- Evaluation Plan:
- 2009-2013, Independent Evaluation Office
- Evaluation Type:
- Planned End Date:
- Completion Date:
- Management Response:
- Evaluation Budget(US $):
Assessment of Development Results: Thailand
|Title||Assessment of Development Results: Thailand|
|Atlas Project Number:|
|Evaluation Plan:||2009-2013, Independent Evaluation Office|
|Planned End Date:||12/2010|
|Corporate Outcomes (UNDP Strategic Plan 2008-20013)|
|Evaluation Budget(US $):||--|
|Evaluation Team members:||
|1||Recommendation 1: UNDP should transform itself into a true partner in the MIC context. It should strengthen national ownership and sustainability by designing its activities as an integral part of programmes and activities of the Government or other national partners, while refraining from mobilizing funds for and implementing projects of its own that are additional to national efforts.|
|2||Recommendation 2: UNDP should significantly enhance and broaden its advocacy to reach out to Thai citizens at large, so that ordinary Thai people are aware of their rights and obligations, and the options they have. Further, such advocacy effort should be accompanied, whenever necessary, by support to operationalize corresponding policies and implement programmes.|
|3||Recommendation 3: UNDP should work with national partners to sharpen focus on strategic priority issues that could produce national impact in the long term.|
|4||Recommendation 4: UNDP should continue to expand and strengthen partnerships with local governments as well as to develop new partnerships with national civil society organizations, academic institutions, state enterprises and the private sector.|
|5||Recommendation 5: UNDP should further explore ways to provide multi-sector response, especially in relation to its initiatives at the local level.|
|6||Recommendation 6: UNDP should examine conditions for sustainability much more carefully and systematically before embarking on and exiting from each intervention. UNDP should also put much more emphasis on the scaling up of pilot or other initiatives by developing such an understanding at the outset and conducting participatory evaluations before the exit.|
|7||Recommendation 7: UNDP should use its global network more effectively and collaboratively in its support for South-South cooperation. UNDP?s Regional Centre should play a more active role in this regard.|
|8||Recommendation 8: UNDP should qualitatively improve its results-based management, including with capacity building of both the country office and the national partners. Together with national partners, UNDP should develop a results-based roadmap towards intended long-term development results, clarifying the roles the partners should play. UNDP should also build into the projects capacity building of implementing partners on results monitoring and evaluation.|
The new country programme has tried to reflect this strategy of strengthening national ownership.
|Subject to the level of intervention, we will align our activities with national priorities. We also intend to introduce parallel programming with national partners and engage with national partners from the initiation stage of project and programme design. We will also closely design exit strategies with stakeholders.||DRR and all Programme Officers||2016/12||Overdue-Initiated||The action points were initiated and ongoing. New programmes initiated under the new CPD have to the extend possible ensured high level of national engagement and owenership and alignment with national plan priorities from project design to implementation in consultation with national partners.|
The Country Office has made efforts to increase its advocacy efforts designed to reach the Thai public at-large, through the development multimedia products such as documentary films, brochures, and the introduction of social media activities into all programme activities.
|We will continue to expand our use of social media, interactive online and materials and the development of documentary films that both inform the public and advocate UNDP's key message.||Communication Officer||2012/12||Completed||The CO has completed the process to expand advocacy activities. While the process is ongoing, a few concrette results and achievements include e.g. documentary films on gender equality and women's empowerment, on HIV/AIDS stigma and discrimination, the Anti-corruption Youth Network campaign. In additiona, the CO further enhanced advocacy and outreach using social media tools such as facebook, twitter, newsletter, and website.|
This recommendation was included in the new CPD which has been fully approved by the Executive Board.
|We will continue to align our programmes with national plans and will undertake a review of the CPD in due course, in consultation with national partners. Capacity building of UNDP CO staff will be inline with repositioning of UNDP in the MIC context.||DRR and all Programme Officers||2014/12||Overdue-Initiated||The CPD programmes are closely aligned with UNPAF and NESDP priorities. A CPD mid terms review will be planned in connection with UNPAF review in 2014 in consultation with national partners. Meanwhile the CO continues to support staff capacity development for the new emerging roles of UNDP in Thailand as MIC.|
We are moving to engage with a wider base of partners in the MIC context, especially local governments, public-private partnerships, and CSOs.
|We will increase our engagement with the private sector, explore new modalities to work with non-traditional partners.||DRR and all Programme Officers||2014/12||Overdue-Initiated||Work with academic institutions has expanded in the areas of governance, rule of law, conflict prevention and anti-corruption, e.g. Chulalongkon, Thamasart, Prince of Songkla University, and most recently Khon Kaen University. Have continued to explore partnerships with the private sector, but new and innovative modalities will need to be tested out.|
|We will adopt an area-based and integrated approach to new programming.||DRR and all Programme Officers||2014/12||Overdue-Initiated||The Mae Hongson Social Cohesion programme is a concrete example of area-based, integrated approach to addressing multi-sectoral local development issues. It has been a succssful programme and the CO plans to scale it up and replicate in other areas of the country in consultation with national partners and funding partners.|
Agree. We acknowledge the importance of sustainability of interventions.
|The Country Office will try to incorporate policy linkages into project components and engage policy decision-makers during implementation. We will also strengthen systematic data collection and knowledge management and identify key drivers of change more clearly.||DRR and all Programme Officers||2016/12||Overdue-Initiated||Process is ongoing. Policy linkages are incorporated in new programmes to ensure development impact and sustainability. Lessons learnt and evaluation recommendations are taken into programming and review processes.|
Agree. We have been working closely with South-South Cooperation unit under the APRC in supporting Thailand's emergence as a global development partner in the MIC context.
|The Country Office will continue to work with the APRC, but expand our collaboration to include the Special Unit for South-South Cooperation at UNDP HQ.||All Programme Officers||2014/12||Overdue-Initiated||In progress. This is one of the areas of CO/APRC Engagement Plan for 2013. The CO also endeavours to access the global SSC unit for technical advice whenever needed.|
|The Country Office is conducting a Business Process Review (BPR) to clarify roles of the CO and the Operations Support Team at the Regional Centre. We will also conduct project management, RBM, and M&E trainings for CO staff and national partners.||DRR and Resource Management & Planning Associate||2013/06||Completed||Business Process Review exercise was completed together with training of staff on RBM and project management training. Implementation action plan was developed and adopted, and follow up is in progress.|