Assessment of Development Results (ADR) : Timor Leste

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Evaluation Plan:
2009-2013, Independent Evaluation Office
Evaluation Type:
ICPE/ADR
Planned End Date:
12/2013
Completion Date:
12/2013
Status:
Completed
Management Response:
Yes
Evaluation Budget(US $):
160,000

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Title Assessment of Development Results (ADR) : Timor Leste
Atlas Project Number:
Evaluation Plan: 2009-2013, Independent Evaluation Office
Evaluation Type: ICPE/ADR
Status: Completed
Completion Date: 12/2013
Planned End Date: 12/2013
Management Response: Yes
Corporate Outcome and Output (UNDP Strategic Plan 2014-2017)
Evaluation Budget(US $): 160,000
Source of Funding:
Joint Programme: No
Joint Evaluation: No
Evaluation Team members:
Name Title Email Nationality
Vijayalakshmi Vadivelu IEO Evaluation Manager INDIA
S.V. Divvaakar Team member, Independent Consultant svdivvaakar@aceglobalconsulting.com INDIA
Norma Kriger Team member, Independent Consultant
Lee Risby Team member, Independent Consultant LEEALEXANDER986@GMAIL.COM
GEF Evaluation: No
Key Stakeholders:
Location of Evaluation: Country Level
Countries: Timor-Leste
Lessons
Findings
Recommendations
1 UNDP programmes should provide the right balance of demonstration projects and policy support. As a new nation, Timor- Leste is keen to accelerate development and address short-term needs as part of long-term institutional strengthening, and the UNDP programme should reflect these aspirations. Developing strategic partnerships for institutional and human resource capacity development; and identifying areas where its support would complement ongoing development efforts are central to UNDP?s contribution to development results in Timor-Leste.
2 UNDP should prioritize support to government policy and programming to address poverty, inequality and unemployment. This approach should facilitate the government?s inclusive growth agenda, should take into account the need to bridge rural-urban disparities and should generate employment in the non-oil segment of the economy. UNDP should make explicit linkages between programme assumptions and processes and how interventions contribute to efforts that provide opportunities for the poor in an oil-based economy.
3 Based on its long-term engagement in the governance sector, UNDP is strongly positioned to play a larger role in systematically developing human resource and institutional capacities. In the forthcoming programme, UNDP should be more selective about the programmes in the governance sector and the role the agency plays. With the UNMIT withdrawal, UNDP should define the roles it can play in coordination and should more proactively engage in facilitating the coordination of human and institutional capacity development and sector working groups that are relevant to UNDP programming.
4 UNDP should promote poverty?environment linkages. To improve the continuity of specific initiatives and reduce the administrative burden of national institutions, UNDP should adopt a programmatic approach to the environment portfolio.
5 Now that the building blocks of institutions are in place, UNDP should move away from the semi-humanitarian mode of peace- and state-building, which placed emphasis on substituting human resources, to a more strategic approach of strengthening institutions and human resource capacities. This shift should be made during the remaining period of the ongoing programme, in order to form a strong base for the forthcoming programme cycle.
6 The level and extent to which UNDP is prepared to take on various responsibilities following UNMIT?s withdrawal needs a clear strategy. While consolidating the progress made in key areas of support so far, UNDP should have a deliberate approach to deciding on focus areas, as it may not be efficient to take on the full range of UNMIT activities that fall within UNDP?s purview.
7 For effective programmes on poverty reduction and local governance, UNDP should strengthen its presence at the district level.
8 Gender equality is central to achieving peacebuilding and national development results, and a core UNDP programming principle. UNDP should further strengthen its commitment to promote gender equality and women?s empowerment, particularly as it relates to access to development resources and justice in the Timorese context. Leveraging the enabling national environment, UNDP should take a systematic approach to integrating gender equality and women?s empowerment as a key dimension in its programmes.
9 For more efficient programming, UNDP should review programme management and develop an appropriate strategy to adhere to the principles of New Deal that includes mutual accountability and the use of country systems.
10

UNDP should strengthen its own technical and advisory capacity to provide timely short-term advice to the government and to better engage with development partners. UNDP should take specific measures to strengthen results-based monitoring, particularly for programmes at the district and sub-district level. There should be adequate monitoring and oversight of district activities.

1. Recommendation: UNDP programmes should provide the right balance of demonstration projects and policy support. As a new nation, Timor- Leste is keen to accelerate development and address short-term needs as part of long-term institutional strengthening, and the UNDP programme should reflect these aspirations. Developing strategic partnerships for institutional and human resource capacity development; and identifying areas where its support would complement ongoing development efforts are central to UNDP?s contribution to development results in Timor-Leste.
Management Response: [Added: 2014/08/07] [Last Updated: 2015/06/08]

Agree in principle. However it should be noted that the country?s needs changed significantly during the evaluation period. One example was UNDP?s response to the 2006/2007 crisis which required an urgent shift in priorities. All related projects directly supported implementation of GoTL priorities, namely the Trust-Building Pillar of the National Recovery Strategy. These positively contributed towards the successful closure of the 65 IDP camps and the durable return and reintegration of more than 10,000 households. Should new urgent needs emerge in the future, similar shifts will be required. For long-term institutional strengthening programmes, all experiences gained were institutionalized into the national structure.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
The establishment of Peace Building and social cohesion department under MSS structure
[Added: 2015/06/08]
Sustainability Development and Resilient (SDR) 2012/01 Completed
Continue support provided to the institution in the area of policy planning and programming
[Added: 2015/06/08]
SDR 2013/01 Completed
Reflect the aspiration for long-term institutional strengthening in the 2015-2019 CPD
[Added: 2015/06/08]
SDR 2014/01 Completed
2. Recommendation: UNDP should prioritize support to government policy and programming to address poverty, inequality and unemployment. This approach should facilitate the government?s inclusive growth agenda, should take into account the need to bridge rural-urban disparities and should generate employment in the non-oil segment of the economy. UNDP should make explicit linkages between programme assumptions and processes and how interventions contribute to efforts that provide opportunities for the poor in an oil-based economy.
Management Response: [Added: 2014/08/07] [Last Updated: 2015/06/08]

Agree. Through two programmes, the Country Office is providing policy support to GoTL on key issues designed to address poverty, inequality and unemployment. The Social Business Project (SBP) is supporting the development of an Industrial Policy for the country. And the INFUSE project is supporting the policy framework for Micro-Finance Institutions (MFIs) particularly its financial inclusion section. In close coordination with the government, INFUSE is also building on lessons learned from the COMPASIS programme (2010-2013) to develop a standardized approach to savings groups (SGs)in rural areas, which often serve as community based providers of financial services and create local safety nets for the poor. Country Office is also participating in the Macroeconomic Working Group, established by the Ministry of Finance, which will have overall responsibility to monitor the progress and implementation of the Strategic Development Plan (SDR)) and aims to produce participative and inclusive analysis of a number of defined socio-economic issues (including agricultural production, job creation, economic diversification) so that policy makers can make evidence-based, well-informed policy. In 2015, the Country Office will launch the new National Human Development Report project, which will focus on Youth and Unemployment.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
NHDR Project Document signed
[Added: 2015/06/08]
SDR 2014/01 Completed
SBP support to GoTL Industrial Policy
[Added: 2015/06/08]
SDR 2015/01 Completed
Develop standardized approach to SGs in rural areas approved by the government
[Added: 2015/06/08]
SDR 2015/01 Completed
3. Recommendation: Based on its long-term engagement in the governance sector, UNDP is strongly positioned to play a larger role in systematically developing human resource and institutional capacities. In the forthcoming programme, UNDP should be more selective about the programmes in the governance sector and the role the agency plays. With the UNMIT withdrawal, UNDP should define the roles it can play in coordination and should more proactively engage in facilitating the coordination of human and institutional capacity development and sector working groups that are relevant to UNDP programming.
Management Response: [Added: 2014/08/07] [Last Updated: 2015/06/08]

Agree in principle. National institutions are now developing mechanisms for improved coordination within government institutions and in ensuring alignment of international cooperation with national programme and priorities. UNDP assistance to national counterpart Ministry of Justice (MoJ) in facilitating the Development Policy Coordination Mechanism (DPCM) exemplifies this shift. UNDP governance areas of intervention defined in the new CPD are based on extensive consultations with national counterparts and align with the new UNDAF. Institutional and individual capacity development needs for effective governance are crucial and evolving, which will require UNDP to respond agility and flexibility.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Assist MoJ in coordinating DPCM
[Added: 2015/06/08]
Democratic Governance 2014/01 Completed
Capacity building initiatives incorporated in CPD 2015-2019
[Added: 2015/06/08]
DG 2014/01 Completed
4. Recommendation: UNDP should promote poverty?environment linkages. To improve the continuity of specific initiatives and reduce the administrative burden of national institutions, UNDP should adopt a programmatic approach to the environment portfolio.
Management Response: [Added: 2014/08/07] [Last Updated: 2015/06/08]

Agree. The Country Office addressed this recommendation through the formulation of the new draft Country Programme 2015-2019. The new Country Programme does not conceptualize environment as a separate area or thematic portfolio, it identifies three main areas of work: sustainable development that covers poverty and environment, resilience building that covers disaster, environment and social protection and governance that covers transparency, accountability, efficiency as well a institutional issues related to climate change. Linkages between environment, poverty, resilience and governance are included in the new Country Programme.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
CPD (2015-2019) incorporates strengthening programme linkages between poverty reduction and environment
[Added: 2015/06/08]
SDR 2014/01 Completed
5. Recommendation: Now that the building blocks of institutions are in place, UNDP should move away from the semi-humanitarian mode of peace- and state-building, which placed emphasis on substituting human resources, to a more strategic approach of strengthening institutions and human resource capacities. This shift should be made during the remaining period of the ongoing programme, in order to form a strong base for the forthcoming programme cycle.
Management Response: [Added: 2014/08/07] [Last Updated: 2015/06/08]

Agree. Capacity assessment of Department of Peace Building and Social Cohesion (DPBSC) is supporting the formulation of a capacity development strategy framework. In order to maintain capacity and experiences gained by national staff through supported project/programme, government decided to absorb the staff into their structure as an exit strategy and its sustainability of the programme.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Shift to strengthening institutions and human resource capacity building
[Added: 2015/06/08]
CPR 2013/01 Completed
DPBSC/MSS 5 Year strategy Plan for programme and policy on Social Cohesion
[Added: 2015/06/08]
CPR 2013/01 Completed
CPD includes continued support for DPBSC five-year Strategic Plan
[Added: 2015/06/08]
CPR 2014/01 Completed
6. Recommendation: The level and extent to which UNDP is prepared to take on various responsibilities following UNMIT?s withdrawal needs a clear strategy. While consolidating the progress made in key areas of support so far, UNDP should have a deliberate approach to deciding on focus areas, as it may not be efficient to take on the full range of UNMIT activities that fall within UNDP?s purview.
Management Response: [Added: 2014/08/07] [Last Updated: 2015/06/08]

Agree. UNDP?s actively supported the development of the Joint Transition Plan to ensure a smooth transition to post UNMIT statebuilding. A matrix of the work of UNCT agencies was created and the UNDAF to better address changed realities. Specific programmes in progress during UNMIT, including PNTL, JSP, and PDHJ, have been revamped to the meet the new realities. These adjustments include a shift from capacity substitution to capacity building and a greater level of selectivity in specific initiatives.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Support to development of Joint Transition Plan
[Added: 2015/06/08]
RR & CD 2012/01 Completed
The CPD has taken careful note of the comparative advantages and development changes since UNMIT?s drawdown.
[Added: 2015/06/08]
RR & CD 2014/01 Completed
7. Recommendation: For effective programmes on poverty reduction and local governance, UNDP should strengthen its presence at the district level.
Management Response: [Added: 2014/08/07] [Last Updated: 2015/06/08]

Agree. New Sustainable Development and Resilience portfolio work areas of the new Country Programme 2015-2019 are exploring mechanisms for working more effectively at the district level, including basing staff in local administration in at least in 4 districts. This effort could be expanded to a coastal management project, funded by LDCF which will support the livelihoods of people in coastal districts. In the areas of Governance, UNDP will also support Secretary of State for Institutional Strengthening (SEFI) in designing and implementing a comprehensive capacity development for the new district officials.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Programme to support planning and implementation of GoTL?s decentralization and local development initiative in place.
[Added: 2015/06/08]
DG 2014/01 Completed
Recruitement of staff to be based in local administration in four districts under way
[Added: 2015/06/08]
DG 2014/01 Completed
8. Recommendation: Gender equality is central to achieving peacebuilding and national development results, and a core UNDP programming principle. UNDP should further strengthen its commitment to promote gender equality and women?s empowerment, particularly as it relates to access to development resources and justice in the Timorese context. Leveraging the enabling national environment, UNDP should take a systematic approach to integrating gender equality and women?s empowerment as a key dimension in its programmes.
Management Response: [Added: 2014/08/07] [Last Updated: 2015/06/08]

Agree. The new CPD (2015 ? 2019) mainstreams gender-equity through support for gender-sensitive measures to facilitate inclusive policy design, implementation and capacity development at sub-national levels. Additionally, national capacity will be particularly strengthened for using data and evidence to develop, monitor and evaluate national policies and programmes in the areas of decentralization, peace building, and gender equality. UNDP also implemented gender-specific projects like Women, Peace and Security (2102-2014) and works with UNCT agencies on joint GBV initiatives.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
CPD (2015-2019) mainstreams gender-equity in new initiatives
[Added: 2015/06/08]
SDR, DG 2014/01 Completed
9. Recommendation: For more efficient programming, UNDP should review programme management and develop an appropriate strategy to adhere to the principles of New Deal that includes mutual accountability and the use of country systems.
Management Response: [Added: 2014/08/07] [Last Updated: 2015/06/08]

Agreed. UNDP?s support of the g7+ Secretariat to expand the cooperation between fragile states will help consolidate experiences and lessons on building resilience and sustainability. To ensure national ownership of UNDP initiatives, the national priorities spelled out in the GoTL?s Strategic Development Plan serves as the basis for programme development. UNDP participates in the DPCM, including support to the Governance Group and support for DPMU/DPCM capacity through helping with matrices for an RBM approach to the 350 SDP goals. CPD (2014-2019) is formulated to maximize integration of UINDP M&E into GoTL and UNCT systems. Implementation of the HACT framework has started. UNDP has established a monitoring and evaluation office.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
HACT framework in process
[Added: 2015/06/08]
CO 2014/01 Completed
Establishment of a Results Management office
[Added: 2015/06/08]
Communication and Management Support Unit 2013/01 Completed
10. Recommendation:

UNDP should strengthen its own technical and advisory capacity to provide timely short-term advice to the government and to better engage with development partners. UNDP should take specific measures to strengthen results-based monitoring, particularly for programmes at the district and sub-district level. There should be adequate monitoring and oversight of district activities.

Management Response: [Added: 2014/08/07] [Last Updated: 2018/09/24]

Agreed. A data specialist and M&E resources will be recruited. 

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Recruitment of data and M&E specialist.
[Added: 2018/09/24] [Last Updated: 2018/12/12]
Management Support Unit 2018/01 Completed History

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