- Evaluation Plan:
- 2013-2017, India
- Evaluation Type:
- Outcome
- Planned End Date:
- 10/2016
- Completion Date:
- 12/2016
- Status:
- Completed
- Management Response:
- Yes
- Evaluation Budget(US $):
- 30,000
Outcome Evaluation UNDP CO CPAP 2013-2017
| Document | Type | Language | Size | Status | Downloads |
|---|---|---|---|---|---|
 TOR Team Leader UNDP India Outocme Evaluation 12 July 2016 v2.docx |
tor | English | 75.46 KB | Posted | 511 |
| TOR National Consultants UNDP India Programme Evaluation.docx |
tor | English | 73.51 KB | Posted | 497 |
 UNDP India-CPAP 2013-17 Outcome Evaluation -Final report.pdf |
report | English | 529.61 KB | Posted | 912 |
| CPAP Outcome Evaluation Report -Executive Summary.pdf |
summary | English | 91.41 KB | Posted | 606 |
| Title | Outcome Evaluation UNDP CO CPAP 2013-2017 | ||||||||||||||||
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Atlas Project Number: | 00074680,00057120,00074411,00076037,00074682 | ||||||||||||||||
| Evaluation Plan: | 2013-2017, India | ||||||||||||||||
| Evaluation Type: | Outcome | ||||||||||||||||
| Status: | Completed | ||||||||||||||||
| Completion Date: | 12/2016 | ||||||||||||||||
| Planned End Date: | 10/2016 | ||||||||||||||||
| Management Response: | Yes | ||||||||||||||||
| Focus Area: |
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| Corporate Outcome and Output (UNDP Strategic Plan 2014-2017) |
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| Evaluation Budget(US $): | 30,000 | ||||||||||||||||
| Source of Funding: | |||||||||||||||||
| Evaluation Expenditure(US $): | 48,000 | ||||||||||||||||
| Joint Programme: | No | ||||||||||||||||
| Joint Evaluation: | No | ||||||||||||||||
| Evaluation Team members: |
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| GEF Evaluation: | No | ||||||||||||||||
| Key Stakeholders: | |||||||||||||||||
| Countries: | INDIA | ||||||||||||||||
| Comments: | As proposed One single outcome evaluation for the CO in all thematic areas of work |
| Lessons | |
|---|---|
| 1. | Systems strengthening should be pursued in areas where institutional baselines can be established and performance is measurable. Clear service delivery objectives and enhancements should be unambiguously stated, usually with an indicator for assessing last mile impact. UNDP should be encouraged to support service delivery to achieve SDG 1 (end poverty) and SDG 10 (reduce inequalities), which apply to all sectors, as per the current UNDP Strategic Plan. |
| 2. | Based on UNDPs recent track record of achievement in the railway and steel sectors, the portfolio on energy efficiencies and renewable energy technologies holds further prospects. |
| 3. | Creating local exemplar projects for entrepreneurship, skilling and employment generation that have real potential for upscaling and private sector partnership |
| 4. | Move from ‘design’ to ‘implementation’ with regard to the rural housing programme. Here |
| 5. | Creating integrated employment and poverty reduction programmes for urban and rural development for the poor |
| 6. | Promoting social inclusion and social safety nets for poor and marginalized population groups around the design, piloting and roll out of single window access points would represent an important breakthrough in the challenge of ‘leaving no one behind’ |
| 7. | Investigate more thoroughly the options and prospects of alternative inclusive financial models for development. |
| Findings | |
| 1. | In terms of strengthening the relationship between systemic institutional reforms UNDP should continue to support the judicial reform process and access to justice agenda. Further assistance should be considered to help panchayats move towards freedom from poverty through local service delivery points and single window access. Improvements to |
| 2. | UNDP should look to provide support for citizen centric approaches where budgets and planning are convergent for maximum SDG effect. This should include in areas of special measures or population cohorts, such as the scheduled tribal areas where more sensitive approaches are required, around which UNDP can bring its particular comparative advantage |
| 3. | UNDP has built a good foundation in climate change mitigation and adaptation, allied closely to a basis of work in disaster risk reduction. These endeavours should be more closely integrated and pursued as one going forward. The evaluation report contains suggestions and opportunities to expand climate change and DRR planning deeper into urban management and to other sectors through stronger participation of the private sector. This should be regarded as a strategic opportunity for UNDP |
| 4. | A further technical area for UNDP to consider in the next cycle relates to chemical management, waste management and recycling. There area are vital for a comprehensive approach to sustainable environmental management. |
| 5. | Engage private sector in CSR development priorities. Develop a cell for the promotion of public private partnerships Foster a greater level of regional and global cooperation
|
| Recommendations | |
|---|---|
| 1 | Systems strengthening should be pursued in areas where baselines and performance is measurable, with clear service delivery enhancements in mind, usually for final mile impact. UNDP should not be constrained by traditional parameters otherwise opportunities for working in the heath and other sectors would be lost |
| 2 | Capacity building support to line ministries and state authorities should be pursued where there is strong prospect of being able to influence and improve the implementation of national programmes and missions for final mile impact. For capacity building Development Support Services (DSS) modalities it will be increasingly important to ensure capacity benchmarking and capacity development goals are established at the outset, and a regular monitoring mechanism mutually agreed to ensure that Government and UNDP are clear on the value added that is expected |
| 3 | UNDP should look to provide support for citizen centric approaches where budgets and planning are convergent for maximum SDG effect. This should include in areas of special measures or populations cohorts, such as the scheduled tribal areas where more sensitive approaches are required, around which UNDP can bring its particular comparative advantage |
| 4 | UNDP has built a good foundation in climate change mitigation and adaptation, allied closely to a basis of work in disaster risk reduction. These endeavours should be more closely integrated and pursued as one going forward. The evaluation report contains suggestions and opportunities to expand climate change and Disaster Risk Reduction (DRR) planning deeper in to urban management and to other sectors through stronger participation of the private sector |
| 5 | UNDP has carried out some exciting project work in natural resource management, which should be expanded, as it includes the best features of providing integrated development solutions. This applied in particular to coastal and mountainous areas, as well as prospectively India’s mighty river basins. Area-based programming, although complex and challenging, entailing as it does cross-ministerial collaboration, is nevertheless a potential avenue of work from which a more robustly integrated development solution will emerge |
| 6 | Based on UNDPs recent track record of achievement in the railways and steel sectors, the portfolio on energy efficiencies and renewable energy technologies holds enormous promise. |
| 7 | Continuity in its endeavours of creating local exemplar projects for entrepreneurship, skilling and employment generation that have real potential for upscaling and private sector partnership |
| 8 | Develop further the rural housing typologies developed under the GOALS project as part of a skills-build local solution to supporting the national rural housing programme |
| 9 | Promoting social inclusion and social safety nets for poor and marginalized population groups |
| 10 | Investigate more thoroughly the options and prospects of alternative inclusive financial models for development |
| 11 | Engage private sector in Corporate Social Responsibility (CSR) development priorities. |
| 12 | Foster a greater level of regional and global cooperation |
1. Recommendation:
Systems strengthening should be pursued in areas where baselines and performance is measurable, with clear service delivery enhancements in mind, usually for final mile impact. UNDP should not be constrained by traditional parameters otherwise opportunities for working in the heath and other sectors would be lost
Management Response: [Added: 2016/12/26]
The CO demonstrated very successfully systems strengthening in the health sector in 11 states with a planned roll out in all states across India in 2017. Based on the successful demonstration and lessons learnt, systems strengthening will be pursued in few other areas in the next country programme beginning 2018.
Key Actions:
2. Recommendation:
Capacity building support to line ministries and state authorities should be pursued where there is strong prospect of being able to influence and improve the implementation of national programmes and missions for final mile impact. For capacity building Development Support Services (DSS) modalities it will be increasingly important to ensure capacity benchmarking and capacity development goals are established at the outset, and a regular monitoring mechanism mutually agreed to ensure that Government and UNDP are clear on the value added that is expected
Management Response: [Added: 2016/12/26] [Last Updated: 2016/12/26]
Capacity building is at the heart of the Development Support Services (DSS) modality financed by the Government. The projects have well defined capacity benchmarks and exit strategies built in at the design stage to the extent possible. DSS targets demand-based scalable interventions in support of the flagship programmes at the national and state level. The government procedures and approval processes quite often prove challenging resulting in delays in the implementation of the DSS projects.
Key Actions:
3. Recommendation:
UNDP should look to provide support for citizen centric approaches where budgets and planning are convergent for maximum SDG effect. This should include in areas of special measures or populations cohorts, such as the scheduled tribal areas where more sensitive approaches are required, around which UNDP can bring its particular comparative advantage
Management Response: [Added: 2016/12/26]
The recommendations is well noted and will be pursued in the new country programme.
Key Actions:
4. Recommendation:
UNDP has built a good foundation in climate change mitigation and adaptation, allied closely to a basis of work in disaster risk reduction. These endeavours should be more closely integrated and pursued as one going forward. The evaluation report contains suggestions and opportunities to expand climate change and Disaster Risk Reduction (DRR) planning deeper in to urban management and to other sectors through stronger participation of the private sector
Management Response: [Added: 2016/12/26] [Last Updated: 2016/12/26]
Amongst the UN agencies in India, UNDP has been at the forefront in supporting community resilience and climate change adaptation and mitigation at the national and state level as acknowledged in the outcome evaluation report. The recommendation to strengthen integration and expand partnerships to include private sector in this area is well noted. It may be noted that urban management is hugely complex area in the Indian context and requires huge financial resources. UNDP India along with UN agencies is trying to identify a niche in this areas for the next CPD that can have impact at multiple levels.
Key Actions:
5. Recommendation:
UNDP has carried out some exciting project work in natural resource management, which should be expanded, as it includes the best features of providing integrated development solutions. This applied in particular to coastal and mountainous areas, as well as prospectively India’s mighty river basins. Area-based programming, although complex and challenging, entailing as it does cross-ministerial collaboration, is nevertheless a potential avenue of work from which a more robustly integrated development solution will emerge
Management Response: [Added: 2016/12/26]
The recommendations is well noted and will be pursued in the new country programme.
Key Actions:
6. Recommendation:
Based on UNDPs recent track record of achievement in the railways and steel sectors, the portfolio on energy efficiencies and renewable energy technologies holds enormous promise.
Management Response: [Added: 2016/12/26]
The CO is already in discussion with the Ministry of Steel and Indian Railways to scale up with the government funds the successful pilot interventions demonstrated with UNDP support.
Key Actions:
7. Recommendation:
Continuity in its endeavours of creating local exemplar projects for entrepreneurship, skilling and employment generation that have real potential for upscaling and private sector partnership
Management Response: [Added: 2016/12/26]
The recommendations is well noted. The CO has already begun the work in the proposed direction.
Key Actions:
8. Recommendation:
Develop further the rural housing typologies developed under the GOALS project as part of a skills-build local solution to supporting the national rural housing programme
Management Response: [Added: 2016/12/26]
The recommendations is well noted. The CO endeavors to consolidate skilling work across projects and sectors.
Key Actions:
9. Recommendation:
Promoting social inclusion and social safety nets for poor and marginalized population groups
Management Response: [Added: 2016/12/26]
The recommendation is well noted.
Key Actions:
10. Recommendation:
Investigate more thoroughly the options and prospects of alternative inclusive financial models for development
Management Response: [Added: 2016/12/26]
The recommendation is well noted. This is work in progress
Key Actions:
11. Recommendation:
Engage private sector in Corporate Social Responsibility (CSR) development priorities.
Management Response: [Added: 2016/12/26]
The recommendation is well noted. CO has already begun engaging with the private sector and hired a technical expert to support programmes in forging private sector partnerships. A feasibility study on accessing CSR funds in India is nearing completion.
Key Actions:
12. Recommendation:
Foster a greater level of regional and global cooperation
Management Response: [Added: 2016/12/26]
The recommendation is well noted. The CO support to the establishment of the International Solar Alliance in India is an example in this direction.
Key Actions: