:
12/2008
Completion Date:
12/2008
Status:
Completed
Management Response:
Yes
Evaluation Budget(US $):
150,000

The ADR Ecuador was undertaken between August-November 2007, and mainly concludes that UNDP Ecuador contributed to national capacity development and the continuity of institutional activities while the country went through a deep economic crisis and experienced political instability. The ability to move strategically in different situations, and in light of different demands, is evidenced through the plurality of roles played by UNDP in the promotion of sustainable human development. The evaluation recommends that UNDP should adopt objective criteria for selecting territorial areas of intervention while responding to the need for enhanced efficiency of implementation and coordination on the ground with local, national and international actors.

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Title Assessment of Development Results: Ecuador
Atlas Project Number:
Evaluation Plan: 2004-2008, Independent Evaluation Office
Evaluation Type: ICPE/ADR
Status: Completed
Completion Date: 12/2008
Planned End Date: 12/2008
Management Response: Yes
Corporate Outcome and Output (UNDP Strategic Plan 2014-2017)
Evaluation Budget(US $): 150,000
Source of Funding:
Joint Programme: No
Joint Evaluation: No
Evaluation Team members:
Name Title Email Nationality
Team Leader
GEF Evaluation: No
Key Stakeholders:
Location of Evaluation: Country Level
Countries: ECUADOR
Lessons
Findings
Recommendations
1 1. UNDP should be responsive to the government understanding of development challenges, putting greater emphasis on human development as a process of social change that extends beyond the MDG agenda.
2 2. UNDP should respond to the need to enhance efficiency of implementation and coordination on the ground with local, national and international actors.
3 3. UNDP should adopt a longer term perspective for project implementation and avoid abrupt interruption of support initiatives, particularly in the areas of human rights, fiscal transparency and local democratic governance.
4 4. While continuing to act as a development broker, UNDP should diversify its interlocutors in order to choose the best partners for interventions. Work on the MDG, and poverty reduction in general, should be done in closer partnership with the Ministry of Welfare and other relevant actors at the national and local level, including the private sector.
5 5. UNDP needs to strengthen its capacity to manage for development results, including an effective monitoring and evaluation system. The search for greater focus, better internal communication and synergy, optimization of resources, and effective partnerships must be rationally planned. There is need for a set of indicators that enable quantitative and qualitative monitoring of UNDP work and of progress towards expected outcomes.
6 6. Whenever development support services are provided, they should be framed in a clear cooperation and exit strategy to contribute to national capacity development and avoid creating dependent relationships. Along this line of thinking, new types of services might have to be envisioned and negotiated in close consultation with the Government of Ecuador.
1. Recommendation: 1. UNDP should be responsive to the government understanding of development challenges, putting greater emphasis on human development as a process of social change that extends beyond the MDG agenda.
Management Response: [Added: 2009/06/26] [Last Updated: 2010/04/21]

Reccomendation accepted. Actions already taken.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
1.UNDP had a significant role in the development of the National Development Plan through its support to Senplades (Secretaría Nacional de Planificación y Desarrollo) which is the main technical partner of the UN system. The MDGs and Human Rights approach have been the cornerstone of this process. Greater emphasis on national priorities were included in the new UNDAF 2010-2014 and CPD collection process that took place in 2008. Additional steps via a more rigorous screening process of any new development initiatives through the weekly programme meeting and also in the weekly senior management meeting chaired by the RR. Key action implemented.
[Added: 2009/06/26]
Management/DDR 2008/12 Completed
2. Recommendation: 2. UNDP should respond to the need to enhance efficiency of implementation and coordination on the ground with local, national and international actors.
Management Response: [Added: 2009/06/26] [Last Updated: 2010/04/21]

Coordination on the ground will be enhanced through joint programmes.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
2.The RC office implemented a process of lead agencies to better coordinate activities and to enhance efficiency with strategic local, national and international stakeholders. New joint programmes were formulated to strengthen the UN system intervention in the country; four of them, financed by the MDGTF, are already in phase of implementation. New UNDAF 2010-2014 was elaborated as a joint effort to optimize UN technical cooperation in support to national development priorities. UNDP is a key player in the support for the establishment of the new Ecuadorian International Cooperation Agency (AGECI) that coordinates efforts at the local level and is leading the effort at the UN level for HACT approach ensuring greater reliance on national systems and coordination. ------4 ongoing joint programmes financed by the MDGTF, 2 of them lead by UNDP have significantly improved the UN system coordination in the field.
[Added: 2009/06/26] [Last Updated: 2010/04/16]
Management/DDR 2009/12 Completed Completed action.
3. Recommendation: 3. UNDP should adopt a longer term perspective for project implementation and avoid abrupt interruption of support initiatives, particularly in the areas of human rights, fiscal transparency and local democratic governance.
Management Response: [Added: 2009/06/26] [Last Updated: 2010/04/21]

Design and formulation of projects will be improved to ensure reasonable terms and exit strategies in order to avoid abrupt interruptions.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
3. UNDP has tried to look beyond the short term through the UNDAF process and the construction of the CPD 2010-2014. The financial crisis and upcoming elections have placed greater emphasis on the short term by our partners, proof is that the 2022 development plan will be put on hold in favor of a 2014-2015 development strategy (to be confirmed). A more rigorous screening process of any new development initiatives through the weekly programme meeting and also in the weekly senior management meeting chaired by the RR is being implemented ----Current Ecuador CO portfolio is based on projects which clearly respond and are aligned to national priorities (Plan Nacional del Buen Vivir) and the UNDAF agenda. Therefore, abrupt interruptions are being minimized.
[Added: 2009/06/26] [Last Updated: 2010/04/16]
Management and Programme Unit 2009/12 Completed
4. Recommendation: 4. While continuing to act as a development broker, UNDP should diversify its interlocutors in order to choose the best partners for interventions. Work on the MDG, and poverty reduction in general, should be done in closer partnership with the Ministry of Welfare and other relevant actors at the national and local level, including the private sector.
Management Response: [Added: 2009/06/26] [Last Updated: 2010/04/21]

Recommendation accepted. The CO will enhance closer partnership with strategic stakeholders and especifically with the Ministry of Welfare (Ministerio de Coordinación de Desarrollo Social).

Key Actions:

Key Action Responsible DueDate Status Comments Documents
4.UNDP has started to implement such recommendation after the first ADR debriefing. The UNDAF process included engagements with Civil Society, some components of two joint programmes will be implemented through the small grants programme and new initiatives are being developed with private sector and NGO/CBOs. The new initiative submitted to the "Fondo Fiduciario PNUD-España hacia un desarrollo integrado e incluyente) and the project proposal for TRAC2 allocation tranche were developed to focus on MDGs in collaboration with the Coordinating Ministry for Social Affairs, which will be the Implementing Partner.
[Added: 2009/06/26] [Last Updated: 2010/04/21]
Management and Poverty Cluster Area 2009/12 Completed
5. Recommendation: 5. UNDP needs to strengthen its capacity to manage for development results, including an effective monitoring and evaluation system. The search for greater focus, better internal communication and synergy, optimization of resources, and effective partnerships must be rationally planned. There is need for a set of indicators that enable quantitative and qualitative monitoring of UNDP work and of progress towards expected outcomes.
Management Response: [Added: 2009/06/26] [Last Updated: 2010/04/21]

A monitoring and evaluation plan including indicators, targets and means of verification will be implemented by the end of 2009.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
5.UNDP is implementing a new integrated monitoring system based on the corporate guidelines. The EO toolkit is also implemented already. Monitoring compliance is now a de facto item on the weekly programme meeting agenda. Greater rigor was applied in the CPD results matrix on indicators. ----- An annual monitoring plan including indicators, timing, responsibles and verification tools was formulated in 2009. Additionally, ATLAS monitoring features are being used.
[Added: 2009/06/26] [Last Updated: 2010/04/16]
Management/DDR 2009/12 Completed
6. Recommendation: 6. Whenever development support services are provided, they should be framed in a clear cooperation and exit strategy to contribute to national capacity development and avoid creating dependent relationships. Along this line of thinking, new types of services might have to be envisioned and negotiated in close consultation with the Government of Ecuador.
Management Response: [Added: 2009/06/26] [Last Updated: 2010/04/21]

The CO accepts the recommendation. The new planning phase should include the design of a new business model, mainly based on policy advice, advocacy, knowledge management and human development.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
6. The CO office is in the process of closing more than 35 legacy projects, many focused on development services. In the majority of DEX projects have been closed too, and a renewed emphasis placed on NEX and NIM/HACT. Cost benefit analysis, risk management and exit strategy are 3 items consistently checked at all proposal stages and in the pre-PAC s and PACs. More rigorous programme formulation process was applied. --------- government c/s has been drastically reduced over the last years; therefore it has also implied a reduction of development services. Most of projects with big development services components are operationally closed. The CO is changing its business model under the vision of being a central partner for policy advise and human development.
[Added: 2009/06/26] [Last Updated: 2010/04/16]
Management DDR and Programme Unit 2010/03 Completed

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