Portfolio review for UNDP's Bureau for Crisis Prevention and Recovery

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Title Portfolio review for UNDP's Bureau for Crisis Prevention and Recovery
Atlas Project Number:
Evaluation Plan: 2009-2013, Bureau for Policy and Programme Support
Evaluation Type: Thematic
Status: Completed
Completion Date: 02/2012
Planned End Date: 12/2011
Management Response: Yes
Focus Area:
  • 1. Crisis Prevention & Recovery
Corporate Outcome and Output (UNDP Strategic Plan 2014-2017)
  • 1. National and local institutions have the capacities to reduce the impact of disasters, especially climate change related disasters, on vulnerable communities
  • 2. National and local institutions have the capacities to prevent, reduce and mitigate the impact of conflict
  • 3. National and local institutions have the capacities to fulfill key functions of government for recovery in early post-crisis situations
  • 4. National and local institutions have the capacity to respond to gender-based violence and to increase women's civic engagement, participation and leadership in crisis prevention, ongoing crisis and post-crisis contexts
  • 5. National and local institutions have the capacity to deliver improved justice and security, including safeguarding citizen security, in conflict-affected settings
  • 6. Livelihoods and economic recovery generated, including infrastructure restoration, employment and sustainable income earning opportunities for crisis affected communities
Evaluation Budget(US $): 300,000
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: Global
Countries: GLOBAL
Lessons
Findings
Recommendations
1 1.1 Substitute seed funding of smaller projects with a long term programmatic approach to funding, providing guidance to holistic, multifaceted and contextually based programmes with clearly defined milestones and outcomes for improving the situation.
2 1.2 Develop new criteria for selection of priority countries based on: a) the seriousness of crisis in the country; b) whether the country is affected by sudden disasters or protracted crises, c) the capacity and needs of the CO and the government, and d) the support provided by other actors.
3 1.3 Develop a special monitoring and evaluation system for crisis affected countries that include crisis-sensitive indicators, frequent contextual analyses, and more frequent monitoring visits and reporting than in countries not affected by crisis.
4 1.4 When funding pilot projects, evaluate and consider scaling up successful projects across larger geographical, thematic or recipients' areas.
5 1.5 In collaboration with the country offices, establish procedures for solid and systematic contextual analyses to inform project and programme formulation, and to ensure that projects and programmes are defined with realistic outcomes, milestones and benchmarks that can be used to monitor, review, evaluate and adjust their implementation accordingly.
6 1.6 Provide guidance to COs and other actors and take leadership in securing relevant and timely application of the right methods and tools in programme planning and implementation, starting from the analytical work needed in a given crisis and stretching all the way through the programme cycle, thus ensuring that the complexity of crisis is captured in the way programmes are identified, planned and implemented.
7 1.7 Help the country offices develop their relationship with donors into more pro-active partnerships involving the donors before, during and as a follow up to programme implementation.
8 2.1 Invest in in-depth analyses of conflicts and crises, funding of senior peace and policy experts employed by the country offices such as Peace and Development Advisors (PDA), and in active advice and guidance on particularly complex challenges.
9 2.2 Bolster regular field level monitoring and reviews of projects to ensure meeting of benchmarks, timeliness and quality of implementation.
10 2.3 Establish strategic partnership frameworks for all BCPR priority countries including a comprehensive context analysis with a clearly defined and coherent CPR strategy; (priority areas, technical assistance and plans for joint resource mobilisation towards an estimated overall budget across 3-4 years; etc..)
11 2.4 Mainstream CPR within CO support strategies and programmes, through the formal inclusion of BCPR in all stages of country programme formulation.
12 2.5 Invest in the development of an effective approach to partnerships with governments and CSOs ensuring equitable partnership models with a significant focus on building on and strengthening local resources and including sustainability and exit strategies.
13 3.3 Offer valid strategies, based on experience and analysis, for creating an enabling environment for peace in the absence of a peace treaty.
14 3.4 In collaboration with CPR experts from country offices, BCPR should use Early Recovery to target windows of opportunity before, during and after violent conflicts, and act as a source of funding, a resource for pro-active methodologies and rapidly deployed experts.
1. Recommendation: 1.1 Substitute seed funding of smaller projects with a long term programmatic approach to funding, providing guidance to holistic, multifaceted and contextually based programmes with clearly defined milestones and outcomes for improving the situation.
Management Response: [Added: 2013/03/19] [Last Updated: 2014/02/13]

The "seed funding" approach of BCPR responds, first to the imperative of strategic resource management and reduced funding availability. Going forward, chances are that the current financial situation will result in more, rather than less, instances of seed funding, and even fewer fully-funded medium to long-term BCPR projects. For BCPR one effective way out is to link BCPR seed funding to broader CO programming, and to accompany such funding with explicit strategies to support CO resource mobilization. The ongoing development of Multi-Year Support Strategies (MYSS) for all priority countries is a good starting point and will provide a good framework for improving the effectiveness of seed funding that is linked to long-term programmatic approaches.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
1.1.1 Assess all projects benefiting from BCPR seed funding to ensure that they: i) include explicit resource mobilization strategies for BCPR and COs; and ii) are linked to longer-term CO programming.
[Added: 2013/03/19] [Last Updated: 2013/12/03]
BCPR 2012/12 Completed Compliance is ensured through systematic reviews of new proposals submitted for BCPR funding.
1.1.2 Ensure that Multi-Year Support Strategies support holistic national CPR programming and lay the ground work for longer-term programmatic approaches include explicit resource mobilization strategies for BCPR and COs; and ii) are linked to longer-term CO programming.
[Added: 2013/03/19] [Last Updated: 2013/12/03]
BCPR 2013/12 Completed Inter-team consultative process institutionalized to ensure MYSSs are comprehensive and coherent.
2. Recommendation: 1.2 Develop new criteria for selection of priority countries based on: a) the seriousness of crisis in the country; b) whether the country is affected by sudden disasters or protracted crises, c) the capacity and needs of the CO and the government, and d) the support provided by other actors.
Management Response: [Added: 2013/03/19] [Last Updated: 2013/12/03]

The criteria for prioritization were defined in 2010, further refined in 2011 and applied in collaboration with the Regional Bureaus, leading to the establishment of a 3-tier list of priority countries based on crisis intensity and support needs. The prioritization process however remains a crisis response strategy, making it difficult to prioritize countries for early crisis prevention. Ongoing strategy work on risk management, early warning and crisis prevention is expected to contribute towards prioritizing prevention.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
1.2.1. Build on the outcome of ongoing advocacy and strategy work on early warning and crisis (conflict and disaster) prevention in 2012 to formulate criteria for establishing priority country lists based on crisis risk exposure and vulnerability, as well as prevention exigencies and opportunities.
[Added: 2013/03/19] [Last Updated: 2013/12/03]
BCPR 2012/12 Completed The list of BCPR priority countries is established at the beginning of each year based on criteria of crisis risks and vulnerabilities
3. Recommendation: 1.3 Develop a special monitoring and evaluation system for crisis affected countries that include crisis-sensitive indicators, frequent contextual analyses, and more frequent monitoring visits and reporting than in countries not affected by crisis.
Management Response: [Added: 2013/03/19] [Last Updated: 2013/12/03]

The most detailed and specific UNDP M&E guidelines for crisis settings are contained in the ?Compendium #1 ? Planning, Monitoring and Evaluation in Conflict Prevention and Recovery Settings? which makes the case for more focused, adapted and flexible M&E approaches and systems in those settings. The Compendium is however limited to post-conflict settings, does not address the specific issues of programme effectiveness in post-disaster settings, and is silent on the specific oversight, quality control, and results accountability systems that UNDP HQ (BCPR and Rbx) should establish. Recommended actions should build on the PME framework provided by the UNDP M&E Compendium, and taking into consideration the findings of the Portfolio Review and the experience of BCPR and COs to date in terms of timely and quality PMER:

Key Actions:

Key Action Responsible DueDate Status Comments Documents
1.3.1 Ensure that BCPR-funded projects in crisis-affected countries comply fully with the provisions of the "Compendium #1 Planning, Monitoring and Evaluation in Conflict Prevention and Recovery Settings".
[Added: 2013/03/19] [Last Updated: 2014/02/13]
BCPR 2013/12 Completed Compliance is ensured through systematic reviews of new proposals submitted for BCPR funding.
1.3.2 In cooperation with country offices and Rbx, develop country-specific RBM/M&E strategies for BCPR priority countries offices.
[Added: 2013/03/19] [Last Updated: 2014/12/18]
BCPR 2014/12 Completed Quality assurance for M&E strategies and plans fro priority country offices were ensured during the design of multi-year country support strategies. M&E and other RBM-related was provided upon request from COs and during the design of specific programmes and projects.
1.3.3 In cooperation with country offices and Rbx, develop country-specific RBM/M&E strategies for BCPR priority countries offices.
[Added: 2014/02/13] [Last Updated: 2016/03/18]
BCPR 2014/12 Completed History
4. Recommendation: 1.4 When funding pilot projects, evaluate and consider scaling up successful projects across larger geographical, thematic or recipients' areas.
Management Response: [Added: 2013/03/19] [Last Updated: 2013/12/03]

There has not been an adequate and deliberate attempt within BCPR to distinguish between pilot and other regular projects, and to systematically apply pilot project methodologies as required.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
1.4.1 Identify pilot nature of projects at the earliest stages of project formulation and set process for evaluation and determination of future replicability and/or scaling up of results.
[Added: 2013/03/19] [Last Updated: 2013/12/03]
BCPR 2013/12 Completed Compliance is ensured during the design of new proposals
1.4.2 Assess ongoing/completed pilot projects to identify lessons learned and possibilities for scaling up successful projects.
[Added: 2013/03/19] [Last Updated: 2014/02/13]
BCPR 2013/12 Completed A number of pilot projects were assessed for identification of lessons learned, and for scaling up and formulation of next phases (e.g. DDR and peacebuilding projects in Timor-Leste, DRR portfolio in Sri Lanka; Early recovery pilot project in Honduras)
5. Recommendation: 1.5 In collaboration with the country offices, establish procedures for solid and systematic contextual analyses to inform project and programme formulation, and to ensure that projects and programmes are defined with realistic outcomes, milestones and benchmarks that can be used to monitor, review, evaluate and adjust their implementation accordingly.
Management Response: [Added: 2013/03/19] [Last Updated: 2013/12/03]

BCPR already conducts context analysis across the entire range of CPR programming areas. It is important to directly link these analyses to programme and project identification and to MYSS formulation to reach a shared understanding between BCPR and the CO and Rbx concerned of the critical CPR issues facing the country and expectations for BCPR support.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
1.5.1 Ensure, as a condition for BPAC approval, that CPR project proposals are based on solid substantive baseline analyses and guided by credible theories of change.
[Added: 2013/03/19] [Last Updated: 2013/12/03]
BCPR 2013/12 Completed Compliance is ensured through systematic reviews of new proposals submitted for BCPR funding.
1.5.2 Ensure that lessons learned from quality analysis, including evaluations, feed into project/programme formulation (e.g. SPF/UNDAF for Nepal, analysis integrated in the UNDAF for Colombia, situation analysis by PBCPU Kenya).
[Added: 2013/03/19] [Last Updated: 2013/12/03]
BCPR 2012/12 Completed Minimum compliance ensured through the BPAC review process.
6. Recommendation: 1.6 Provide guidance to COs and other actors and take leadership in securing relevant and timely application of the right methods and tools in programme planning and implementation, starting from the analytical work needed in a given crisis and stretching all the way through the programme cycle, thus ensuring that the complexity of crisis is captured in the way programmes are identified, planned and implemented.
Management Response: [Added: 2013/03/19] [Last Updated: 2013/12/03]

Achieving this objective would be greatly facilitated and enhanced by: i) in-depth knowledge of the actual CPR capabilities of each CPR priority country; ii) a shared approach to CO support within BCPR (between technical and country support teams ? one BCPR approach) as well as between BCPR and the COs and Rbx concerned.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
1.6.1 Conduct formal and participatory assessments (BCPR, COs, Rbx) of the current CPR and RBM capacities of UNDP COs in priority countries and provide required capacity development support in cooperation with the RBxs.
[Added: 2013/03/19] [Last Updated: 2013/12/03]
BCPR 2013/12 Completed Assessment of the country offices? RBM capacities is currently undertaken by the Regional Bureaux at the request from the SCIG and the ExO. The development of MYSS documents by BCPR is also informed by similar assessments.
1.6.2 Extend participation in BCPR?s Country Support Teams to other relevant UNDP units as needed (COs, RBx, BDP, BERA, etc...)
[Added: 2013/03/19] [Last Updated: 2013/12/03]
BCPR 2012/12 Completed BCPR-led Country Support Team meetings include representatives from relevant UNDP units
7. Recommendation: 1.7 Help the country offices develop their relationship with donors into more pro-active partnerships involving the donors before, during and as a follow up to programme implementation.
Management Response: [Added: 2013/03/19] [Last Updated: 2013/12/03]

As BCPR contributions to country level CPR initiatives evolve more and more into seed funding, it is important to include in projects benefiting from BCPR seed funds explicit strategies for BCPR RM support to COs.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
1.7.1 Assess and clarify, as part of project and/or MYSS formulation, the partnership development and resource mobilization roles of BCPR and COs, based on their respective comparative advantages in the area concerned.
[Added: 2013/03/21] [Last Updated: 2014/02/13]
BCPR 2013/12 Completed Compliance is ensured through peer review of draft MYSS documents.
1.7.2 Integrate specific provisions with regard to resource mobilization and development of partnerships in the MYSS and new project documents.
[Added: 2013/03/21] [Last Updated: 2014/02/13]
BCPR 2013/12 Completed
1.7.3 Provide support and guidance to country offices in identifying and seizing opportunities for partnerships, resource mobilization and monitoring use of Donor Funds.
[Added: 2013/03/21] [Last Updated: 2014/02/13]
BCPR 2013/12 Completed
8. Recommendation: 2.1 Invest in in-depth analyses of conflicts and crises, funding of senior peace and policy experts employed by the country offices such as Peace and Development Advisors (PDA), and in active advice and guidance on particularly complex challenges.
Management Response: [Added: 2013/03/19] [Last Updated: 2013/12/03]

This recommendation needs to be unpacked into its 3 components: i) investing in conflict analysis; ii) funding of Peace and Development Advisors; and iii) Ongoing advice to COs in complex (political) environments. With regard to the first sub-recommendation, BCPR is already investing in conflict analysis. A major initiative underway is the review of the CDA. Regarding funding for PDAs, BCPR should advocate for and work toward integrating, in the medium to long term, PDAs as a regular dedicated cadre of staff within UNDP. To do so, BCPR can provide catalytic funding to expand their numbers and maintain quality control through providing technical and strategic guidance on their roles and remits. PDAs should evolve from being ad hoc to being regularly deployed staff in complex governance situations. This will also greatly enhance BCPR?s ability to provide continuous advice and support to RCs offices in such circumstances as per part iii above.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
2.1.1 Finalize the revision/update of CDA tool and conduct formal training on conflict analysis across UNDP programme staff, starting with staff in CPR priority countries (from October 2012).
[Added: 2013/03/21] [Last Updated: 2013/12/03]
BCPR 2013/06 Completed The revision of the new CDA tool was finalized in June 2013. The CDA roll-out commenced in July 2013, with training-of-trainers workshop for 30 UNDP practitioners, who subsequently delivered training for the priority country offices in Africa (Sept. 2013), and Asia (Oct 2013) regions.
2.1.2 Provide required support to priority countries in using the CDA tool for baseline analyses in conflict and post-conflict programming environments, and build its use into project identification and formulation;
[Added: 2013/03/21] [Last Updated: 2013/12/03]
BCPR 2013/12 Completed The new CDA tool was also applied in selected priority countries (e.g. Myanmar, Yemen, Afghanistan).
2.1.3 Make a strategic decision on the deployment of PDAs to each priority country, based on the analysis of country offices? most critical capacity gaps. The profiles of the PDAs should be defined on the basis of the analysis of the context and key conflict related challenges.
[Added: 2013/03/21] [Last Updated: 2013/12/03]
BCPR 2013/12 Completed The decisions on PDAs? deployments are based on the analysis of critical gaps and the profiles (TORs) for incumbents are defined on the basis of country specific context and challenges.
2.1.4 Drawing on the SG?s PC 18/01/2012 decision, conduct advocacy and resource mobilization around UNDP?s support to RC/RRs in complex political situations, to help them undertake preventive action and other strategic initiatives, and to provide critical support through PDAs
[Added: 2013/03/21] [Last Updated: 2016/03/18]
BCPR 2014/12 Completed History
9. Recommendation: 2.2 Bolster regular field level monitoring and reviews of projects to ensure meeting of benchmarks, timeliness and quality of implementation.
Management Response: [Added: 2013/03/19] [Last Updated: 2013/12/03]

Country offices should benefit from continuous BCPR support in strengthening compliance with standard M&E practices

Key Actions:

Key Action Responsible DueDate Status Comments Documents
2.2.1 Establish, at the beginning of each year, or as part of SURGE successor arrangements, an M&E plan for each priority country, including permanent contact and exchange between BCPR technical staff and CO technical project experts (in close and constant consultation with CO Management and BCPR Country Support staff);
[Added: 2013/03/21] [Last Updated: 2014/12/18]
BCPR 2014/12 Completed M&E plans developed for each crisis country as part of SURGE successor arrangements. Additional BCPR support was provided upon requests (e.g. M&E for UNDAF/CPD in Mali, M&E for the Durable Solutions Initiative in Kyrgyzstan, etc.).
2.2.2 Conduct regular monitoring missions to Priority countries as needed (including PPD results monitoring, compliance and support missions)
[Added: 2013/03/21] [Last Updated: 2013/12/03]
BCPR 2013/12 Completed Results monitoring missions are undertaken yearly (7 in 2012, 9 in 2013)
10. Recommendation: 2.3 Establish strategic partnership frameworks for all BCPR priority countries including a comprehensive context analysis with a clearly defined and coherent CPR strategy; (priority areas, technical assistance and plans for joint resource mobilisation towards an estimated overall budget across 3-4 years; etc..)
Management Response: [Added: 2013/03/19] [Last Updated: 2013/03/21]

No action required. The guidelines for the preparation of the Multi-Year Support Strategies (MYSS) have been developed and are being applied to establish strategic partnership arrangements for priority countries.

Key Actions:

11. Recommendation: 2.4 Mainstream CPR within CO support strategies and programmes, through the formal inclusion of BCPR in all stages of country programme formulation.
Management Response: [Added: 2013/03/19] [Last Updated: 2013/12/03]

There is agreement within BCPR to work more closely with COs and Regional Bureaux to strengthen its participation in all country planning processes to ensure that CPR-related concerns are integrated in country programmes and the earliest possible phase.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
2.4.1 Establish and continually monitor and update a plan for BCPR participation in Country UNDAF/CPD processes based on related country programming cycles, in liaison with DOCO, the RDTs and other agencies as needed to leverage inter-agency synergies
[Added: 2013/03/21] [Last Updated: 2014/02/13]
BCPR 2013/12 Completed The BCPR representatives regularly participate in UNDAF/CPD processes.
2.4.2 In close consultation with Rbx and COs, establish, assign BCPR country focal points to the UNDAF/CPD support review groups established by the RBx.
[Added: 2013/03/21] [Last Updated: 2013/12/03]
BCPR, RBx 2013/12 Completed BCPR country focal points systematically engage in UNDAF/CPD review groups established.
12. Recommendation: 2.5 Invest in the development of an effective approach to partnerships with governments and CSOs ensuring equitable partnership models with a significant focus on building on and strengthening local resources and including sustainability and exit strategies.
Management Response: [Added: 2013/03/19] [Last Updated: 2013/12/03]

There are two sub-recommendations here: i) Invest in national partnerships (Government and CSOs); ii) Strengthen sustainability of results through appropriate exit strategies. BCPR does not seek to establish direct partnerships with governments as part of its support strategies. Rather, it works through COs to strengthen CPR partnerships across the board, including with governments and other local partners. While partnerships with governments are a given (all CPR programmes are government owned and sanctioned) there is scope for improvement of partnerships with CSOs, and have been responsible for many recent performance gaps identified in the implementation of pooled funds. The development of exit strategies has to be part of the capacity development approach to CPR (Section 3 below).

Key Actions:

Key Action Responsible DueDate Status Comments Documents
2.5.1 In close collaboration with country offices assess the potential for integration of CSOs in programming, assess reasons for current gaps identified in UNDP/CSO partnerships, and a strategy to address them.
[Added: 2013/03/21] [Last Updated: 2014/12/18]
BCPR 2014/11 Completed Opportunities for substantive engagement with civil society (where relevant) are identified as part of the support in programme development (e.g. in the framework of UN WOMEN, UNDP and EU joint programme, BCPR is supporting the Timor-Leste CO in managing the small grant component for involvement of local NGOs in peacebuilding and conflict prevention work.
2.5.2 All BCPR project proposals should include a component on substantive engagement with, and capacity development for, civil society.
[Added: 2013/03/21] [Last Updated: 2014/12/18]
BCPR 2014/11 Completed Opportunities for substantive engagement with civil society (where relevant) are identified as part of the support in programme development (e.g. in the framework of UN WOMEN, UNDP and EU joint programme, BCPR supported the Timor-Leste CO in managing the small grant component for involvement of local NGOs in peacebuilding and conflict prevention work).
2.5.3 Accelerate the development of corporate guidelines for partnering with NGOs/CSOs in CPR settings.
[Added: 2013/03/21] [Last Updated: 2014/12/18]
BCPR 2013/12 No Longer Applicable The process of developing the guidelines is no longer required.
13. Recommendation: 3.3 Offer valid strategies, based on experience and analysis, for creating an enabling environment for peace in the absence of a peace treaty.
Management Response: [Added: 2014/02/13] [Last Updated: 2014/02/13]

Specialized training and capacity development activities will be implemented support the enabling environment.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
3.3.1 Provide training and skills enhancement, for CO Staff, national counterparts, and relevant CSOs in Peacebuilding, conflict resolution, mediation and reconciliation. (Other aspects of the recommendation to be considered as part of the PB review action plan.)
[Added: 2014/02/13]
BCPR 2013/12 Completed Series of specialized worskhops, training and community of practice meetings on peacebuilding, conflict resolution, and reconciliation were conducted for CO staff, national counterparts and CSOs in 2012-2013.
14. Recommendation: 3.4 In collaboration with CPR experts from country offices, BCPR should use Early Recovery to target windows of opportunity before, during and after violent conflicts, and act as a source of funding, a resource for pro-active methodologies and rapidly deployed experts.
Management Response: [Added: 2014/02/13]

Ensure that ER policies and guidelines are updated accordingly

Key Actions:

Key Action Responsible DueDate Status Comments Documents
3.4.1 In developing each post-crisis recovery framework, BCPR should assemble multi-disciplinary team to assist the CO in better targeting potential windows of opportunity for early recovery and longer- term programming. Make the existence of such a team one of the criteria for approving such CPR frameworks.
[Added: 2014/02/13] [Last Updated: 2014/12/18]
BCPR 2013/11 Completed Country Support Teams serve as a mechanism for assembling multi-disciplinary teams to assist COs in designing and implementing early recovery programmes
3.4.2 Ensure that signature product guidelines are designed to incorporate and encourage proactive identification of ER opportunities, and to build capacities for prevention and preparedness;
[Added: 2014/02/13]
BCPR 2014/12 Completed Signature product guidelines developed and launched (January 2013)
3.4.3. Provide improved technical support from relevant BCPR teams to country offices for CAP and flash appeals and ER project submissions
[Added: 2014/02/13]
BCPR 2013/12 Completed
3.4.4 Ensure and support UNDP country level participation in global clusters
[Added: 2014/02/13] [Last Updated: 2014/12/18]
BCPR 2014/12 Completed Support provided by HQ teams on case by case basis where humanitarian cluster system has been rolled out.
3.4.5 Review and improve UNDP business practices related to provision of early recovery guidance / tools / expertise.
[Added: 2014/02/13] [Last Updated: 2016/03/18]
BCPR 2014/12 Completed CWGER Guidance Note and UNDP ER Policy are both under revision. A roster for expertise has been established and trainings are taking place November-December. History

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