Independent Evaluation of United Nations Inter-Agency Project on Human Trafficking in the Greater Mekong Sub-region (UNIAP) Phase III 2007-2013

Report Cover Image
Evaluation Plan:
2012-2016, Thailand
Evaluation Type:
Project
Planned End Date:
03/2012
Completion Date:
03/2012
Status:
Completed
Management Response:
Yes
Evaluation Budget(US $):
72,500

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Title Independent Evaluation of United Nations Inter-Agency Project on Human Trafficking in the Greater Mekong Sub-region (UNIAP) Phase III 2007-2013
Atlas Project Number: 00053709, 00059470-4, 00083770
Evaluation Plan: 2012-2016, Thailand
Evaluation Type: Project
Status: Completed
Completion Date: 03/2012
Planned End Date: 03/2012
Management Response: Yes
Focus Area:
  • 1. Democratic Governance
Corporate Outcome and Output (UNDP Strategic Plan 2018-2021)
  • 1. Effective, responsive, accessible and fair justice systems promote the rule of law, including both formal and informal processes, with due consideration on the rights of the poor, women and vulnerable groups
Evaluation Budget(US $): 72,500
Source of Funding: $ 32.5K from Project funding and $ 40K from UNICEF, ILO, UNODC and IOM
Joint Programme: No
Joint Evaluation: No
Evaluation Team members:
Name Title Nationality
Asmita Naik Team Leader
GEF Evaluation: No
Key Stakeholders: Relevant Government Countries, Donors and UN Agencies
Countries: THAILANDTHAILAND
Lessons
Findings
Recommendations
1 The project should continue beyond the end of 2013 but with significant changes.
2 Objectives to be revised; there should be two objectives instead of four.
3 Objectives implemented separately: a) A firewall needs to exist between these two project objectives with a clear demarcation of staff, budgets, and activities. b) The separation should allow the COMMIT/Government function to be serviced by an autonomous unit.
4 Inter-agency character to change; the project should retain an inter-agency service function (as shown by the two objectives above) but it should no longer be under inter-agency management.
5 Name of the project to change; the name will need to change since it comprises the words ?inter-agency?.
6 Management structure to change; it is recommended that the project comes under one organisation rather than interagency management and stays with UNDP for the time being under a stronger management structure in the UNDP Asia Pacific Regional Centre (APRC).
7 Governance structure to change; full management responsibility should pass to UNDP APRC and the project management board.
8 8. Changes to take place as soon as is feasible: a) Changes should happen as soon as possible taking into account a number of issues. b) From now till end 2013 should be considered a transitional phase in which preparations take place for a seamless move from this phase to the next. c) Stakeholders to allow UNDP to work out the specific date for transition sometime in 2013.
9 Interim arrangements to be put in place for the transitional phase: a) UNDP to appoint a dedicated part-time manager with strong management experience to line manage UNIAP with immediate effect. b) The line manager can be seated in UNDP APRC if it takes over the project with immediate effect. If this is not an option, the line manager will be situated in the UNRC Thailand office, as now, reporting to the UNRC. c) Stakeholders to decide on the design of the new phase. UNDP will facilitate the process: it will consult the counter-trafficking community and place particular emphasis on ensuring any proposed design meets the requirements of intended beneficiaries (Governments) and the organisation designated to manage and implement the project post 2013. This applies to both scenarios: whether the project stays with the UNRC or if it moves to UNDP APRC with immediate effect. d) Stakeholders to monitor the follow-up and implementation of the recommendations contained in this evaluation report. This applies to both scenarios: whether the project stays with the UNRC or if it moves to UNDP APRC with immediate effect. e) If the project stays with the UNRC until the current phase is over, UNDP should be given a seat on the PMB in order to have a say in decision-making about the project.
10 Appointment of interim part-time line manager to oversee the project with immediate effect until end of phase III; UNDP to make the appointment of a line manager a priority.
11 UNDP Regional Bureau for Asia Pacific in New York to take charge of all key decisions; UNDP RBAP to approve all management and funding decisions until Phase III is over and/or until currently vacant top management posts in the region are permanently filled.
12 Prepare a management response and action plan until the end of Phase III; UNDP to prepare a management plan covering steps required to successfully conclude this phase of the project and transit to the next as well as follow-up to issues arising in this evaluation.
1. Recommendation: The project should continue beyond the end of 2013 but with significant changes.
Management Response: [Added: 2012/12/13] [Last Updated: 2012/12/13]

Discussions with the main stakeholders continue on the subject.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Develop follow-on project to UNIAP in consultation with stakeholders
[Added: 2013/12/23]
APRC 2013/12 Completed New follow-on project, Action for Cooperation against Trafficking in Persons (ACTIP), has been designed with inputs from stakeholders. Three government endorsements have been received and project document is expected to be signed by end-2013.
2. Recommendation: Objectives to be revised; there should be two objectives instead of four.
Management Response: [Added: 2012/12/13]

Will be carried out in the new phase of the project.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Discuss during development of follow-on project to UNIAP
[Added: 2013/12/23]
APRC 2013/12 Completed
3. Recommendation: Objectives implemented separately: a) A firewall needs to exist between these two project objectives with a clear demarcation of staff, budgets, and activities. b) The separation should allow the COMMIT/Government function to be serviced by an autonomous unit.
Management Response: [Added: 2012/12/13] [Last Updated: 2012/12/19]

This will be considered for the design of the next phase of the project.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Discuss during development of follow-on project to UNIAP
[Added: 2013/12/23]
APRC 2013/12 Completed
4. Recommendation: Inter-agency character to change; the project should retain an inter-agency service function (as shown by the two objectives above) but it should no longer be under inter-agency management.
Management Response: [Added: 2012/12/13]

UNDP APRC has taken over full responsibility for UNIAP management, effective 19 March 2012. All management and funding decisions are now being undertaken by APRC, which is under the UNDP Regional Bureau for Asia Pacific, and all discussions with donor governments are required to include APRC.

Key Actions:

Key Action Responsible DueDate Status Comments Documents

[Added: 2013/12/23]
2013/12 Completed As already stated in the management response, APRC has taken over full responsibility for UNIAP management, effective 19 March 2012, and the project is handled strictly as a UNDP project.
5. Recommendation: Name of the project to change; the name will need to change since it comprises the words ?inter-agency?.
Management Response: [Added: 2012/12/13] [Last Updated: 2013/01/02]

There will be no name change of the project; the name of the project and branding as UNIAP will continue through 2013.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Discuss during development of follow-on project to UNIAP
[Added: 2013/12/23]
APRC 2013/12 Completed New project?s name will be Action for Cooperation against Trafficking in Persons (ACTIP)
6. Recommendation: Management structure to change; it is recommended that the project comes under one organisation rather than interagency management and stays with UNDP for the time being under a stronger management structure in the UNDP Asia Pacific Regional Centre (APRC).
Management Response: [Added: 2012/12/13]

Same as management response for point 4.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
APRC take over management of UNIAP
[Added: 2013/12/23]
APRC (Rathin) 2012/12 Completed All processes clarified between UNRC Thailand Office and taken over by APRC.
7. Recommendation: Governance structure to change; full management responsibility should pass to UNDP APRC and the project management board.
Management Response: [Added: 2012/12/13]

7.1 Changes to the Project Document, to officially shift responsibility as Principle Project Recipient (PPR) from the UNRC for Thailand to the UNDP APRC Manager. 7.2 Revised membership and TOR for PMB and Inter-Agency Advisory Group (formerly the Project Steering Committee)

Key Actions:

Key Action Responsible DueDate Status Comments Documents
1) Change Principal Project Recipient (PPR) to APRC Manager 2) Revise/develop TORs for PMB and Inter-agency Advisory Group
[Added: 2013/12/23]
APRC (Rathin/Clif) 2012/09 Completed Changes were formally approved at PMB meeting in 20 September 2012.
8. Recommendation: 8. Changes to take place as soon as is feasible: a) Changes should happen as soon as possible taking into account a number of issues. b) From now till end 2013 should be considered a transitional phase in which preparations take place for a seamless move from this phase to the next. c) Stakeholders to allow UNDP to work out the specific date for transition sometime in 2013.
Management Response: [Added: 2012/12/13]

Same as management response for point 4.

Key Actions:

Key Action Responsible DueDate Status Comments Documents

[Added: 2013/12/23]
2012/12 Completed
9. Recommendation: Interim arrangements to be put in place for the transitional phase: a) UNDP to appoint a dedicated part-time manager with strong management experience to line manage UNIAP with immediate effect. b) The line manager can be seated in UNDP APRC if it takes over the project with immediate effect. If this is not an option, the line manager will be situated in the UNRC Thailand office, as now, reporting to the UNRC. c) Stakeholders to decide on the design of the new phase. UNDP will facilitate the process: it will consult the counter-trafficking community and place particular emphasis on ensuring any proposed design meets the requirements of intended beneficiaries (Governments) and the organisation designated to manage and implement the project post 2013. This applies to both scenarios: whether the project stays with the UNRC or if it moves to UNDP APRC with immediate effect. d) Stakeholders to monitor the follow-up and implementation of the recommendations contained in this evaluation report. This applies to both scenarios: whether the project stays with the UNRC or if it moves to UNDP APRC with immediate effect. e) If the project stays with the UNRC until the current phase is over, UNDP should be given a seat on the PMB in order to have a say in decision-making about the project.
Management Response: [Added: 2012/12/13]

Same as management response for point 4.

Key Actions:

Key Action Responsible DueDate Status Comments Documents

[Added: 2013/12/23]
2013/12 Completed APRC managed UNIAP and design of follow-on project, ACTIP. Stakeholders (governments) requested that ACTIP be managed by APRC, and the UNRCs and donors expressed that they would follow the governments? preference.
10. Recommendation: Appointment of interim part-time line manager to oversee the project with immediate effect until end of phase III; UNDP to make the appointment of a line manager a priority.
Management Response: [Added: 2012/12/13]

One of the five UNDP APRC Regional Practice Leaders has been assigned to manage the project through the remainder of Phase III of the Project. UNIAP Regional Staff now report to him.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Identify part-time line manager
[Added: 2013/12/23]
APRC (Rathin) 2012/04 Completed Clifton Cortez, Practice Leader, APRC, was delegated
11. Recommendation: UNDP Regional Bureau for Asia Pacific in New York to take charge of all key decisions; UNDP RBAP to approve all management and funding decisions until Phase III is over and/or until currently vacant top management posts in the region are permanently filled.
Management Response: [Added: 2012/12/13]

Same as management response for point 4.

Key Actions:

Key Action Responsible DueDate Status Comments Documents

[Added: 2013/12/23]
2013/12 Completed
12. Recommendation: Prepare a management response and action plan until the end of Phase III; UNDP to prepare a management plan covering steps required to successfully conclude this phase of the project and transit to the next as well as follow-up to issues arising in this evaluation.
Management Response: [Added: 2012/12/13]

Same as management response for point 4.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Prepare management response and action plan
[Added: 2013/12/23]
Luc Stevens 2012/09 Completed Prepare management APRC worked with the RC Office to prepare the RC?s management response to the evaluation. As the evaluation was undertaken before UNDP APRC?s involvement with UNIAP, it was agreed that any response to the evaluation must come from the UNRC?s office

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