Assessment of Development Results: Paraguay

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Evaluation Plan:
2009-2013, Independent Evaluation Office
Evaluation Type:
ICPE/ADR
Planned End Date:
05/2012
Completion Date:
06/2012
Status:
Completed
Management Response:
Yes
Evaluation Budget(US $):
150,000

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Title Assessment of Development Results: Paraguay
Atlas Project Number:
Evaluation Plan: 2009-2013, Independent Evaluation Office
Evaluation Type: ICPE/ADR
Status: Completed
Completion Date: 06/2012
Planned End Date: 05/2012
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
Team Leader
GEF Evaluation: No
Key Stakeholders:
Location of Evaluation: Country Level
Countries: PARAGUAY
Lessons
Findings
Recommendations
1 Strategy

UNDP's overall strategy is formulated in the UNDAF, CPD and CPAP. However, it is recommended that UNDP formulate a national strategic document that concisely determines:

The basic guidelines that will ensure the greatest leveraging of scarce UNDP resources in terms of human development results. Today, two guidelines take precedence: supporting public policies and support for spaces for dialogue. There is no reference to establishing broad plans of policy implementation capacities, both of which are needed to achieve real improvement in the provision of public services to the disadvantaged segments of the country?s population.

The different lines that UNDP carries out (topical and cross-sectional areas, research and dissemination of knowledge, project management, activities not related to projects) and those implemented by mandate from headquarters (e.g., administration for other agencies) with cost implications.

The allocation of resources (staff, time, funds) between the defined lines, each with its own funding plan, updated periodically. In the three main areas of intervention, it is similarly suggested that internal brief documents be drawn up that define the strategy by topical area, with sufficient specificity to facilitate transparent selection of activities to support. In terms of overall strategy or topical strategies, it is recommended that UNDP specify which MDGs it intends to focus its support on.

Greater precision in defining the focus of activities that target priority groups for UNDP is needed, indicating how those activities intend to reach them
2 Cooperation Modalities

The strategic shift towards more ?substantive? activities presents UNDP with the challenge of developing a working format that allows it to carry out a longer-term programme, thinking of new forms of shared implementation (with the private sector, UNDP, the public sector and actors from neighbouring countries). UNDP is encouraged to explore modalities, including the design of joint projects and activities with national stakeholders and other United Nations agencies. For such projects, longer-term financing should be sought via different channels (global funding, development banks, foundations, etc.).

UNDP has had an impact on the debate about the country?s context and its needs for more equitable human development, serving as a source of proposals and activities for the organization itself. It is recommended to actively seek funding to maintain the space created and further extend the debate on poverty, inequality and human rights, including dissemination of analysis and proposals on these matters within the country.
3 Strategic alliances

Improving the effectiveness of social programmes requires processes of strengthening initiatives in more than just the public sector. It is suggested that UNDP use its defined thematic strategies to explore possibilities for establishing further alliances with networks that include NGOs, businesses and other stakeholders. The goal is to strengthen capacity in the non-profit sector, particularly in projects targeted at disadvantaged groups and young people, with due regard to gender equity.

Paraguay is exposed to the economic and ecological shifts and changes of neighbouring countries, particularly Brazil and Argentina; this affects the development prospects of disadvantaged segments of the population. It is recommend that the UNDP regional network (Southern Cone) and other actors from neighbouring countries engage in a process of reflection in order to identify joint projects with direct relevance for the improvement of key aspects of human development in Paraguay.
4 Monitoring and evaluation

UNDP should mobilize external support or corporate networks to strengthen the continuous monitoring of finances, administration and substantive activities. Structured monitoring and evaluation (M&E) should become a management tool. With regard to institutions and government projects, it is recommended that more attention be paid to the issue of M&E in order to support proper tools for more efficient public management.
1. Recommendation: Strategy

UNDP's overall strategy is formulated in the UNDAF, CPD and CPAP. However, it is recommended that UNDP formulate a national strategic document that concisely determines:

The basic guidelines that will ensure the greatest leveraging of scarce UNDP resources in terms of human development results. Today, two guidelines take precedence: supporting public policies and support for spaces for dialogue. There is no reference to establishing broad plans of policy implementation capacities, both of which are needed to achieve real improvement in the provision of public services to the disadvantaged segments of the country?s population.

The different lines that UNDP carries out (topical and cross-sectional areas, research and dissemination of knowledge, project management, activities not related to projects) and those implemented by mandate from headquarters (e.g., administration for other agencies) with cost implications.

The allocation of resources (staff, time, funds) between the defined lines, each with its own funding plan, updated periodically. In the three main areas of intervention, it is similarly suggested that internal brief documents be drawn up that define the strategy by topical area, with sufficient specificity to facilitate transparent selection of activities to support. In terms of overall strategy or topical strategies, it is recommended that UNDP specify which MDGs it intends to focus its support on.

Greater precision in defining the focus of activities that target priority groups for UNDP is needed, indicating how those activities intend to reach them
Management Response: [Added: 2013/03/14] [Last Updated: 2013/03/21]

Actualmente, el SNU en Paraguay se encuentra al inicio del proceso de formulación de un nuevo UNDAF. El documento recomendado debería basarse en el nuevo CPAP que sea formulado a partir del UNDAF. Será posible esperar su implementación a partir de 2015. Entretanto, en la planificación institucional, realizada a través de la plataforma institucional IWP 2013, se toman en consideración los puntos sugeridos en la recomendación.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Elaboración CPD
[Added: 2014/01/27] [Last Updated: 2017/12/18]
Representación 2017/12 Completed CPD culminado y en ejecución desde 2015. Documento disponible en http://www.py.undp.org/content/dam/paraguay/docs/CPD_ESPA%c3%91OL%20FINAL.pdf History
Alineamiento de la estrategia de la CO al nuevo Plan Estratégico del PNUD.
[Added: 2014/02/28] [Last Updated: 2017/12/18]
Representación 2014/12 Completed El proceso de alineamiento fue culminado exitosamente. History
2. Recommendation: Cooperation Modalities

The strategic shift towards more ?substantive? activities presents UNDP with the challenge of developing a working format that allows it to carry out a longer-term programme, thinking of new forms of shared implementation (with the private sector, UNDP, the public sector and actors from neighbouring countries). UNDP is encouraged to explore modalities, including the design of joint projects and activities with national stakeholders and other United Nations agencies. For such projects, longer-term financing should be sought via different channels (global funding, development banks, foundations, etc.).

UNDP has had an impact on the debate about the country?s context and its needs for more equitable human development, serving as a source of proposals and activities for the organization itself. It is recommended to actively seek funding to maintain the space created and further extend the debate on poverty, inequality and human rights, including dissemination of analysis and proposals on these matters within the country.
Management Response: [Added: 2013/03/14] [Last Updated: 2013/03/21]

La posibilidad de proyectos conjuntos con otras agencias y nuevas contrapartes, es un tema que también se está trabajando en el marco del proceso de elaboración de un nuevo UNDAF. La programación y la previsión de fondos del 2013 ha sido realizada teniendo como uno de sus objetivos contribuir a la priorización y ordenamiento de temas, identificación de coincidencias y acuerdos de lineamientos para reformas institucionales susceptibles de profundización, mediante espacios de diálogo y consenso. De ello se deja constancia en el Unit Bussiness Case, IWP 2013.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Promoción y facilitación del diálogo político para consensuar una agenda mínima de desarrollo al inicio del nuevo gobierno (2013-2018).
[Added: 2014/02/28]
Representación 2013/08 No Longer Applicable Se realizaron esfuerzos conjuntos PNUD-OEA con el Presidente electo y su equipo de transición. El esfuerzo no prosperó en ese momento, pero podría ser retomado a solicitud del gobierno.
Promoción del diálogo social, a través de una instancia de participación de la sociedad civil, para la definición e implementación de políticas públicas.
[Added: 2014/02/28] [Last Updated: 2017/12/18]
Representaciones del PNUD, UE, USAID y AECID; sociedad civil; gobierno. 2017/12 Completed Fue cumplida a través de uno de los proyectos del PNUD. Se pueden ver detalles de la instancia generada en http://enep.org.py/ History
3. Recommendation: Strategic alliances

Improving the effectiveness of social programmes requires processes of strengthening initiatives in more than just the public sector. It is suggested that UNDP use its defined thematic strategies to explore possibilities for establishing further alliances with networks that include NGOs, businesses and other stakeholders. The goal is to strengthen capacity in the non-profit sector, particularly in projects targeted at disadvantaged groups and young people, with due regard to gender equity.

Paraguay is exposed to the economic and ecological shifts and changes of neighbouring countries, particularly Brazil and Argentina; this affects the development prospects of disadvantaged segments of the population. It is recommend that the UNDP regional network (Southern Cone) and other actors from neighbouring countries engage in a process of reflection in order to identify joint projects with direct relevance for the improvement of key aspects of human development in Paraguay.
Management Response: [Added: 2013/03/14] [Last Updated: 2013/03/21]

Se ha consensuado con los oficiales de programa para la búsqueda de alianzas con los sectores mencionados en la recomendación. Igualmente, el punto ha sido contemplado en el Plan de Movilización de Recursos 2013. Cabe destacar que ya existen algunas experiencias en ejecución, sobre todo en el área de Gestión de Riesgos, en la cual se ha presentado recientemente una propuesta que incluye el trabajo conjunto con otros países de la región y también con organismos no gubernamentales locales.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Fortalecimiento de capacidades para la gestión, reducción y respuesta a riesgos, a través del fortalecimiento de la coordinación y colaboración de intervenciones.
[Added: 2014/02/28] [Last Updated: 2017/12/18]
Socios ECHO, donantes,agencias de NNUU, organizaciones de la sociedad civil, gobierno nacional y subnacional. 2017/12 Completed Acción lograda a través de varios proyectos en el área, referencias de los mismos se encuentran disponibles en: http://www.py.undp.org/content/paraguay/es/home/operations/projects/crisis_prevention_and_recovery.html History
Fortalecimiento de la Red Local del Pacto Global, como plataforma de acción colectiva para la promoción del desarrollo inclusivo y sustentable.
[Added: 2014/02/28] [Last Updated: 2017/12/18]
Red Local, conformada por empresas, academia y organizaciones de la sociedad civil, con apoyo de agencias del sistema de NNUU. 2017/12 Completed La Red Local trabaja en función de metas ambiciosas de crecimiento y de profundización en la implementación de los ejes de la iniciativa. History
4. Recommendation: Monitoring and evaluation

UNDP should mobilize external support or corporate networks to strengthen the continuous monitoring of finances, administration and substantive activities. Structured monitoring and evaluation (M&E) should become a management tool. With regard to institutions and government projects, it is recommended that more attention be paid to the issue of M&E in order to support proper tools for more efficient public management.
Management Response: [Added: 2013/03/14] [Last Updated: 2013/03/21]

Durante todo el 2011 se ha contado con un Plan de Monitoreo y Evaluación, y con las mediciones trimestrales respectivas del mismo. Se cuenta con un informe final, los registros se realizan a través de Atlas y de la plataforma del ERC. Actualmente está en etapa de formulación el Plan 2013.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Fortalecimiento del monitoreo a través del registro oportuno y sistemático en las plataformas institucionales.
[Added: 2014/02/28] [Last Updated: 2017/12/18]
Unidad de Programa 2017/12 Completed La oficina ha registrado feedback positivo desde las instancias correspondientes tanto en la Sede como en el Centro Regional, ya que ha conseguido reportar de manera puntual y completa a través de los sistemas corporativos en todos los casos. El ROAR viene alcanzando altas calificaciones en los 3 últimos años. History
Diseño e implementación de instrumentos de monitoreo operativo y programático, enfocados a optimizar la gestión de la nueva estructura de la Unidad de Programa, resultante del reciente ejercicio MCT.
[Added: 2014/02/28] [Last Updated: 2017/12/18]
Unidad de Programa 2017/12 Completed Más que en un instrumentos propios, los esfuerzos estuvieron orientados, exitosamente, a cumplimentar los instrumentos corporativos, en lo cual la oficina ha reportado un exito razonable en los últimos años. History

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