- Evaluation Plan:
- 2014-2018, Bhutan
- Evaluation Type:
- UNDAF
- Planned End Date:
- 06/2017
- Completion Date:
- 06/2017
- Status:
- Completed
- Management Response:
- Yes
- Evaluation Budget(US $):
- 50,000
One Programme - UNDAF Mid Term Review
| Document | Type | Language | Size | Status | Downloads |
|---|---|---|---|---|---|
 UNDAF Mid-Term Review - FINAL 01082016.pdf |
report | English | 1100.05 KB | Posted | 1140 |
| Management Response to UNDAF MTR Report_UNCT COUNTRY STRATEGY 2016-2018.pdf |
related-document | English | 849.70 KB | Posted | 1131 |
| Terms of Reference MTR consultant.pdf |
tor | English | 391.00 KB | Posted | 1083 |
 Management Response_UNDAF MTR_Final.doc |
related-document | English | 80.00 KB | Posted | 1071 |
| Title | One Programme - UNDAF Mid Term Review | |||
|---|---|---|---|---|
| Atlas Project Number: | ||||
| Evaluation Plan: | 2014-2018, Bhutan | |||
| Evaluation Type: | UNDAF | |||
| Status: | Completed | |||
| Completion Date: | 06/2017 | |||
| Planned End Date: | 06/2017 | |||
| Management Response: | Yes | |||
| Focus Area: |
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| Corporate Outcome and Output (UNDP Strategic Plan 2018-2021) | ||||
| Evaluation Budget(US $): | 50,000 | |||
| Source of Funding: | Project | |||
| Joint Programme: | Yes | |||
| Joint Evaluation: | Yes
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| Evaluation Team members: |
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| GEF Evaluation: | No | |||
| Key Stakeholders: | GNHC and UN agencies | |||
| Countries: | BHUTAN | |||
| Comments: | Resived from Outcome level 1 & 3 MTR to One Programme UNDAF MTR based on UNCT's decision to be completed by Q2 2017 |
| Lessons | |
|---|---|
| 1. | MONITORING The indicator framework of the One Programme is generally of good quality. However, almost a quarter of all indicators have no or insufficient data. This limits the indicator framework’s usefulness for effective monitoring. It led to a situation where the UN and its partners had difficulty using indicators for consistent monitoring, and the data for indicators was only comprehensively updated in mid-2016. 2. DELIVERY So far, the delivery of outputs planned for the One Programme, as measured by output indicators, has been uneven. On the one hand, the UN has significantly delivered on Outcome 1 (sustainable development) and Outcome 2 (social services). However, delivery has been considerably lagging for Outcome 3 (gender equality and child protection) and is uneven for Outcome 4 (good governance). 3. RESOURCES The resource gap for all four planned outcomes of the One Programme in mid-2016 is only 16 per cent when compared to expected resources by the end of 2016. However, the resource gap for Outcome 3 (gender equality and child protection) and Outcome 4 (good governance) is 55 per cent and 59 per cent respectively, which may explain lagging delivery under these outcomes. The UN will need to take action to close the gap by mobilizing additional resources and/or redistributing resources across outcomes. 4. DELIVERING AS ONE Delivering as One in Bhutan has resulted in a) being able to use it as an effective communication tool for the Government and other partners to better understand the work of the UN in Bhutan; b) avoiding and reducing overlaps within the UN and with other organizations; and c) being able to speak, to some extent, with one voice in negotiations with the Government. The UNCT established the UN Bhutan Country Fund (One Fund) in 2008 and since then has mobilized around USD 3.7 million. Of that amount, USD 1.2 million was mobilized for meeting the One Programme resource gap. To reduce the administrative burden on programme staff and national implementing partners, joint work plans at the outcome-level only are signed between the UN and national implementing partners. 5. COORDINATION However, the introduction of several inter-agency task teams appears to have increased transaction costs in terms of staff time, without necessarily fostering a clear understanding and knowledge of the UN’s value-add. This has also apparently resulted in additional planning, monitoring and coordination activities that go beyond complying with UN corporate requirements, while not reducing transaction costs at the level of individual agencies. There is little or no evidence to show that the current set-up, with a joint steering committee and five Outcome Groups, is working at the desired level. Given the uneven18 level of participation of its members, the Country Programme Board is not functioning at the desired level as an effective strategic decision-making body. Programme coordination is process-heavy and has put increased stress on Board members. This is confirmed by government representatives’ perception that — despite continued support for the UN’s efforts toward Delivering as One — many of the potential advantages of the One Programme have not translated to UN support in Bhutan becoming significantly more effective and efficient. |
| Findings | |
| 1. | Based on the understanding that outcomes and outputs should not be changed in the One Programme: A LIGHT, ADAPTIVE INTERIM COUNTRY STRATEGY • Emphasize outcomes over outputs in interim country strategy 2016-2018 for resident UN agencies to allow for more flexibility in adapting to a dynamic development context and for more flexible resource mobilization • Simplify indicators by excluding those that a) lack reliable data and b) do not relate to an ouput that is supported by the UN (or likely to be supported) • Adjust resource mobilization targets, if necessary REDUCE TIME SPENT ON PROCESSES Review terms of reference of the Country Programme Board • Replace a culture of compliance with a culture of flexibility based on a specific purpose/result and the context of Bhutan • Outcome Groups: o Review terms of reference of the Outcome Groups, including clarifying roles and responsibilities of the co-chair and facilitator of each Outcome Group o Reduce mandatory Outcome Group meetings to one day per year o Communicate or meet on a demand basis with flexible participation and only to carry out specific tasks FREE UP JOINT PROGRAMMES * Discontinue all IATTs that do not have a clear purpose/result • Free up the formulation process for joint programmes by encouraging individual UN agencies to provide leadership in developing project ideas and concept papers • Develop project ideas based on a flexible coalition of those that are willing (which may include some Outcome Group members but may also go beyond it) and have the capacity and/or available resources to participate — a “UN Think Tank” • In addition (or alternatively), encourage small-scale joint activities as testing grounds for joint programmes STRATEGIC DIVISION OF LABOUR FOR RESOURCE MOBILIZATION • Reaffirm the position of the Government as a partner of the UN in resource mobilization • A focus on new and emerging potential resources outside the reach of the Government o Resources that require the participation of multiple countries: Through its regional network of offices, the UN is well positioned to coordinate project ideas and applications o Vertical funds that require specific technical expertise19 o Resources where the donor prefers to engage a UN agency or NGO due to its sensitive nature, for example, in the area of human rights, civil society participation, transparency and corruption • Strategic positioning: Support the Government in implementing the Addis Ababa Action Agenda on financing for development, working toward implementation of Agenda 2030. |
| Recommendations | |
|---|---|
| 1 | UNDP portion only: Integrated development results are achieved against SDGs 1, 13 and 15, linking climate and biodiversity action with community resilience and livelihoods |
| 2 | The evidence base for blended development financing is developed and new sources pursued |
| 3 | The 12th Five Year Plan is developed in an inclusive manner with SDGs mainstreamed as appropriate. |
| 4 | The institutional and cross-sectoral strategic planning capacities of governance and justice sector partners is enhanced. |
1. Recommendation:
UNDP portion only:
Integrated development results are achieved against SDGs 1, 13 and 15, linking climate and biodiversity action with community resilience and livelihoods
Management Response: [Added: 2017/06/05] [Last Updated: 2018/11/08]
UNDP will support the Government in achieving integrated climate, biodiversity and livelihoods development results in line with the Royal Government’s decision to showcase action on SDGs 1 on poverty, 13 on climate action and 15 on biodiversity. UNDP will focus these efforts through the combined results of the National Adaptation Programme of Action (NAPA) II project on Addressing the Risks of Climate—related Disasters currently underway; the GEF-LDCF project on "Resilient Communities, Effective Biological Corridors" to commence implementation in 2017; and through the development of Bhutan's first Green Climate Fund project on Climate Smart Agriculture in Bhutan. UNDP will also work with the Royal Government on the steps necessary to ratify and implement the Paris Climate Agreement, including developing Bhutan’s Nationally Determined Contribution (NCD) from the Intended Nationally Determined Contribution (INDC), National Adaptation Plan (NAP) and Nationally Appropriate Mitigation Actions (NAMAs)
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| Focus on the combined results of the National Adaptation Programme of Action (NAPA) II project on Addressing the Risks of Climate—related Disasters currently underway; the GEF-LDCF project on "Resilient Communities, Effective Biological Corridors" to commence implementation in 2017; and through the development of Bhutan's first Green Climate Fund project on Climate Smart Agriculture in Bhutan
[Added: 2018/11/08] |
UNDP, GNHC, MoAF | 2018/10 | Completed | Completed including the GCF project proposal which is due for submission in the February board |
2. Recommendation:
The evidence base for blended development financing is developed and new sources pursued
Management Response: [Added: 2018/11/08]
Efforts to support Bhutan in leveraging new and varied sources of funding to support the achievement of development results will be pursued, including through innovative arrangements such as the combined Biodiversity and Climate Change Finance initiative (BIOFIN-CPEIR) that will seek to present a green investment plan for the 12th Five Year Plan, building multi-country SAARC Development Fund proposals in line with Government priorities, and supporting resource mobilization for the Parliament to implement a revised Strategic Plan in line with the SDGs
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| Combined Biodiversity and Climate Change Finance initiative (BIOFIN-CPEIR) that will seek to present a green investment plan for the 12th Five Year Plan
[Added: 2018/11/08] |
UNDP, GNHC, MoAF | 2017/12 | Completed | BIOFIN 2nd phase has been approved and NAP and EV project has been approved. |
3. Recommendation:
The 12th Five Year Plan is developed in an inclusive manner with SDGs mainstreamed as appropriate.
Management Response: [Added: 2018/11/08]
UNDP will support the inclusive development of Bhutan’s 12th Five Year Plan based on increasingly robust and disaggregated data with SDGs mainstreamed therein as appropriate to the national context. The Donor Roundtable to be supported in the Spring and the One Programme evaluation to be conducted in 2017 will both provide an opportunity for dialogue with and resource mobilization by the Government both related to GNH and SDG progress, and to deepen understanding of the shifting nature of UNDP-RGoB’s relationship from donor to partner.
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| Support the government in the development of Bhutan’s 12th Five Year Plan.
[Added: 2018/11/08] |
UNDP, Other UN Agencies & GNHC | 2017/06 | Completed | A dedicated 12th FYP project has been set up and financed the development of 12 FYP with UNDP’s lead. |
4. Recommendation:
The institutional and cross-sectoral strategic planning capacities of governance and justice sector partners is enhanced.
Management Response: [Added: 2018/11/08]
UNDP will consolidate its support to governance and justice counterparts in Bhutan to deliver results against SDGs 16 on strong institutions, 10 on inequality, and 5 on gender. To this end, UNDP will support Parliament in enhancing its legislative, oversight and representational capacities, collaborate with the Justice sector on the priorities articulated in their new White Paper to be mainstreamed into the 12th Plan, and support taking forward select results of the 2015/16 GNHC vulnerability assessment, including to enhance the enabling environment for ratification and implementation of the UN Convention on the Rights of Persons with Disabilities.
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| 1. Support Parliament in enhancing its legislative, oversight and representational capacities, collaborate with the Justice sector on the priorities articulated in their new White Paper to be mainstreamed into the 12th Plan, and support taking forward select results of the 2015/16 GNHC vulnerability assessment.
[Added: 2018/11/08] [Last Updated: 2018/11/13] |
UNDP, GNHC and Parliament Secretariat | 2017/12 | Completed | Virtual Zomdu centres set up, priorities included in the 12th Plan and Vulnerability assessment done. History | |
| 2. Support Parliament in enhancing its legislative, oversight and representational capacities, collaborate with the Justice sector on the priorities articulated in their new White Paper to be mainstreamed into the 12th Plan, and support taking forward select results of the 2015/16 GNHC vulnerability assessment.
[Added: 2018/11/08] [Last Updated: 2018/11/13] |
UNDP, GNHC and Parliament Secretariat | 2017/12 | Completed | Virtual Zomdu centres set up, priorities included in the 12th Plan and Vulnerability assessment done. History |