Livelihoods and Economic Recovery Interventions from 2009 until 2012

Report Cover Image

Share

Document Type Language Size Status Downloads
Download document Terms of Reference - Livelihoods and Economic Recovery Evaluation.docx tor English 48.49 KB Posted 376
Download document Livelihoods and Economic Recovery Evaluation Report.docx report English 377.56 KB Posted 443
Title Livelihoods and Economic Recovery Interventions from 2009 until 2012
Atlas Project Number:
Evaluation Plan: 2009-2013, Bureau for Policy and Programme Support
Evaluation Type: Thematic
Status: Completed
Completion Date: 07/2014
Planned End Date: 07/2014
Management Response: Yes
Corporate Outcomes (UNDP Strategic Plan 2008-20013)
Evaluation Budget(US $): 100,000
Source of Funding: UNDP
Joint Programme: No
Mandatory Evaluation: No
Joint Evaluation: No
Evaluation Team members:
Name Title Email Nationality
Christian Bugnion de Moreta Consultant info@suburconsulting.org
Lilit Melikyan Consultant lilit.melikyan@yahoo.co.uk
Serdar Bayriyev UNDP BCPR Evaluation Manager
GEF Evaluation: No
Key Stakeholders:
Lessons
Findings
Recommendations
1 1. UNDP should definitely upscale LER interventions in post-conflict and post-disaster settings as they address the root causes of conflict, violence and exclusion. LER interventions are an excellent entry point, but need to be properly designed, implemented and ideally should be financially supported over a three to five-year time-frame. This requires that UNDP COs are able to leverage donor funding over the long-term to actually be able to reach its stated objectives, rather than focusing on ?pilot? projects or ?catalytic? interventions that have to be done in a short-time frame but do not allow to reach the critical mass required to make the benefits sustainable. Use of the Guide on Livelihoods and the Signature products as ONE package is an option to consider, and not as discrete or standalone interventions.
2 At corporate level a specific LER funding strategy should be discussed with donors in order to design, implement and evaluate selected full three to five-year LER programmes (depending on crisis contexts) covering all the components of LER including the hardware and software, with in-depth livelihoods and economic recovery assessment and sociological understanding of the communities and a baseline to appraise results ? including an ex post evaluation
3 In those countries where there is no LER specialist and little LER programmatic experience (e.g. Liberia), provide consistent support from HQ or Regional Centres to the country office to better understand and address LER programming, including training opportunity on UNDP and other relevant policy and programming tools; the development of the Community of Practice on LER, the LER Guide and the LER signature products are all efforts that feed into better awareness and understanding of LER interventions.
4 Including senior management, in order to enhance the M&E system as well as the use and quality of evaluations; provide training to programme managers in managing evaluations, or request support from the Regional UNDP Bureaus with a more pro-active support and advice on evaluation management.
5 As the new Strategic Plan 2014-2017 is just being disseminated to the Country Offices, it may be useful for the next SP to be piloted in five to ten countries. The new SP provides particular and detailed M&E guidance for LER interventions, particularly through Outcome 6, but it could be useful to have a roll-out strategy of the SP to leverage buy-in from country offices ? as the evidence collected from this evaluation indicates that the previous SP 2008-2011 did not have much buy-in from UNDP country offices. A possible strategy for the new SP is to concentrate on those countries that have linked their CPDs to outcome 6.
6 Develop or commission a baseline survey for interventions that follows a more informed analysis of the target groups and/or communities.
1. Recommendation: 1. UNDP should definitely upscale LER interventions in post-conflict and post-disaster settings as they address the root causes of conflict, violence and exclusion. LER interventions are an excellent entry point, but need to be properly designed, implemented and ideally should be financially supported over a three to five-year time-frame. This requires that UNDP COs are able to leverage donor funding over the long-term to actually be able to reach its stated objectives, rather than focusing on ?pilot? projects or ?catalytic? interventions that have to be done in a short-time frame but do not allow to reach the critical mass required to make the benefits sustainable. Use of the Guide on Livelihoods and the Signature products as ONE package is an option to consider, and not as discrete or standalone interventions.
Management Response:

UNDP has been undertaking concerted efforts for upscaling LER interventions and strengthening the links to sustainable development. In the SP 2014 - 2017, UNDP?s Livelihoods approach is linked to the multidimensional process of sustainable and equitable growth, working with institutions and communities to recover, be resilient and sustainable. Measurements for results have been based on critical benchmarks to measure the multidimensional aspects such as restoration of basic services, livelihoods, conservation, sustainable use, and access and benefit sharing of natural resources, biodiversity and ecosystems, governance, security and rule of law and other socio-economic dimensions, including the reintegration of displaced populations and returning refugees. In 2013-2014, LRG has placed strong emphasis on the development and roll out of its UNDP Guide to Livelihoods and Economic Recovery in (post) crisis contexts (including the three track approach) as well as the roll out of its UNDP Guidance Notes. This work has been appreciated by COs and donors and contributed to programme development that responds to immediate needs on the grounds, but supports the transition to longer term development, in line with the three track approach and the link between Outcomes 6 and 1 under the Strategic Plan. Challenges with respect to resource mobilization remain with respect to how donors have organized their funding (either humanitarian or development) often making it difficult to provide the required multi-year funding. UNDP has prioritized the development of innovative solutions and models on Livelihoods and economic recovery (Yemen?s 3x6, Nepal?s MEDEP, Colombia?s LED). LRG will step up its efforts to develop advocacy and communication materials for donors and other partners to indicate the importance of multi-year programme development in line with UNDP?s Strategic Plan. This will include short 2 page notes as per key actions below. LRG will continue to support COs with the monitoring and reporting of results in line with the Strategic Plan. In 2014, LRG led the development of indicators and methodological notes for Outcome 6 and ensured linkages with Outcome 1. Technical support from HQ and Regional Hubs will remain critical to support achievement of overall outcomes.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Development of UNDP?s Signature Products and related trainings on Livelihoods and Economic Recovery BPPS 2015/12 Completed
Development of Models of Livelihoods and Economic recovery Programming. BPPS-LRG 2015/12 Completed
2. Recommendation: At corporate level a specific LER funding strategy should be discussed with donors in order to design, implement and evaluate selected full three to five-year LER programmes (depending on crisis contexts) covering all the components of LER including the hardware and software, with in-depth livelihoods and economic recovery assessment and sociological understanding of the communities and a baseline to appraise results ? including an ex post evaluation
Management Response:

UNDP is reviewing its resource mobilization strategy within the new Units and team, to adjust to the changing global funding environment, strengthening regional bureaus and country office resource mobilization is an important element of the strategy. Livelihoods teams are in discussions with Team Leaders on thematic trust funds, pooled funds and joint programmes encompassing livelihoods, jobs and sustainable natural resources management. LRG will make investments in the development of donor outreach and communication materials, such as regular newsletters highlighting key results, new initiatives or products developed. We will continue to work on the development of short videos that will make visible donor contributions and result achieved so far. This was done for donors like Japan in 2014, which was highly appreciated and supported their communication with HQ to lobby for additional funding to scale up after finalization of successful pilot projects. LRG will work closely with BERA on donor outreach. It is expected that the renewed focus on results based programming under the Strategic Plan will contribute to enhanced donor interest. LRG will, in 2015, also lead the development of a new UNDP Strategy on reintegration and displacement related issues. Clear communication on UNDP added value and experience so far in this areas, is expected to generate renewed donor interest as part of the larger UNDP port-folio on livelihoods and ER.

Key Actions:

3. Recommendation: In those countries where there is no LER specialist and little LER programmatic experience (e.g. Liberia), provide consistent support from HQ or Regional Centres to the country office to better understand and address LER programming, including training opportunity on UNDP and other relevant policy and programming tools; the development of the Community of Practice on LER, the LER Guide and the LER signature products are all efforts that feed into better awareness and understanding of LER interventions.
Management Response:

This is a priority area for the Livelihoods Group. In 2014, LRG has prioritized and invested in it support to COs across all regions to strengthen (or fills gaps) on livelihoods technical capacities on the ground. This included a high number of missions, delivered timely and well appreciated by CO management. This included ongoing support to amongst others the COs affected by the Syria crisis (Jordan, Lebanon), Sudan, Yemen, DRC, PAPP, Iraq, Madagascar, Ivory Coast and Zimbabwe as well as intensive remote support to the CO in countries affected by the Ebola crisis. Support has contributed to livelihoods programme development, timely implementation/ kick starting of UNDP programmes, UNDP positioning on ER, alignment with UNDP policy and Strategic Plan, deployment of SURGE capacities as well as substantive resource mobilization (BCPR TTF funding and bilateral funding such as Japan, Korea, EU, Spain, Saudi Arabia etc). In 2015, LRG will prioritize close cooperation and working modalities with the newly appointed livelihoods specialists and teams in the regional hubs. Capacity building, trainings and ensuring a common position on UNDP?s livelihoods programming across regions will be provided. Policy advisory support will be provided from HQ teams and technical backstopping will be provided as requested by the Regional hubs. A Livelihoods and Economic Recovery CoP is planned for 2015. Additionally, LRG will continue its work on Knowledge products from the CO?s in the fiend and invest in the collection of good practice examples, guidance development (including on innovative models such as Nepal?s MEDEP and the Burundi?s 3x6 as initiated in 2014) and the continued engagement with CO colleagues to exchange experiences, collect their feedback/ peer review of new products and roll out new guidance material. This is considered a critical role for BPPS/SD/ LRG, to support a common understanding of UNDP?s livelihoods and economic policy, South-South cooperation and communication between CO, Regional hubs and HQ.

Key Actions:

4. Recommendation: Including senior management, in order to enhance the M&E system as well as the use and quality of evaluations; provide training to programme managers in managing evaluations, or request support from the Regional UNDP Bureaus with a more pro-active support and advice on evaluation management.
Management Response:

Following organizational emphasis on development results, RBM and M&E, UNDP?s livelihoods programmes have placed stringent emphasis on monitoring and evaluation. LRG has led the development of Outcome 6 of the Strategic Plan, including the indicators and methodological notes. LRG will continue to provide technical advice in 2015 to support programme development and results monitoring for this Outcome. LRG will continue to work closely with the Executive Office and relevant other BPPS cluster with respect to the capacity building of programme managers on programme monitoring and evaluation. On trainings for staff and programme managers, this will be raised with the Senior Management of new structures.

Key Actions:

5. Recommendation: As the new Strategic Plan 2014-2017 is just being disseminated to the Country Offices, it may be useful for the next SP to be piloted in five to ten countries. The new SP provides particular and detailed M&E guidance for LER interventions, particularly through Outcome 6, but it could be useful to have a roll-out strategy of the SP to leverage buy-in from country offices ? as the evidence collected from this evaluation indicates that the previous SP 2008-2011 did not have much buy-in from UNDP country offices. A possible strategy for the new SP is to concentrate on those countries that have linked their CPDs to outcome 6.
Management Response:

Piloting the SP in target countries and roll-out is being discussed through the Executive Office in collaboration with all Bureaus. LRG has held sessions with some select CO?s on Outcome 6 and its Measurements. Jobs and livelihoods have been effectively captured in Outcome 6 and in Outcome 1 of UNDP?s Strategic Plan. The critical interlinkages of Outcome 1 and 6 will be reinforced as the early recovery strategy ensures a development oriented response to crisis while simultaneously laying the foundation for longer term recovery and sustainable development. With the merger into BPPS, discussions have been initiated on common baselines of measurements for Outcome 1 and 6, on aggregation of results (double counting women/youth) and on piloting in some countries.

Key Actions:

6. Recommendation: Develop or commission a baseline survey for interventions that follows a more informed analysis of the target groups and/or communities.
Management Response:

In 2014, LRG has initiated the development of a UNDP Guide to Livelihoods Assessments in (post) crisis contexts. The methodology (including household surveys) was developed for a first assessment in Yemen. I) It was a first assessment like this done by UNDP in a (post) crisis context. We are now working on the development of a methodology (based on this experience) that can be used globally for other CPR countries as well. Ii) The assessment methodology will be a combination of a desk review, quantitative and qualitative assessment; iii) It was carried out on behalf of the UNCT under the ER/ Sustainable Livelihoods cluster and the Government (line ministries and central statistics office); iv) The assessment was aimed to measure the impact of a crisis/ conflict on the 5 different livelihoods assets (natural, human physical, financial, social) and to feed into baseline development for programmes. The aim is by addressing the different needs across the 5 assets, we will be able to build more resilient livelihoods (i.e. more comprehensively than only employment for instance). Based on this experience, multiple requests have been received by other COs to support a comprehensive livelihoods assessment to be carried out. In addition to that, LRG has supported several needs and baseline assessment exercises in 2014, including in Jordan (UNDP-WB-EU), CAR and Iraq as well as the development of global methodologies such as the PDNA and PCNA.

Key Actions:

Latest Evaluations

Contact us

220 East 42nd Street
20th Floor
New York, NY 10017
Tel. +1 646 781 4200
Fax. +1 646 781 4213
erc.support@undp.org