Assessment of Development Results: Mexico

Report Cover Image
Evaluation Plan:
2014-2017, Independent Evaluation Office
Evaluation Type:
ICPE/ADR
Planned End Date:
06/2017
Completion Date:
12/2016
Status:
Completed
Management Response:
Yes
Evaluation Budget(US $):
160,000

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Title Assessment of Development Results: Mexico
Atlas Project Number:
Evaluation Plan: 2014-2017, Independent Evaluation Office
Evaluation Type: ICPE/ADR
Status: Completed
Completion Date: 12/2016
Planned End Date: 06/2017
Management Response: Yes
Focus Area:
  • 1. Others
Corporate Outcome and Output (UNDP Strategic Plan 2014-2017)
  • 1. Output 1.3. Solutions developed at national and sub-national levels for sustainable management of natural resources, ecosystem services, chemicals and waste
  • 2. Output 2.2. Institutions and systems enabled to address awareness, prevention and enforcement of anti-corruption measures across sectors and stakeholders
  • 3. Output 2.3 Capacities of human rights institutions strengthened
Evaluation Budget(US $): 160,000
Source of Funding:
Evaluation Expenditure(US $): 119,000
Joint Programme: No
Joint Evaluation: No
Evaluation Team members:
Name Title Email Nationality
GEF Evaluation: No
Key Stakeholders:
Countries: MEXICO
Lessons
Findings
1.

Chapter 2 UNDP’S CONTRIBUTION TO DEVELOPMENT RESULTS – EFFECTIVENESS

2.1.1 OVERVIEW
Mexico is one of the signatory states to the 2030 Agenda to meet the Sustainable Development Goals. Although it has covered significant ground towards achieving the Millennium Development Goals, the country faces numerous challenges in the areas of poverty, discrimination and economic growth. For 2014, an estimated 55.3 million people (46.2 percent of the total population) lived in poverty, of which 11.4 million (9.5 percent) were in a situation of extreme poverty (in comparison to 10.6 percent in 2008). Poverty, as a percentage of the population, is greater in rural areas and indigenous communities (61.1 and 73.2 percent, respectively). Data for the same year show that 5.8 million young people were engaged in informal work and 1.3 million in unpaid work. In 2015, six million children between the ages of 3 and 17 did not attend school. Poverty distribution is not homogeneous, since the rates are higher among those living in the south of the country, in rural areas and indigenous areas, and among women, older adults and children.

Mexico’s female population of 57.5 million are considered vulnerable, as women are exposed to discrimination and multiple breaches of their political, economic, social and cultural rights. Women have a lower rate of participation in eco-nomic activities, since only 43.22 percent are part of the economically active population, in compar-ison to 78.55 percent of men.
 


Tag: Women's Empowerment Human rights Data and Statistics

2.

The Social Development Secretariat (SEDESOL) and the Secretariat of Economy (SE) have pro-grammes directed towards reducing poverty and promoting the country’s economic growth and competitiveness. Among the SEDESOL programmes aimed at reducing poverty and promoting social inclusion are PROSPERA, Female Heads of Households Life Insurance, and the Pension Programme for the Elderly and Child Care. The SE programmes directed towards increasing productivity and promoting entrepreneurship are the National Micro Enter-prises Funding Programme and the Enterprises National Fund.


Tag: Results-Based Management Country Government Coordination Institutional Strengthening Agenda 2030 Data and Statistics

3.

Programmes involving United Nations System donors and agencies in tackling poverty and bolstering Mexican competitiveness range from drawing up studies, loans and consultancy to direct interventions. The main donors are the World Bank, the Inter-American Development Bank (IDB), the United Nations Children’s Fund (UNICEF) and the Economic Commission for Latin America and the Caribbean (ECLAC). Twenty-one bodies belonging to the UNS and other institutions are represented in the country – such as the United States Agency for International Development (USAID) – alongside the embassies of countries that sup-port development (Germany, Canada and the United Kingdom).


Tag: Bilateral partners Donor International Financial Institutions UN Agencies

4.

The focus of UNDP’s two Country Programme Documents, which cover the evaluated cycles, continues to be analysis of public policies and specific programmes, contributing recommendations to improve their impact. Both programmes adopted an approach beyond poverty, also addressing individuals who live above the poverty line but who are still vulnerable or who own or want businesses with the potential for growth. For example, a significant proportion of the resources administered by UNDP were directed towards the functioning of the Secretariat of Public Education (SEP) ConstruyeT Programme and towards the Supplier Development Programme and creating the National Entrepreneur Observatory (ONE). The CPDs also sought to build social capital, so as to drive a cooperative, participatory way of finding solutions to reduce poverty and inequality, in addition to supporting the Government in developing methodological instruments.


Tag: Policies & Procedures Inequalities

5.

Through both CPDs, UNDP has generally shown positive progress towards expected results relating to human development, social inclusion, tackling poverty, human growth and competitiveness. In the results-oriented annual reports (ROAR), significant progress can be observed for status indicators regarding achievement of he expected results. For their part, the results of interviews seem more varied, particularly in relation to medium- and long-term scope, since, on some occasions, the result did not have a long-lasting impact. The principal factors that support the extent of results are partners’ active participation and ownership in project implementation, UNDP’s transparency and its positive treatment of its counterparts. Factors that hinder the achievement of results are: changes in government, managerial staff turnover and a lack of budget, project monitoring and capacities in municipal administrations to incorporate interventions into government programmes which transcend the government cycle.


Tag: Efficiency Anti-corruption Ownership

6.

2.1.2 EFFICIENCY OF UNDP’S CONTRIBUTION

UNDP’s strategy for contributing to reducing poverty and achieving social inclusion focused on producing and disseminating national and state Human Development Reports (HDRs), studies on social inclusion and food security and effective programme-based work on public policy, inclusion in employment, productive empowerment, transparency, accountability, citizen participation, and sustainable natural resource management and risk reduction, among others. Additionally, the organization has supported the Mexican Government in undertaking projects for the development of entrepreneurs and MSMEs with the goal of increasing economic growth and boosting competitiveness.


Tag: Results-Based Management

7.

Human Development Index

One of UNDP’s main activities in the two evaluated cycles was the production of national and state Human Development Indices (HDIs) and of the corresponding studies.

UNDP was involved in developing the HDIs, formulating recommendations, creating reliable databases and promoting the index to the national and state governments. The result was the production of over 10 documents relating to the HDI. However, the most significant outcome was that human development was brought to the table in Mexico. Thus, during the evaluation period, the area’s scope went beyond publications and a high volume of state resources were directed towards these topics. Some laws and programme operational rules were changed in favour of human development.


Tag: Rule of law Awareness raising

8.

Social Inclusion

 

UNDP carried out a range of projects relating to social inclusion, with a particular focus on the topics of gender, children, the disabled, indigenous populations and migrants. On inclusion of vulnerable groups, projects were created which developed data collection methodologies, the design of indicators and impact evaluations, with the aim of providing empirical evidence to decision-makers in relation to issues in which women, indigenous peoples, individuals in poverty and children are made more visible. Additionally, activities, documents and workshops were created and undertaken to raise awareness and reinforce the capacities of national and local institutions on equality topics, in order to change laws, produce specific programmes and modify internal procedures. The most noteworthy are skills training and development of material for the inclusion of children with disabilities in SEDESOL’s Childcare programme and, consequently, improved access for their mothers to the employment market, alongside consultancy for the resolution of indigenous conflicts.


Tag: Displaced People Indigenous people National Institutions Regional Institutions Vulnerable Women and gilrs

9.

An additional social inclusion element is present in actions related to the ConstruyeT Social-Emotional Skills Programme, in which the needs and education of teenagers are taken into account. Of UNDP Mexico Office’s projects, this is one of the largest where budget management and scope are concerned. The project, through teaching of social-emotional skills to students and their teachers, directly or indirectly contributes to improving quality of life, reducing gender violence and inequality and improving academic attendance and results, which could translate into better citizens.

The National Programme for Integral Family Development and the Puebla Programme sought to improve the focus of food programmes intended for members of the population receiving social welfare. The aim of the projects was to direct food support in 32 states, to design indicators, to operate effectively and efficiently and to evaluate impact and perception. Short- and medium-term results did indeed emerge from these projects, since their developed methodologies and operational changes remain.


Tag: Efficiency Education

10.

Competitiveness and sustainable production chains were fostered through supplier development projects, while it was also possible to strengthen sustained economic growth through support of entrepreneurship and MSMEs

Through the production of various studies and the creation of a portal for supporting entrepreneurs, the National Entrepreneur Observatory (ONE) provided elements to aid the design of policies for developing entrepreneurs and MSMEs. The intended results are increased competitiveness, sustained economic development and high-quality employment creation. Short- and medium-term results are being achieved and any long-term results will depend on future administrations’ ownership of the project and sustainability.


Tag: Efficiency Jobs and Livelihoods

11.

Social Inclusion

On questions related to social inclusion, human development and competitiveness, the main contributing factors for the achievement of results were: commitment from the federal Government and the implementation partners to these topics; the professionalism of UNDP staff and their attentiveness to partners’ needs; UNDP’s support for boosting dialogue between relevant Government players, CSOs and beneficiaries; UNDP’s reputation as part of the UNS; the organization’s access to experts; and the technical capacity of its team. Lack of continuity in some projects is mainly due to changes in government, staff turnover affecting both UNDP and implementation partners, and budgetary cuts. Technical problems were also reported in project operation, alongside significant differences between UNDP teams and their partners, resulting in a complex working relationship. Opportunities for improvement can be identified in order to achieve results on topics relating to bureaucratic delays produced by the organization and the federal Government, on the confusing transition of UNDP staff to join new management belonging to the country office, and the hiring of external consul-tants who often are delayed and do not appear to involve the best professionals or experts in Mexico or the world.


Tag: Efficiency Human and Financial resources Country Government Operational Services Technical Support Civil Societies and NGOs

12.

2.2 ENVIRONMENT AND ENERGY

2.2.1 OVERVIEW

Although environmental deterioration – accumulated over decades in Mexico due to the absence of an environmental component in development policies – significantly contributed to the loss of natural capital, over the past 10 years there have been growing efforts to reverse this degradation. After 2006, environmental topics have gradually been incorporated into the highest levels of the country’s public policy (national development plans and sectoral programmes), with the aim of addressing the imbalances in this area and the delays in formulating joint Government-society solutions. Even so, application of government policies has been limited, especially in terms of including the different agents which converge in the country’s ecosystems. For this reason, during the evaluation period, the challenge remained for government institutions to generate synergies with one another, with civil society and with international cooperation agencies. This same challenge has existed among UNS agencies. Inter-agency work is an area of opportunity within the UNS which would boost results as well as impact on cooperation with the Mexican Government.


Tag: Environment Policy Partnership

13.

With regard to climate change, Mexico has made multiple international commitments to mitigating greenhouse gas (GHG) emissions. To this end, in 2012 the Mexican Government published the General Law on Climate Change, establishing goals such as a 30 percent reduction in emissions by 2020 and a 50 percent decrease by 2050, in comparison to levels in 2000.

Mexico is particularly vulnerable to the effects of climate change, which could lead to serious risks for its population and high economic costs. Both the number and the economic cost of climatological disasters have significantly increased in Mexico over the past 30 years. Floods originating from hurricanes and tropical storms affected the country the most, followed by droughts. The economic sector most affected by climatological disasters over the same period was agriculture, while the south-eastern states of the country recorded the greatest economic losses. Since 2006 Mexico has also recorded clear anomalies in temperature (in other words, warming as compared to the 1971-2000 reference average), as is shown in the Environment Report of the National Information System of the Secretariat of the Environment and Natural Resources (SEMARNAT). Records on historical impacts of climate change and social and economic development trends suggest that the country’s vulnerability to climate change is an obstacle to long-term economic growth and to overcoming poverty.


Tag: Effectiveness Climate Change Adaptation Natural Disaster

14.

The country’s energy sector faces challenges relating to increasing the participation of renewable energy in total power generation. In 2014, a constitutional reform package on energy was adopted, with a component on renewable energy. However, there is little evidence of progress on the development of renewable energy in the country. On the contrary, the 2014 energy reform is encouraging an increase in private sector investment in fossil fuel generation. This could place investments in renewable energy at a relative disadvantage.


Tag: Climate change governance Energy Private Sector

15.

The most significant contributor to this area between 2001 and 2014 was the United States, with $2.05 billion. One initiative is the Border 2020 Programme, a continuation of the Border 2012 Environmental Programme. In 2016, Mexico, Canada and the United States signed a memorandum on cooperation in climate change and energy. France was the second largest contributor, with $1.3 billion38, and Germany the third, with $829 million aimed at the environment and renewable energy. The German Government supports AMEXCID and the Mexican-German Partnership project for Protection of the Environment. Another important donor is the Global Environment Fund (GEF), of which Mexico has been a member since 1994. This organization has funded 63 projects in the country and Mexico has participated in 35 projects on a regional or global level. These projects focus on the areas of biodiversity, land degradation and climate change. The GEF was the fourth most significant contributor to Mexico, with $280 million, and the third-largest donor to UNDP ($32 million between 2008 and 2015). Also notable is Norway’s cooperation, due to its support of Mexico’s commitments as part of the Mechanism for Reducing Emissions from Deforestation and Degradation (REDD+)40originating from the COP16.


Tag: Climate change governance Biodiversity Environment Policy Natural Resouce management Efficiency Global Environment Facility fund Donor Climate Change Adaptation

16.

In the 2008-2012 country programme, UNDP’s work in the area of the environment focused on water resource management, forestry development, climate change and disaster prevention. UNDP sought to take a comprehensive approach with the cross-cutting promotion of the environment and gender equality. During the current cycle, the environment has been maintained as a cross-cutting issue, linking it to social approaches (gender, multicultural), poverty reduction and competitiveness. The country programme aims to create a “low-emission, environmentally sustainable development strategy”. UNDP’s goals in this area are:

  • Strengthening capacities at the three government levels (federal, state and municipal) and in the private sector, academia and civil society.
  • Reversing environmental degradation and maximizing natural resource use in a sustainable, equal way.??
  • Integrating environmental sustainability, low-emission development and the green economy into legislative, programming and decision-making processes.

Tag: Forestry Climate Change Adaptation Disaster Risk assessments Environment Policy Green Economy Natural Resouce management Water resources Resource mobilization Institutional Strengthening

17.

The change towards building resilience, sustainable resource management and reversing environmental degradation in Mexico is sought through cooperation with the local and federal Governments and, especially, through collaboration with counterparts such as SEMAR-NAT, the National Forestry Commission (CONAFOR), the National Commission of Natural Protected Areas (CONANP), the National Commission for the Knowledge and Use of Biodiversity (CONABIO), INECC and the Secretariats involved in the CICC; with international bodies (the Food and Agriculture Organization of the United Nations [FAO], the World Bank, the IDB and the German Agency for International Cooperation [GIZ]), industrial sectors and CSOs. Cooperation schemes have been produced with the federal Government, with the aim of generating enabling mechanisms for sustainable economic development and of incorporating standards, criteria, methodologies and green-planning indicators. Through this, UNDP successfully fostered environmentally sustainable strategies for low-emission development and for disaster risks, with a gender and multicultural focus for poverty reduction. Support for these strategies consisted of strengthening capacities, innovative approaches, policies and participatory processes. The link was emphasized between people’s capabilities and well-being and the environment, connecting environmental aspects with social approaches (gender and multicultural) and poverty reduction in order to improve the competitiveness of community enterprises (forestry certifications, for example).4


Tag: Climate Change Adaptation Resilience building Energy Natural Resouce management Gender Equality Bilateral partners International Financial Institutions UN Agencies

18.

2.2.2 EFFECTIVENESS OF UNDP’S CONTRIBUTION

In general terms, UNDP contributed considerably to compliance with this outcome. The three branches of government, the private sector, academia and civil society strengthened their capabilities for reversing environmental degradation and for maximizing natural resource use in a sustainable and equitable way (see Annex 2, available online, for a table of results for the country programme and its indicators). This programme area achieved almost all of its goals. All exceptions are due to factors beyond the projects’ scope. What is noteworthy is that the projects with the best results are those in which UNDP and its government counterpart established long-lasting partnerships with social organizations (especially communal land organizations) which led to empowerment. From the design stage of its projects, UNDP has insisted on incorporating different development and social inclusion dimensions. UNDP’s effectiveness in building capacities in this programme area was very strong in the academic sector, which represents an important long-term asset.


Tag: Environment Policy Partnership Country Government Institutional Strengthening Civil Societies and NGOs Private Sector

19.

Most interviewees from government counter-parts acknowledged that, without UNDP’s participation, it would have been impossible to achieve a large proportion of the recent results in their respective institutions, especially in terms of conservation, community policing, organization of producers, threat monitoring and early warning systems for disasters. Similarly, according to those consulted in south-eastern Mexico, many floods in recent years would have had a much higher cost were it not for UNDP’s work. The interviewees also acknowledged that, without the organization, there would not have been the same drive behind environmental projects, diversification results, the integration of women into production activities and a wider view of development. Rapprochement between civil society and the Government would also have been more difficult, and the same applies to securing the resources with which the projects ana-lysed during this evaluation currently operate.


Tag: Strategic Positioning UNDP management

20.

Individuals consulted from government counterparts and from civil society considered the fact that the UNDP has offices in Mexico to be very valuable.

Within UNDP, there are opposing views on the instability of the organization’s management in recent years and its restructuring in 2015 and 2016. While some consider this to have been positive, because it allowed UNDP to realign and reset itself, others consider that there has been a lack of coordination and clarity regarding the strategic directions that the organization wished to take during that period, even when the country office produced a Strategic Plan in early 2016, through a participatory process involving all areas and levels in order to ensure clarity on the path to be taken and the aims to be met.


Tag: Operational Efficiency

21.

The following results for UNDP in Mexico are particularly notable:

  • It influenced the design of public policies and reporting instruments for the United Nations Framework Convention on Climate Change (UNFCCC). It contributed to building capacities in the federal, state and municipal governments and in communities for identifying, managing and reducing disaster risks.
  • It contributed to skills training for businesses, the Government and inhabitants to reduce emissions from polluting industry products and improve waste management.
  • It aligned institutional efforts to increase citizen participation in the country’s sustainable development.
  • It contributed to building capacities within the Government for:
  1. Compliance with international commitments
  2. Measuring emissions (in progress).
  3. Forestry monitoring (partially achieved).
  4. Conserving biodiversity (in progress).
  5. Controlling invasive species (in progress).
  • It strengthened CONANP’s 2040 Strategy by incorporating climate change criteria and provided useful analyses for evaluating vulnerability and resilience, key for implementing adaptation plans in Natural Protected Areas (ANP).
  • It led efforts to achieve the sustainable forestry management certification.
  • It accompanied CONAFOR in designing and implementing the National Forestry Monitoring System.

Tag: Forestry Disaster Risk Reduction Emission Reduction Biodiversity Waste management Effectiveness Capacity Building Institutional Strengthening

22.

The most notable positive impacts include the building of capacities in local governments and society for producing school contingency plans for disaster risks, which generated a great number of benefits at a low cost, thanks to the implementation of the emergency plans. During field visits, it was possible to observe examples of mangrove recuperation, sustainable forest management, skills training for groups of female leaders, sustainable and diverse agriculture and livestock farming, strengthening of human development capacities, consideration of contingencies, designing of risk management and prevention plans with schools, enabling of the capacity for dialogue and round tables between counterparts, economic evaluation of local products (only partly achieved, for the topic of biodiversity) and organic certification of products. Also of importance are a range of post-graduate publications and studies focused on social projects in the social development sector.


Tag: Agriculture Forestry Livestock Effectiveness Capacity Building

23.

UNDP has influenced reflection on public policies, which has translated into the generation of laws, regulations, manuals, guides and other legal orders aimed at reversing environmental degradation and maximizing natural resources in a sustainable, equitable way, integrating new paradigms and conserving biodiversity. It has also contributed to adapting resources to local needs and to driving the national environmental education of rights and community policing through joint responsibility between society and the Government for conserving natural resources


Tag: Environment Policy Natural Resouce management Policies & Procedures Policy Advisory

24.

On an institutional level, UNDP impacted on the re-engineering or institutional consolidation of CONANP. The results include an increase in community involvement and strengthening, bolstering of the climate change axes within the institution, increasing synergies with other public and private institutions on the topic and help-ing counterparts to achieve a long-term vision. The main results of UNDP with CONANP include its aid to express – on paper – the experience and social use of biodiversity in indigenous communities, human rights, biodiversity and the risks of climate change, in addition to mechanisms for operating strategies and programmes in vulnerable communities and with women. With CONANP, visible progress was achieved in topics of climate change, REDD+, rural development, adaptation, studies on biodiversity, community risks and civil protection.


Tag: Programme Synergy National Institutions Private Sector

25.

UNDP contributed to improving sustainable forest management with social responsibility, for example through the Noh-Bec certification programme in the Yucatán peninsula and other pro-grammes, such as the CONAFOR programme for the sustainable use of forests and for the conservation of biodiversity, which has components of competitiveness, markets and skills training for beneficiaries and staff. Also noteworthy is UNDP’s contribution to CONAFOR’s definition of certification criteria, which also take into account international standards.


Tag: Forestry Biodiversity Effectiveness Capacity Building

26.

In different communities, UNDP contributed towards providing skills training in first aid and risk management and to producing community evaluations. While it is true that these communities understood their needs, they were not able to express or systematize them until UNDP intervened, aiding their organization (particularly in topics relating to water management or risk prevention).

What limits achievements in some cases is the fact that civil society members who have strengthened their capacities in environmental matters are still few in terms of percentage of the target population. Furthermore, political issues (unconnected to UNDP) threaten the achievements of certain project.


Tag: Disaster risk management Challenges Effectiveness Sustainability Capacity Building Civil Societies and NGOs

27.

UNDP has influenced reflection upon and definition of the context of diversity and the incorporation of new paradigms, and its work is considered important for adapting resources to local needs, offering environmental education and community policing through joint responsibility. It has also impacted upon practical achievements, such as in the case of the local certification seal (for example in honey production). During field visits to the Yucatán peninsula and the state of Chiapas, it was observed that, as a consequence of projects included in this evaluation’s sample, government staff have built capacities to encourage communities to improve their production practices, guiding them towards sustainable agricultural production, and have deeply implanted the notion of conservation of natural resources among inhabitants. For example, there are examples of several communities which conserve their forests and, at the same, without cutting down a single tree, produce honey and generate higher income than would have been possible through tree logging in the area and through growing traditional products (corn, beans, etc.). Numerous successful cases of silvopastoral systems were also observed, such as the production of bovine and caprine cattle which graze in forests, providing high levels of productivity and good income for the (often female) inhabitants of areas which were previously marginalized and have a significant indigenous component. In terms of disaster risk management, on a community level the prevalence of a culture of risk reduction was observed, alongside a good level of preparedness and capacity for reacting to disasters (mechanisms for the quick installation of shelters in the community’s school, medical services, etc.). There were also community policing teams to detect animal hunters in the area, among other measures which have become incorporated at the community level, associated with projects in which UNDP has participated, marking a clear turning point in these communities.


Tag: Agriculture Crop production Forestry Livestock Disaster risk management Effectiveness Capacity Building

28.

2.3 DEMOCRATIC GOVERNANCE

2.3.1. OVERVIEW

Mexico faces significant challenges relating to democratic governance, especially regarding human rights, corruption and safety. Organized crime has led insecurity and violence in the country, resulting in an increase in breaches of human rights.

Designing public policies with medium- and long-term impacts is affected by Mexico’s electoral cycles: aside from federal elections every six years, there are annual local elections and, consequently, permanent turnover of high-level civil servants at all public administration levels and in the local legislative powers, which change priorities because there is no professional career service on a subnational level and municipal terms last three years. Although periodic elections are held, the rules of electoral competition have been frequently modified, due to post-electoral disputes themselves. In 2014, new rules for political parties and electoral institutions and procedures were passed and, since the year 2000, no single political party has held a legislative majority in any of the Congressional chambers; during the past two terms, majority legislative coalitions have been possible.


Tag: Challenges Election Human rights Policies & Procedures

29.

From the mid-1980s onwards, Mexico underwent a process of decentralizing public spending in favour of its states and municipalities in sectors such as education, health, public safety and basic infrastructure. However, the country's tax system continues to be centralized. The federal Government collects 80 percent of public revenue, representing 19 percent of the country’s GDP (data from the Organisation for Economic Co-operation and Development, OECD). Decentralization has been carried out through federal Government transfers to subnational Governments, but it has not produced the expected results, due to the lack of transparency and low accountability which characterize many state and municipal Governments.


Tag: Anti-corruption

30.

Public and citizen safety (outcome 38)

As stated by the Inter-American Commission on Human Rights (IACHR), “the Mexican State’s real challenge is to break the cycle of pre-vailing impunity with the mechanisms created over the past years, in order to achieve effective prevention, investigation, prosecution and punishment of the perpetrators of human rights violations and in order that progress in regulations generate real changes in the day-to-day lives of Mexican people”.

According to the 2015 IACHR country report, Mexico has made progress in terms of human rights. However, conditions of insecurity remain.56Particularly concerning is the situation of insecurity in which individuals or groups in vulnerable conditions find themselves, such as women, children, migrants, indigenous peoples, human rights defenders and journalists. An analysis of data reflects that women perceive a greater level of insecurity than men. Activists, human rights defenders and journalists risk death or ‘disappear-ance’ when coming into contact with corruption networks which connect local politicians and security forces to organized crime.


Tag: Challenges Human rights

31.

The 2015 Global Impunity Index (GII) placed Mexico in the penultimate position in a ranking of 59 countries for which sufficient information was available. Mexico was allocated an index of 75.7 (out of 100), making it the country with the second-highest impunity among this group.

 


Tag: Youth Gender Equality Civic Engagement Human rights Local Governance Social cohesion Capacity Building

32.

Transparency, accountability, access to information, tackling corruption (outcome 39)

In 2015, Mexico, with a score of 35 out of 100, was ranked 95th of the 168 countries evaluated in Transparency International’s Corruption Perceptions Index (CPI), which indicates a serious level of corruption in the public sector.60 In Latin America, Mexico was ranked below its main economic partners and competitors: Chile (23rd) and Brazil (76th).

The Government has made progress with political and legal changes by establishing a stronger national institutional framework to guarantee human rights for all.62 In May 2015, the Sen-ate enacted the anti-corruption constitutional reform (14 articles reformed), which created the National Anti-Corruption System and stipulated the creation of the General Law on the National Anti-Corruption System and the General Law on Administrative Responsibilities. In this context, the Senate organized four workgroups for CSOs to present their technical proposals for the operation of the National Anti-Corruption System. The civil society consultation process was extended to political parties, which contributed proposals in the formulation of the seven anti-corruption laws.


Tag: Anti-corruption Rule of law

33.

Through its administration of the Support Fund for Electoral Observation, UNDP concentrated its efforts on supporting the Mexican organizations that observed the elections in 2009 and 2012 and contributed to the organization’s credibility, legitimacy and transparency regarding electoral processes.UNDP collaborated with the Institutional Strengthening of Social Pro-grammes Initiative (IPRO), a public, neutral and independent platform developed alongside Mexican Transparency, which systematized and organized information on federal and state social programmes to facilitate understanding of the country’s social programmes, by sector, target population, number of beneficiaries, budget and minimum institutionalization standards, with the aim of protecting them during electoral periods.


Tag: Effectiveness Anti-corruption Rule of law Country Support Platform Institutional Strengthening

34.

Over the past 20 years, Mexico has moved from a hegemonic party system to a moderate pluralist system. The starting point of the citizenship-building process in Mexico is a situation of distrust of others, in the authorities and institutions responsible for the pursuit of justice, a lack of social links in networks outside family, neighbors and certain religious associations and disillusionment with the results of democracy.

In terms of electoral participation, Mexico is close to reaching the figures of consolidated democracies. This data comes in contrast to the average citizen’s low level of political effectiveness (i.e., his/her ability to influence what the Government does). Mexicans have little involvement in other types of participation. The southern region is where citizens are the most involved in protesting: most protest petitions are signed in this area (58 percent) and the highest participation in public demonstrations or protests takes places there (68 percent).


Tag: Civic Engagement

35.

Mexico offers an improved backdrop for the stable growth of civil society. In 2014, the Commission for Support of the Activities of Civil Society Organizations was established as a permanent inter-secretarial commission, aiming to facilitate coordination for fostering activities undertaken by CSOs. There is also a Federal Register of Civil Society Organizations, which is the authorized body according to the Federal Law for Support of the Activities of Civil Society Organizations.79 The Mexican Centre for Philanthropy (CEMEFI) groups together CSOs, companies and individuals who share a mission and work for different social and environmental causes.


Tag: Civic Engagement Human rights Capacity Building Indigenous people

36.

In the State of Zacatecas, March 2012 saw the launch of a Co-Investment Fund for Human Development. A Citizen Council was established aiming to ensure public funding for CSOs to undertake projects which contributed to achieving the goals established in the 2011-2016 State Development Plan. The aim of the initiative was to bring together knowledge, experiences and resources from CSOs and the Government of Zacatecas, in order to promote wide citizen participation in development issues such as the expansion of opportunities, human development, improvement of individuals’ and families’ quality of life, promotion of freedom, human rights and safety, and employment. It also sought to correct existing inequalities and guarantee sustainable development for future generations.


Tag: Civic Engagement Inequalities Social Protection Civil Societies and NGOs

37.

2.3.2 EFFECTIVENESS OF UNDP’S CONTRIBUTION

UNDP’s contribution during the previous programme cycle was more significant on a national level, due to the democratic governance areas in which it intervened. In the current cycle, although most projects comply with the formulated goals, many of their generated outputs are deliverables which do not directly contribute to achieving the outcome.

UNDP, during the 2008-2013 cycle, supported the strengthening of the electoral system and formulation and evaluation of public safety strategies. Furthermore, it cooperated with the executive, legislative and judicial branches to formulate reform processes and supported dialogue and coordination between public powers and between different levels of Government. These projects were directed towards building and consolidating responsible institutions and mechanisms to strengthen CSOs and promote active citizenship, based upon transparency, participation and the closing of social gaps, with an emphasis on the electoral-political rights of women, indigenous peoples and young people.


Tag: Anti-corruption Election Indigenous people Women and gilrs Youth

38.

UNDP contributed, in terms of harmonization of legislation, to laying the foundations for modifying the legal framework in several of the country's states, with the aim of incorporating the topic of violence against women, based on the criteria established in the General Law of Women's Access to a Life Free of Violence (2007). It also facilitated changes to certain states’ legislative framework where women’s political-electoral rights are concerned; for example, by increasing the gender quota in the representation system and the commitment of some state Congresses to allocate a certain percentage of their budget to skills training, promotion and political development activities for women. Regarding capacity-building, UNDP contributed to generating information on women’s political-electoral rights, particularly in relation to access to electoral justice. It also promoted the building of tools to comparatively measure the effectiveness of state legislation, in addition to disseminating all of this through consultations on women’s political-electoral rights


Tag: Gender-Based Violence Election Justice system Rule of law Harmonization

39.

Public and citizen safety (outcome 38)

In the current programme cycle, two initiatives have been developed: one on the protection of vulnerable migrants in transit and the other on citizen safety in municipalities. The former pro-moted development of the capacities of CSOs in shelters to improve their assistance to migrants and drove the creation of protection networks for migrants in transit, in order to improve the perceptions of the population, with the aim of promoting peaceful coexistence. Female participation in the community was also fostered, an educational tool on safety protocols for organizations was developed and the necessary skills training was provided to those organizations. In the project to promote citizen safety in municipalities, awareness-raising activities for agents were undertaken and contributions were made to making the problem of violence among young people more visible. To these ends, a method-ology was designed regarding the production of Youth Action Plans for their presentation to local councils.


Tag: Civil Societies and NGOs Youth Migration Social Protection Awareness raising

40.

Transparency, accountability, access to information and tackling corruption (outcome 39)

UNDP contributed to improving transparency and accountability through two main routes: skills training in electoral observation for CSOs and shielding of social programmes from the effects of elections, particularly thanks to the building and use of a database which characterizes over 2,500 social programmes operated by the federal Government and by practically all state Governments. Among other uses, this helps to identify the vulnerability of the aforementioned programmes to possible political-electoral manipulation. In this context, the vulnerability of social programmes to political-electoral processes was reduced by means of the IPRO platform, the benefits of which included: (i) increasing citizens’ trust in the functioning of social programmes, particularly during election periods; (ii) facilitating independent analysis of social policy, improving auditing and evaluation of social programmes; and (iii) strengthen-ing Mexico’s commitment to accountability and improvements to the Government’s institutional performance in the framework of the Open Government Partnership and Open Data. The IPRO initiative, moreover, contributed to electoral observation having a more comprehensive vision, focusing not only on what happens on election day, but also on the complete electoral cycle, on the processes which occur between cycles and beyond the authorities which organize elections, so as to include the institutions which provide electoral justice.


Tag: Effectiveness Anti-corruption Election Rule of law Country Support Platform Data and Statistics

41.

In the context of the projects regarding good practice for access to electoral justice and the rights of indigenous peoples, both implemented in Oaxaca in 2013, 144 conflicts were addressed thanks to the guidelines developed and approved for mediation and to skills training undertaken for conflict resolution, and only 13 were unable to be resolved. In the second project, an analysis was carried out of the best practices of jurisdictional bodies in eight or nine countries in relation to indigenous peoples and positive practices were identified.


Tag: Effectiveness Election Human rights Indigenous people

42.

In order to generate synergies for creating participatory citizens who understand and exercise their human rights, impact on inclusive public policies and accept their responsibilities, UNDP supported the Government through three projects. The first, Comprehensive Educational Processes and Community Shaping, was formulated as an instrument to develop skills and capacities among young people for exercising active citizenship in accordance with the National Strategy of Civic Education, promoted by the National Electoral Institute. For this, a citizenship-building model was produced, a group of 20 experts were trained, gender equality was promoted and youth leadership was strengthened, although no evaluation of the impact of the developed model has been carried out.


Tag: Education Capacity Building Civil Societies and NGOs Youth

43.

The second project, the Accompaniment Process for the Jalisco State Development Plan, had access to resources for the development and competitiveness of the state’s Economic and Social Council and was called to strengthen and generate state capacities for addressing development challenges in the context of sustainable human development, through the implementation of comprehensive, coordinated initiatives which responded to the identified needs of the state Government. In this context, the project formulated a model for citizen consultation, incorporation and social ownership of the Jalisco State Development Plan, established the support mechanisms for implementation, diffusion and participatory evaluation of the Plan and developed instruments which allowed its impact on the population’s well-being to be evaluated.


Tag: Civic Engagement

44.

The third project, Guidelines for Citizen Participation in Federal Public Administration, is about to promote mechanisms for the participation and involvement of society and to open dialogue and consultation processes between government, legislative and civil society agents, in addition to designing indicators and a system of institutional and citizen monitoring on the topic.


Tag: Civic Engagement

45.

2.4 COOPERATION FOR DEVELOPMENT

2.4.1 OVERVIEW

Mexico’s cooperation for development has evolved alongside the country’s economic, political, social and technological progress. There have been significant advances in the quantity and quality of its cooperation and in the development of innovative paradigms for making Mexico’s role as a development cooperator more relevant and efficient, although important obstacles remain to achieving its positioning on a regional and international level.


46.

South-South and Triangular Cooperation

Mexico has progressed in terms of developing a legal and institutional framework for international development cooperation which has laid the foundations for positioning the country as an effective development cooperator, on a regional and global level, through South-South (SSC) and Triangular Cooperation (TrC).

Currently the federal Government has enacted the International Development Cooperation Law (LCID)81, by virtue of which the Mexican Agency for International Development Cooperation (AMEXCID) was created. AMEXCID is a deconcentrated body of the Secretariat of Foreign Affairs (SRE) which allows complying with the strategies, aims and courses of action on international development cooperation laid out in the SRE’s Sectoral Plan. A National International Development Cooperation Fund (FONCID) was articulated and launched as a public trust. Furthermore, in the context of the 2013-2018 CPD, and in line with the agreed content of the LCID, the International Development Cooperation Programme (PROCID) is being implemented: a document which lays the foundations for planning and carrying out Mexican policy in this area. PROCID has four aims: (1) to strengthen the instruments, tools and capacities of the Mexican International Development Cooperation system for improved cooperation management; (2) to broaden and promote international development cooperation with strategic countries and regions (SSC and TrC); (3) to maintain strategic relations with cooperation providers in order to attract resources and capacities which favour the nation, aligning with the country’s priorities; and (4) to increase Mexico's presence in the world through promoting strength and opportunities relating to economics, tourism and culture


Tag: National Regional Transborder Knowledge management South-South Cooperation

47.

Mexico as a cooperation provider

Given the scale of its economy, the size of its population and the volume of its resources, Mexico is a relevant country as an international development cooperator on a global level and in the region of Latin American and the Caribbean. Over the past years, it has become an important investor in Latin America, which includes its participation in mechanisms to drive trade, investment and exchange with Central America and the Caribbean. Furthermore, it has fostered the development of two important mechanisms which go beyond business, trade and investment to promote its relations with Central America: the Tuxtla Mechanism for Dialogue and Consensus-Building and the Mesoamerican Cooperation Programme.


Tag: Trade and Development South-South Cooperation

48.

AMEXCID emphasizes the region of Meso-America and the Caribbean as a priority for promoting integration and achieving joint development. Among others, it supports the following programmes and mechanisms:

  • The Mesoamerica Integration and Development Project (MIDP): a mechanism for high-level political dialogue which includes technical forums to build consensuses and join cooperation, development and integration efforts which translate into peace and prosperity for the region
  • The Infrastructure Trust Fund for Meso-American and Caribbean Countries (Yucatán Fund): a financial instrument for supporting the implementation of infrastructure projects which contribute to the region’s connectivity and economic development.
  • The Mesoamerican Cooperation Programme (PMC): a programme which promotes exchange of knowledge and experiences in the sectors of education, health, the environment, agriculture and fishing, disaster prevention and tourism.

Tag: Knowledge management Partnership Policies & Procedures Institutional Strengthening Civil Societies and NGOs Private Sector

49.

UNDP’s assistance centred, from 2001 onwards, on developing capacities and technical support for the Secretariat of Foreign Affairs for developing the Puebla-Panama Plan (PPP). This initiative continued and allowed for transition to the Meso-America Project which, during the previous programme cycle (2008-2013), was incorporated into AMEXCID and is part of its organic structure.

In the current country programme (2014-2018), UNDP continues to support Mexico, promoting consolidation of AMEXCID through the project for institutional strengthening of this body. The 2014-2018 programme refers to Mexico’s double role, as a recipient and provider of international cooperation. In its role as provider, of note is the fact that Mexico’s experience offers lessons that could be useful for other countries. UNDP’s strategy in this context is focused on identifying, systematizing and disseminating good practices and evaluating experiences to foster exchange of knowledge and capacities. Furthermore, UNDP is collaborating with the Mexican Government to produce the country’s response to compliance with the SDGs established in the 2030 Agenda


Tag: Knowledge management Partnership Technical Support

50.

The federal Government has established collaboration schemes with other cooperation institutions to strengthen Mexico’s participation in multilateral platforms and to reinforce the country as a key player in international cooperation. Thus, Mexico has consolidated itself as an effective development cooperator and a regional leader for development by means of collaboration between AMEXCID, the UNS and international bodies such as the GIZ, JICA, the Spanish Agency for International Development Cooperation (AECID), the Norwegian Agency for Development Cooperation (NORAD) and the Canadian International Development Agency (CIDA).


Tag: Multilateral Partners

51.

UNDP provided technical assistance to Mexico for the development of institutional capacities in SSC and TrC. Through identifying, systematizing and disseminating good practices, based on documenting and evaluating experiences, UNDP contributed to the country meeting its aims in terms of positioning on the international cooperation stage. Centres of excellence were also strengthened and established for the exchange of knowledge and capacities. Contributions were made to producing the Post-2015 Agenda, supporting consultation processes, the defining of indicators and monitoring and implementation initiatives.


Tag: Knowledge management Strategic Positioning South-South Cooperation

52.

2.4.2 EFFECTIVENESS OF UNDP’S CONTRIBUTION

Between 2008 and 2015, the Mesoamerican Integration and Development Project (MIDP) managed a total of 107 financial operations worth a total value of $3,077.4 million (with financial support from the IDB, the Central American Bank for Economic Integration [CABEI], the CAF-Development Bank of Latin America and the AMEXCID Yucatán Fund). The MIDP is considered a regional instrument for bringing together the cooperation, development and integration efforts of the countries in the region and has consolidated itself as a high-level forum where leaders meet to analyse regional priorities.
 


Tag: Human and Financial resources International Financial Institutions

53.

In the context of the current programme cycle (2014-2018), UNDP committed to providing technical assistance to develop institutional capacities in SSC; more specifically, by establishing centres of excellence and a national cooperation register, exchanging experiences and strengthening AMEXCID. UNDP collaborated with this body in order to foster the 2014-2018 International Development Cooperation Pro-gramme (PROCID) and to conclude and launch the National Registry for International Development Cooperation (RENCID), which has allowed for the creation of a database which facilitates planning, quantification and accountability for the provision and receipt of international development cooperation.


Tag: Human and Financial resources South-South Cooperation Technical Support

54.

UNDP coordinated efforts for the joint production, between AMEXCID and the United Nations agencies in Mexico, of a diagnosis of the different aspects of UN support to Mexico’s SSC. The published report, ‘Towards a Global Partnership for Development: The UN and Mexico’s SSC’ gathers and systematizes the UN’s experiences where Mexican SSC is concerned. The document highlights how the joint AMEX-CID and UNDP project – aimed at consolidating the Mexican agency institutionally and operationally – has supported SSC. The distribution of this document among Mexico’s diplomatic delegations around the world has allowed AMEXCID to position itself institutionally as a cooperation agency.


Tag: Communication Knowledge management Coordination

55.

Chapter 3 UNDP’S CONTRIBUTION TO DEVELOPMENT RESULTS – RELEVANCE, EFFECTIVENESS AND SUSTAINABILITY

3.1 RELEVANCE

RELEVANCE IN TERMS OF NATIONAL DEVELOPMENT PRIORITIES AND UNDP’S MANDATE

In general, in all thematic areas, UNDP’s activities in Mexico have aligned with the goals, aims, strategies and courses of action featured in the country’s National Development Plans for each sexennial. Furthermore, the organization has developed complementary activities to those of the federal Government (executive, legislative and judicial branches) and the state governments in relation to sustainable human development, the Millennium Development Goals and the international agreements signed by Mexico regarding UNDP’s actions. Moreover, projects have been aligned with the Government’s special and sectoral programmes. Specifically, with regard to the environment, UNDP has been forced to adapt to weakened implementation of the Government’s sustainable development and climate change agenda over the past four years. UNDP’s other reference points are its 2008-2011 and 2014-2017 Strategic Plans and the United Nations Development Assistance Frameworks for 2008-2013 and 2014-2019, which contain, respectively, the programme priorities of UNDP on an international level and as a cooperation agency belonging to the United Nations System in Mexico. In the vast majority of cases, UNDP supported the planning of activities based on thematic diagnoses and consultations with the partners and beneficiaries involved. The projects in which UNDP participated incorporated the dimensions of sustainable human development and were undertaken based on the communities’ demands and considering local and indigenous needs.


Tag: Relevance Strategic Positioning

56.

UNDP projects relating to the Human Development Index, social inclusion, gender, exercise of citizenship, competitiveness and employment generation were aligned with the national priorities established in the axes of the 2007-2012 NDP for developing a competitive economy that generates employment and equal opportunities. In the period between 2008 and 2012, in the context of the MDGs, social cohesion and human development, the Country Programme Document places particular importance on advocating knowledge of human development through the dissemination of the national HDI, state HDIs and case studies on human development, and through evaluations of the effects of public policies on inequality. These topics were reflected, in one way or another, in projects relating to gender and ethnic equality. With regard to democracy and governance, the goal of fostering civic awareness by promoting citizens’ knowledge of their rights was maintained.


Tag: Relevance Gender Equality Civic Engagement Human rights

57.

Taking as a starting point the 2013-2018 NDP, UNDP prioritized collaboration on equality, inclusion and equity. This was reflected through outcomes 35 and 36 and the corresponding projects, such as those on the HDI, social inclusion, gender equality, economic growth and competitiveness, aligned with the goals and aims of An Inclusive Mexico to guarantee the effective exercise of social rights, with high-quality education, in order to ensure comprehensive development for all Mexicans and highly trained human capital. It was also aligned with Prosperous Mexico, by developing evaluation mechanisms for the effective use of public resources intended for promoting and enforcing equality of opportunities for women and men and developing the country’s strategic sectors, supporting the successful insertion of micro, small and medium enterprises into value chains with the greatest potential for growth and employment generation. UNDP’s activities were consistent with human development needs relating to the social inclusion of children, young people, indigenous peoples, women, older adults and migrants, with research and information needs and with recommendations for human development topics, such as social mobility, public spending on children or food insecurity. While in the 2008-2012 CPD (extended to 2013), UNDP sought closer dialogue with the Government and addressed the national needs, the 2014-2018 CPD refers to alignment with UNDP’s programme priorities in the UNDAF and in the Strategic Plan, meaning that it must address the Government’s needs and, at the same time, drive its own agenda


Tag: Youth Relevance Micro-credit Value Chain Coordination Indigenous people Women and gilrs

58.

Regarding disaster prevention and reduction, UNDP incorporated and adapted to needs and provided its counterparts with pertinent input for producing strategies. It also supported them in implementing identified actions, analysed their effectiveness and proposed improvements for the above-mentioned strategies, allowing them to contribute to Mexico’s compliance with national and international goals set forth in the environmental agreements the country has signed.


Tag: Disaster risk management Biodiversity Energy Environment Policy Natural Resouce management Relevance SDG Integration Forestry MDGs

59.

The central topics of the projects implemented in the area of governance were the most relevant and pertinent for the country. They are congruent with the MDGs, the problems previously identified and the national Governments’ development plans in the two periods covered by the evaluation. Topics relating to gender equality and violence against women, alongside those of public and citizen safety, are extremely relevant within the Mexican public agenda. All projects are vertically aligned with national laws, plans and programmes and with the international commitments made by Mexico in both areas. For example, the Strengthening National Capacities to Implement National Legislation and Non-Violence project was aligned with national legislation, followed the recommendations from the Convention on the Elimination of all Forms of Discrimination Against Women (CEDAW ) and addressed the need to harmonize state laws with national law. The Migrants project, through which a general diagnosis was made on the situation of migrants, backed by the HDIs and to which the Office of the United Nations High Commissioner for Refugees (UNHCR) and UNICEF contributed, was aligned with the NDP and the National Migration Programme. UNDP diagnosed social topics in order to identify the cause of deteriorating social fabric and to work at a participatory level. As a result, before implementing the project, the population's sentiments were clearly mapped, alongside the existing problems, ways of intervention and community characteristics. Relevant agents were also identified in migrant areas, including areas of opportunity for cultural and sports activities and ways of getting to know one another.


Tag: Relevance Gender-Based Violence Rule of law Migration Institutional Strengthening

60.

In the design and implementation of initiatives for strengthening the Mexican State’s position as an effective development cooperator on a regional level, project aims were aligned with national development plans and UNDP’s strategic aims on a regional and global level. The activities undertaken by UNDP, in the context of its 2008-2013 and 2014-2018 country programmes, are aligned with the development priorities identified by the Mexican State. Similarly, its strategies are based on UNDP’s 2008-2011 and 2014-2017 Strategic Plans, the 2008-2012 and 2014-2019 UNDAFs and the commitments made to compliance with the MDGs and to programming the Post-2015 Agenda in the direction of defining the 2030 Development Agenda of the SDGs. In the 2008-2013 CPD, Mexico’s consolidation as a cooperation provider was planned in accordance with the priority established in the axis of effective democracy and responsible foreign policy of the 2006-2012 NDP. Furthermore, UNDP took into consideration the results of consultations with different sectors of Mexican society to produce Vision 2030, articulated around the concept of sustainable human development and which reflects the country’s commitment to the UN’s development goals. The current country programme cycle (2014-2018) is consistent with the fifth axis of the 2013-2018 NDP: successfully transforming Mexico into an agent with global responsibility, allowing for a pertinent international cooperation platform to be consolidated, to which the country can contribute in the high-specialization areas which represent its comparative advantages, addressing, at the same time, the development challenges which it continues to face by identifying good practices and lessons learned.


Tag: Relevance Strategic Positioning

61.

UNDP’s activities were in line with the commitments made by the UNS in the 2008-2012 UNDAF in the context of the area of cooperation in competitive, sustainable, equitable and inclusive economic development, which it established as aim number three when designing proposals for broadening Mexico’s cooperation with other Latin American and Caribbean countries, and with other parts of the world, particularly in the areas of economics, energy, employment, the environment and education. Similarly, UNDP’s activities were aligned with the 2014-2019 UNDAF in the area of cooperation, identified as a partnership for sustainable development, which expects the UNS to focus on: (1) consultancy and methodologies for identifying, systematising and exchanging good practices; (2) integration of subregional, regional and international centres of excellence, in order to identify areas of high-level specialization in which Mexico has comparative advantages; (3) strengthening national capacities for managing international cooperation; (4) support for the international cooperation strategy on human rights; (5) facilitation of dialogue to reach social-political consensuses between different agents, particularly civil society; (6) support for designing awareness-raising campaigns on Mexico’s international cooperation abroad; and (7) support and advocacy for consolidating associations on a regional and international level on relevant global topics which generate debate and national public opinion on global development agendas.


Tag: Partnership South-South Cooperation Relevance

62.

UNDP currently works to identify, systematize and disseminate good practices by documenting and evaluating experiences and strengthening and establishing centres of excellence for the exchange of knowledge and capacities. Furthermore, it contributes to building the 2030 Agenda, supporting consultation processes, the definition of indicators and follow-up and implementation initiatives that will allow the Mexican Government to incorporate the SDG commitments into its NDP.


Tag: Relevance Knowledge management SDG Integration

63.

RELEVANCE OF APPROACHES

The methods, resources, models and conceptual frameworks used by UNDP were relevant for achieving the planned results since, in most cases, they were based on listening to local needs, producing diagnoses and analyses of existing information, encouraging dialogue between agents, developing and adapting recognized methodologies, orienting public policies and laws, facilitating skills training and workshops and monitoring and evaluation. These strategies were aimed at achieving social inclusion, poverty reduction, quality of life, economic growth and competitiveness.


Tag: Relevance Monitoring and Evaluation Awareness raising Capacity Building Coordination Policy Advisory

64.

The pertinence of the approaches, models and conceptual frameworks applied by UNDP to environmental topics was very highly valued, especially in the proposed field visits, which prioritized the most successful locations. Sometimes, certain beneficiaries located outside these areas and visited at random had opposing opinions. In the chemical materials projects, they considered UNDP to perfectly understand Mexico's international commitments on this topic, in addition to market needs, signifying that the plan formulated for the whole sector was considered appropriate. UNDP’s approaches and methodologies were generally considered to be highly relevant, since they bridge the gap between the UN’s agenda and that of Mexico. CONANP beneficiaries highly valued the fact that UNDP projects had consulted them on local needs through workshops, forums, focus groups, interviews, etc. In general, a high level of respect and trust – and sometimes gratitude – towards UNDP staff is perceived among the beneficiaries of these projects (common land owners, farmers).


Tag: Environment Policy Relevance

65.

Where forestry is concerned, programme operational rules have incorporated biodiversity criteria and requirements as factors for awarding subsidies, a result of UNDP’s influence. It is indicated, for example, that CONAFOR’s criteria for biodiversity conservation were created alongside UNDP and greatly aid compliance with international certification for producers. The positive influence of UNDP’s approaches and conceptual frameworks are also present in the Methodological Guides for CONAFOR’s Sustainable Management Plans, which are publicly accessible. However, some interviewees commented that UNDP, on occasion, oversteps the mark in its guiding role for forestry projects because – they say – it has tried to intervene in areas for which it does not have the necessary technical knowledge.


Tag: Forestry Relevance Technical Support

66.

UNDP is considered to be an important strategic partner for positioning the Mexican Agency for International Development Cooperation (AMEXCID) and the international cooperation agenda on a regional level. For AMEX-CID’s institutional strengthening initiative, a review was carried out of UNDP’s experiences in other countries (China, Turkey and Brazil), its strategies, results and actions, and the best tools were chosen for application to AMEXCID. The Puebla-Panama Plan (PPP)/Mesoamerica Project (MIDP) has encompassed three government periods: 2000-2006, 2006-2012 and 2012-2018. During the first transition, UNDP was considered fundamental, as the PPP evolved into the Mesoamerica Project. The change in name was due to a Government strategy to create a joint agenda for the 10 countries of the Mesoamerican region. The project office, during these three periods, has undergone many changes based on decisions made by the Presidency of the Republic, in terms of national priorities and relating to the change in strategy from the PPP to the MIDP. With UNDP, methodologies were designed to train individuals as they arrived. Moreover, there were administrative changes within UNDP which required awareness-raising efforts on the Government’s part.


Tag: Relevance Awareness raising Institutional Strengthening South-South Cooperation

67.

3.2PROGRAMMATIC EFFICIENCY

In the area of environment, UNDP’s programme efficiency was rated as good, with an adequate use of project resources. Administrative procedures are perceived to be rigid and costly. Account-ability mechanisms forced UNDP counterparts to undertake additional procedures, although these aim to guarantee transparency in the use of resources. Its financial mechanism is considered to be practical and valid, although its efficiency could be improved.


Tag: Efficiency Policies & Procedures

68.

While the Government’s implementing partners rated UNDP’s efficiency as high, non-govern-mental partners considered it to be moderate. UNDP’s management and functioning is considered to have been successful and was, in general, efficient, fast and transparent. In most cases, it acted without significant delays. Generally, project time-frames are extended but the logical frameworks for all projects allow for extensions to be undertaken in a controlled way. Certain delays in delivering the outputs of UNDP projects with CONAFOR, CONANP and SEMARNAT have been due to changes in government. Through UNDP mediation, civil society has drawn significantly closer to these topics. UNDP is recognized as the only institution pro-viding medium- and long-term continuity to Mexico’s environmental agenda. In the absence of State policy on environmental issues which surpasses the duration of federal government administrations – six years – UNDP has insisted that the incoming administrations do not interrupt projects.


Tag: Efficiency Sustainability

69.

Good hiring policies were observed, with few exceptions. In several cases, staff were limited in number. Team procurement processes are slow, which mainly affects those with problems relating to government resources. In general, it is easier to secure and administer resources via UNDP than through the Government. There are often delays in UNDP’s allocation of funds; however, in the technical area, its delivery was very punctual. The organization’s budgetary flexibility was highly valued. It is acknowledged that, although there has recently been a smaller budget for projects with UNDP – due to several factors – priority has been placed on maintaining consulting staff as intact as possible, with cuts made to budgets for other planned activities. Also highly valued was UNDP’s very careful attitude in generating synergies and in saving money and time, through the fusion of activities (match) from different projects and even through successfully progressing with goals from several different projects at the same time. Despite the disadvantages highlighted, administrative in nature, UNDP’s processes are perceived to have increasingly simplified over the course of time.9


Tag: Procurement Efficiency Policies & Procedures

70.

In the area of poverty reduction and promoting competitiveness, evidence suggests that every project has been implemented with specific end dates and estimated costs. In relation to costs, in general, there was a perception of transparency in financial management when in the hands of UNDP. In some cases, there was mention of problems in understanding how UNDP’s costing and expenditure-checking system worked, in addition to rigidity in spending itemization or confusion regarding account management, or in the fact that financial studies on UNDP’s projects are presented in English and costs are established in dollars.


Tag: Efficiency Human and Financial resources

71.

In order to increase efficiency, it was suggested that synergies between projects be increased before political transitions, using the same consultants between projects, so as not to lose expert human capital. Currently, a consultant cannot work on more than one project and, consequently, they are more difficult to retain and opt for other work. For ConstruyeT projects, the use of worksheets and skills training online through videos were highlighted as innovative resources that saved on costs for the Secretariat of Public Education (SEP). According to partners, UNDP staff are highly trained and very attentive, have response capacity and provide rapid support when requested. In some cases, opportunities for improvement were mentioned. For example, the organization should bear in mind that it is working with counterparts who are highly prepared and, therefore, its support is expected to include expert staff at the highest level who can contribute something new or different. Another suggested improvement was the identification of mechanisms to neutralize differences of opinion between project staff and UNDP staff, which lead to an inefficient working environment. It was mentioned that high turnover91 among UNDP staff, particularly over the past years, has translated into a loss of trained staff and a lack of continuity in certain projects.


Tag: Efficiency Human and Financial resources Programme Synergy

72.

UNDP was generally considered to respect the established project time-frames. Where they occurred, delays were attributed indistinctly to partners and to UNDP. Relevant comments were made regarding the long waiting times for sign-ing project documents or for being able to make changes to them.

Some UNDP activities have been threatened by the insecurity of staff in the field, such as in the state of Guerrero. However, this threat was resolved by taking precautions based on a strict safety protocol coordinated by CONANP’s state-level management.


Tag: Efficiency Procurement

73.

In terms of governance, efficiency was considered to be very good and is strengthened when work is supported by strategic partners. Programmed activities were, in general, carried out within the expected time-frames. An example of good prac-tice is the maximization of existing resources when projects are undertaken through strategic partnerships with well-positioned agents with a high level of experience in the subject (for exam-ple, México Estatal and its partnership with the CIDE, the institutionalization of social policy in partnership with CONEVAL and Mexican Transparency, the migration in transit project with the agents described in the previous section, etc.). Agents perceive UNDP to be an institution that operates with a high level of transparency. Its administrative procedures for formalizing contracts and agreements were sometimes cited as obstacles to providing an immediate response to partners’ needs.


Tag: Efficiency Partnership Policies & Procedures Country Government

74.

On development cooperation, efficiency was also very good. In a timely manner, UNDP facilitated planning and the multi-annual budget required by the Mexican Government in the area of development cooperation. The SRE and later AMEXCID underwent a learning process on what multi-annual projects represented. First, with the PPP, then with the MIDP and now with AMEXCID, efficiency is noteworthy in terms of planning, budgeting and follow-up. These were achieved with UNDP’s collaboration and the use of its methodology for hiring staff, which facilitated the training of human resources who remained in the Mexican State. UNDP’s backing was also efficient in projecting the PPP/MIDP, based on which development banking took an interest in the MIDP’s projects (the IDB, the CABEI and the Banco Espírito Santo-funded initiatives, in this context). UNDP also contributed through rapprochement of sec-toral initiatives. The Mesoamerica project, which has nine topics, needed significant inter-institutional coordination.


Tag: Efficiency Human and Financial resources

75.

Partners agree that UNDP has clear administrative procedures which serve to establish limits. In terms of follow-up, communication with UNDP is, in general, very close and project board meetings are held, both at the UNDP offices and at the implementation agencies’ offices. As a tracking and evaluation mechanism, quarterly and annual reports and independent annual audits were particularly noteworthy. Time-frames and estimated costs were respected. UNDP sometimes delays the publication of vacancies, which weakens its technical teams. It was mentioned that visits by high-level figures from UNDP and the Secretariat of Foreign Affairs require a great deal of time, effort and resources from the UNDP office for preparing content and logistics.


Tag: Efficiency Change Management Implementation Modality Policies & Procedures

76.

3.3 ADMINISTRATIVE EFFICIENCY

Based on the review and analysis of quantitative data on administrative systems and projects, and on interviews with UNDP staff in Mexico, it is possible to reach several conclusions, detailed below.

The UNDP country office currently has healthy financial management and systems, which show significant improvements in comparison to previous audit reports which raised issues related to shortcomings in financial controls and the absence of a plan for mobilizing resources (2006), in addition to a ‘partially satisfactory’ result, due to a series of factors (2011). For the 2015 tax year, audits of 15 projects using the Harmonized Approach to Cash Transfers method gave an ‘unqualified’ opinion and a ‘satisfactory’ score. The financial management dash-board (in Atlas), which displays several aggregate financial indicators, has shown a ‘green’ rating for the past five years.


Tag: Efficiency Resource mobilization Human and Financial resources Implementation Modality Cash Transfers

77.

Regarding human resources, UNDP in Mexico manages and reports one of the highest numbers of service contracts among UNDP offices in the world. The high number of service contracts (49695) has had an impact on the country office’s administrative and operational capacity. They are mostly concentrated in two national institutions, CONANP (265) and AMEXCID (91). Over 70 additional contracts correspond to the area of the environment (PIMS, CONABIO, GEF, Sixth Communication on Climate Change, disaster risk management, etc.). In total, 521 individuals work for UNDP (including its staff and service contracts). Seventy-nine percent of the country office staff (409 posts) are funded through the Government’s contribution.


Tag: Efficiency Human and Financial resources

78.

With regard to the office environment, the 2014 Global Staff Survey indicates that staff are generally committed and empowered. Lower levels of performance are largely related to shortcomings in knowledge management (how to access experience, how to inform staff and how cooperation is undertaken at the managerial level). The gender gap is slightly wider than the recommended level (five points instead of a maximum of four).


Tag: Efficiency Gender Equality Knowledge management

79.

General costs for projects funded by the Government have a larger proportion of donations and consultants. The proportion of service contracts remains practically the same for both types of projects, although it has constantly increased since 2008, to almost 73 percent of expenditure in 2015 (which is not represented in the 2008-2015 aggregate figure)Government partners rated UNDP at a low level in terms of cost-effectiveness. The 2015 Partnership Survey for UNDP in Mexico indicated a lower-than-average cost-effectiveness. Only 28 percent of the survey respondents considered UNDP’s cost-effectiveness to be favor-able, far below the regional and corporate averages (35 and 44 percent, respectively). However, partners are generally satisfied with UNDP’s commitment in Mexico (88 percent), slightly higher than the regional and corporate average. This suggests that, despite general satisfaction, partners see a gap in terms of Results-based management (RBM) within the country office presents a higher-than-average level of professionalism. The Mexico office was highly valued in terms of its performance in line with the internal quality evaluation carried out annually by UNDP headquarters. In fact, there was notable improvement in the quality of ROARs between 2011 and 2012, which has kept the highest rating since then. The amount spent on monitoring and evaluation as a percentage of total programme spending has also increased, from less than 1 percent in 2014 to 2.3 percent in 2015. Partners’ satisfaction with UNDP’s approach in relation to RBM was positive in comparison to the regional and global averages efficiency.


Tag: Efficiency Monitoring and Evaluation Partnership Results-Based Management

80.

 

3.4 SUSTAINABILITY

Sustainability and ownership in the different focus areas in which UNDP in Mexico works can, on average, be ranked between moderate and good, with heterogeneous results and similar factors which favoured sustainability and ownership, and with other shared factors which limit them. In general, projects requested by the Mexican Government showed good levels of sustainability during the administration in which they were implemented. However, this sustainability tends to dissipate once the government period ends, whether due to an agenda change or to political proselytism. The current decrease in public revenue is another risk to sustainability, as long as ownership on the part of society (communities, business people, etc.) continues to be the exception, as up until now. Therefore, the dissemination of information and project results is an opportunity for UNDP in Mexico.


Tag: Sustainability Ownership

81.

Starting with the area of the environment, which covers a large proportion of UNDP’s activities in the country and the projects of which naturally have a time and sustainability component different to that of other thematic areas, there has been a good level of ownership and empowerment through training, skills training and strengthening of local capacities. This in turn has allowed beneficiaries and their leaders to track and provide continuity to results. However, continuity is not always provided by other involved agents, especially government counterparts. The main risk to the sustainability of this outcome does not depend on UNDP, but rather on changes in government, management and political will. Some projects have formed groups which will continue activities linked to this outcome (especially those which have achieved socio-economic cost-effectiveness) and there are cases in which UNDP has withdrawn and state or local authorities have taken on its functions. Sustainability often depends on communities; in the case of emergency plans and disaster risk prevention plans, it also depends upon municipalities following up with community plans, in addition to political and technical continuity in institutions.


Tag: Climate Change Adaptation Energy Environment Policy Sustainability Awareness raising Capacity Building Institutional Strengthening Youth

82.

There are multiple support factors for the sustainability of the projects in which UNDP has participated in Mexico, such as: certification for companies which produce and distribute pho-to-voltaic equipment; green mortgages which generate requirements and demands in the user; the fact that the testing laboratories in Guanajuato complement the certification cluster for producers of solar heaters; the fact that the UNDP programme did not limit itself to the Institute of the National Fund for Workers’ Housing (INFONAVIT), instead expanding to SMEs and the tourism sector; and the SAGARPA AGRONEGOCIOS programme adopting the solar heater project model through the FIRCO Shared Risk Trust. There was also continuity in the implementation of the funding component for photo-voltaic energy, mobilizing national resources (FOTEASE) and incorporating development banking (BANCO-MEXT), in order to create guarantee funds for Solar Water Heating Systems. The private sector was involved in both the chemical and mining sectors in creating low-emission development strategies (LEDS) and with funding for biodiversity through the creation of the Mexican Alliance for Biodiversity, alongside the Banks of Mexico Association. Similarly, in the Sixth National Communication project with the INECC, there has been an impact on the creation of a public-private dialogue with the different industrial sectors for the creation of sectoral GHG baselines.


Tag: Clean Energy Energy Sustainability Resource mobilization Private Sector

83.

Structural factors that have contributed to sustainability include ownership of aims by government institutions, the approval of laws and other regulations on the topic and the involvement of CSOs, which help to sustain results despite changes to the federal administration.


Tag: Sustainability Rule of law Ownership

84.

However, still to be addressed are: the need for project results to penetrate wider sectors of society; excessive dependence on direct subsidies; and lacking involvement of business-people in environmental and climate change topics. Another obstacle is that society has not taken ownership of the principal topics of climate change beyond small demonstrative cases. UNDP does not have an exit strategy for these purposes. For example, in terms of the environment, awareness-raising and information campaigns are needed for the people; dissemination within society is a huge challenge.


Tag: Climate Change Adaptation Environment Policy Challenges Sustainability Awareness raising Private Sector

85.

In the case of chemical product management, sustainability is perceived to be insufficient. Even when UNDP’s contribution to destroy-ing polychlorinated biphenyls (PCB) was good, the goal of destroying 41 tonnes of PCB is not progressing at the necessary speed, despite the willingness shown by SEMARNAT. Achieving such a goal requires a successful exit strategy to be found for the fact that, for business people, PCB destruction is an added cost. UNDP has contributed to the area of PCB destruction through support focused on producing information, an integrated management system, a standard which goes beyond destruction (to avoid cross-contamination), holding workshops for the certification of correct environmental management, identifying installed capacities and mark-ing out a pathway towards PCB destruction. However, the sustainability of this entire effort lies in the creation of industry capacities.


Tag: Forestry Biodiversity Environment Policy Natural Resouce management Challenges Sustainability Human and Financial resources Indigenous people

86.

In terms of preparing national communications on climate change, there has been capacity-building, but these capacities are dispersed among consultants and only partially exist among government staff. The project has allowed Mexico to maintain global leadership in preparing the national communications of countries which do not feature in Annex 1 of the UNFCCC, has aided the updating of databases on topics of mitigation and adaptation, and has allowed for the involvement of a wide-ranging technical-scientific community. The updated information from the Fifth Communication allows for a critical and quantitative evaluation to be carried out on progress, comparing it with compliance with Mexico’s goals. The country has an important network of scientists in its universities101 and the capacities of INECC, after the conclusion of the Fifth National Communication, have allowed for GHG inventories to be updated. However, INECC has seen reductions to its budget for retaining its own staff to produce national communications.


Tag: Sustainability Communication

87.

In the area of poverty reduction and inclusive development, results in terms of sustainability are also mixed. When projects have been requested by the Government or civil society or were proposed by UNDP, based on interest in designing long-term policies, greater sustainability is present, even after the organization’s withdrawal (as in the cases of: the SEP project ConstruyeT; the SEDESOL project Development of Capacities for the Inclusion of Children with Disabilities in the framework of the programme Childcare to Support Working Mothers; and the Institutional Social Inclusion Strategy for Gender Equality, Non-Discrimination and Employment Inclusion for Women, the Disabled and the LGBTTTI Community in Petróleos Mexicanos, PEMEX). The Development of Capacities for the Inclusion of Children with Disabilities project, in which SEDESOL and the National System for Integral Family Development (SNDIF) collaborate, was designed with pilot tests to act as an example on an international level and with the intention of increasing its coverage in the future. In awareness-raising projects for gender issues in states and PEMEX, Supplier Development or Con-struyeT projects, capacities were created among the beneficiaries or intermediaries which remain after the end of the initiative. On the other hand, certain beneficiaries comment on the lack of continuity of some projects and the fact that certain activities ended early with non-sustainable results. The main challenges in terms of sustainability are staff turnover within implementing partners and within UNDP, no champions to drive projects, changes of sexennial and priorities and a lack of budget to continue with the next project phase.


Tag: Sustainability Gender Equality Human and Financial resources Policies & Procedures Disabilities Awareness raising Youth

88.

In the area of governance, sustainability is generally medium-low, except in institutionalized initiatives. This is not necessarily attributable to UNDP but, instead, to the instability in the incorporation of results into government agencies. There is often no continuity in the work undertaken neither on the part of UNDP nor the Mexican Government, which makes it difficult to institutionalize the results of projects in continuous processes, since turnover of trained staff often implies that project results are lost. The main obstacle to project sustainability is probably interaction with government agents, since changes in government (at any level) imply drastic changes to public administration staff, which affects project continuity. Political-electoral times distract the attention of public agents and decrease their interest in projects. In several cases, greater civil society involvement favours sustainability, since the affected parties take ownership of processes. Sustainability also improves when a prestigious agent, well-positioned on a national level (NGO or academic institution), is involved, since an image of political neutrality is consolidated, but also because they will probably continue to work on the topic once UNDP’s support comes to an end.


Tag: Challenges Sustainability Change Management

89.

In the area of cooperation, most results are institutionalized; however, certain outputs are non-established documents. The Mesoamerican Integration and Development Project (MIDP), which is funded by multiple sources through the Development Cooperation Fund, is now part of public policy on international cooperation and is institutionally rooted in AMEXCID. Trained experts belong to AMEXCID’s organizational structure and are trained in UNDP’s budgetary and multi-annual planning methodology. Ownership, therefore, falls upon the teams incorporated into and trained at AMEXCID. UNDP and the part of the training programme for seeking out specialized profiles may help, in turn, to maintain the course of action in time, thanks to the teams which participated in the programme. The methodology created is used in the National Registry for International Development Cooperation (RENCID) to identify good practices. Methodology for mapping subnational agents was one of the clauses agreed with the company which carries this out, in order to pass on to it the information and the methodology. In terms of ownership, the lessons learned and information transfers through skills training will remain at AMEXCID.


Tag: Sustainability Ownership Capacity Building South-South Cooperation

90.

4.1ALIGNMENT OF UNDP’S COOPERATION PROGRAMMES

UNDP’s 2014-2018 cooperation programme was produced based on the guidelines established by the 2014-2019 UNDAF, which in turn was based on the five agreements made in the Pact for Mexico.This agreement defined the national programme foundations in the social, economic and political spheres through 95 commitments, with a time horizon up to December 2018, contained in five chapters: (1) rights-based society; (2) economic growth, employment and competitiveness; (3) safety and justice; (4) transparency, accountability and tackling corruption; and (5) democratic governance. Taking the Pact’s guidelines as a starting point, the five goals of the 2013-2018 National Development Plan were established: Mexico at Peace; An Inclusive Mexico; Mexico with High-Quality Education; Prosperous Mexico; and Mexico, an Actor with Global Responsibility.


Tag: Anti-corruption Policies & Procedures Strategic Positioning

91.

The UNDP programme also considers the priorities proposed in UNDP’s 2014-2017 Global Programme: (a) the Post-2015 Development Agenda and Sustainable Development Goals; (b) inclusive and sustainable development path-ways; (c) climate and disaster risks; (d) inclusive and effective governance; and (e) gender equality and women’s empowerment. The country pro-gramme also takes into account the four results defined in the 2014-2017 Regional Programme for Latin America and the Caribbean, developed based on the guidelines established in the Global Programme: (a) inclusive and sustainable growth and development, with the incorporation of productive capacities which generate employment and a living for those in conditions of poverty and exclusion; (b) meeting citizens’ expectations in terms of the rule of law, participation, development and responsibility with robust democratic governance systems; (c) quicker achievement of progress in relation to reducing gender inequality and promoting women’s empowerment; and (d) the capacity of countries to reduce the likelihood of conflict and to reduce the risk of natural disasters, including those originating in climate change (see Table 3).


Tag: Strategic Positioning Coordination South-South Cooperation Agenda 2030

92.

4.2 SUSTAINABLE DEVELOPMENT GOALS

On 13 September 2011, UNDP signed a Collaboration Framework Agreement with the Mexican Government, the general aim of which was to strengthen national cooperation and to foster partnerships for regional and global development between the parties, in order to intensify cooperation and accelerate compliance with the Millennium Development Goals. In that context, UNDP’s 2014-2018 cooperation programme, in addition to the guidelines linked to its implementation by 2015, especially expressed UNDP’s commitment to working on measuring the MDGs for their monitoring and evaluation. The organization supported the federal and state governments in designing strategies, measuring the MDGs and producing Human Development Reports. That allowed sustainable human development to be positioned on the programme plat-form of the 2007-2012 NDP as a main concept. UNDP also provided assistance for the MDGs to become part of public policy planning in Chiapas and Puebla.


Tag: Resource mobilization MDGs Policies & Procedures Strategic Positioning South-South Cooperation SDG monitoring and reporting

93.

4.3 ADDRESSING OF DEVELOPMENT PRIORITIES

UNDP is perceived to be a reputable agent, with technical independence and political neutrality, which has participated in political and administrative reform processes through promoting dialogue, skills training and technical assistance. Government and civil society partners recognize in UNDP a response capacity to address the priorities established in national development plans. They also highlight its flexibility in terms of addressing emerging topics from the development agenda, such as the SDG platform, and its timely response capacity in the face of emergency situations, such as support for fiscal equity when food taxation was planned in the tax reform, flooding in the State of Mexico in 2014 and as an international development cooperator in the transfer of knowledge for the development of a temporary employment programme in response to disasters after the earthquake in Haiti in January 2010.


Tag: Public administration reform Country Support Platform Knowledge management Strategic Positioning Promotion of dialogue Capacity Building Technical Support

94.

UNDP has contributed to maintaining in the national agenda topics which correspond to the international agenda and which are not prioritized in the national development plans. UNDP’s involvement was crucial for the holding of the COP 16 in Cancún and the creation of a positive atmosphere surrounding this topic on a national level. There is recognition of efforts made by the UNDP Office in Mexico to provide continuity to projects on environmental topics, especially in the area of climate change where the Government’s interest has decreased amid the implementation of the current NDP (2013-2018). Partners generally agree that Mexican public policy on the environment and climate change is greatly influenced by the topics proposed by UNDP and they also highly value the organization’s support of the Government in achieving goals relating to Mexico’s international commitments in the field. Compliance with the Montreal Protocol is mentioned as a success story in UNDP’s work in Mexico, due to compliance with the country’s commitment to eliminate hydrochlorofluoro-carbons (HCFCs). With regard to compliance with Mexico’s commitments originating from the Stockholm Convention, UNDP’s support is valued because, based on the project designed for PCB destruction, the main agents involved were made aware, and its implementation compensated for Mexico’s long delay in complying with the Stockholm Convention commitments. UNDP has also facilitated Mexico’s negotiations and commitments on REDD+ topics, which allowed it to support the creation of a Virtual Centre for Excellence for Forestry Monitoring, which constitutes a SSC strategy, and to help to prepare REDD+ requirements for other countries. This Centre has successfully produced a forestry emissions baseline, presented at the twentieth session of the Conference of the UNF-CCC Parties (COP 20) in Lima, and has created the National Forestry Monitoring System.


Tag: Forestry Climate Change Adaptation Policies & Procedures Strategic Positioning South-South Cooperation

95.

Partners perceive that other topics on the national agenda and in UNDP’s programme framework, such as tackling corruption, public safety and citizen safety, are not receiving due attention from this organization at the level of public policies, especially in light of the relapses which, in terms of safety, restriction of liberties, centralization of public policies and institutional weakening on a subnational level, are being evidenced in Mexico. However, evidence exists that, in the face of the increase in citizen insecurity at a local level, UNDP has successfully coordinated with Governments to guarantee compliance with the aims of its project portfolio. UNDP has adapted its interventions on the ground in the most dangerous areas of the country, taking extra precautions and improving communication with Government security staff.
 


Tag: Anti-corruption Strategic Positioning Coordination

96.

4.4 GENDER EQUALITY AND WOMEN’S EMPOWERMENT

Considered in the gender analysis were integration of gender perspective into the programme, projects and the UNDP office environment in Mexico. There is relative parity among office staff (51 percent are men and 49 percent are women). Managerial posts in the office and the distribution of service contracts are also more or less equally shared across genders.

A sensitive subject relating to UNDP’s area of operations, and at the same time sensitive in terms of gender equality and women’s empowerment, is that consultants contracted by UNDP do not have a handling procedure in cases of alleged bullying or sexual harassment. Although UNDP’s contracting scheme is controlled by the organization’s policy for the prevention of sexual harassment and abuse, which refers to the UN Secretary-General’s Bulletin104, it is very difficult. to carry out the established procedures when the alleged perpetrator is not a civil servant or a UNDP employee. The staff contracted by the Government have their own procedure, but this is not established for the consultants contracted by other agencies, as is the case of UNDP consultants. While the procedure established in UNDP at a corporate level is effective for the staff who work in its office, the supervisors of whom are organization staff, there is currently a significant void in terms of policies against alleged sexual harassment for staff contracted by UNDP who work in other Mexican Government bodies


Tag: Gender Equality Gender-Based Violence Women's Empowerment Policies & Procedures Disabilities

97.

In the area of the environment, UNDP was crucial for incorporating gender perspective into the topic of climate change. After a social participation process which promoted analysis and reflec-tion on women and men in different national contexts on climate change and its effects, a Declaratory Document on Gender and Climate Change was produced and presented at the COP 16, and it was included in the Cancún Agreements on Climate Change. Similarly, UNDP has sought the integration of gender strategies through its forestry work, with registers avail-able on female participation in the companies created through its projects. These report a 400 percent increase in the number of women working in community-based forest enterprises and the creation of Organization Manuals for For-est Enterprises with a Gender Focus. Furthermore, as a result of the project for compliance with the Montreal Protocol between UNDP and SEMARNAT, one of the country’s largest home appliances manufacturers, MABE, keeps gender parity when hiring. In the area of the environment, some evidence points to a lack of practical action in the implementation of gender perspective. Some consulted partners agreed that, while UNDP is insistent with gender topics, it does not provide approaches, methodologies or experts for their implementation. Moreover, beneficiaries belonging to the Tzotzil ethnic group explained that progress in the topic of gender is slow in their communities, since female participation goes against their traditions.


Tag: Forestry Gender Parity Women's Empowerment Jobs and Livelihoods

98.

In a more exhaustive analysis, the evaluation included projects considered to be gender-transformative, gender-responsive, gender-targeted and gender-blind, since UNDP sometimes considered gender perspective and women’s empowerment to be part of projects and, at other times, it was their central topic.

Some of the projects analysed as gender-transformative at their design and implementation stages had the aim of directly contributing to changing standards or power structures to encourage gender equality and prevent discrimination through changes to national legislation, awareness-raising among public civil servants on gender differences, education for teenagers to develop their socio-emotional skills and the removal of barriers to women joining the employment market or continuing their studies. The launch of the National Institute for Women (INMUJERES), with UNDP’s support, facilitated the development of gender policy in the Secretariat of Foreign Affairs. Furthermore, it was requested that the Puebla Panama Plan, and later the Mesoamerica Project, incorporate gender perspective. The national and regional strategies which exist as gender guidelines in AMEXCID are a result of the Mesoamerica Project. However, in the implementation of this agency’s institutional strengthening project, gender perspective was not a topic clearly linked to the project. Although the International Development Cooperation Law stipulates that gender perspective must be a cross-cutting issue, no specific strategy has been developed for incorporating a gender focus into international development cooperation policies, for example, in terms of training multi-disciplinary staff on the topic of gender.


Tag: Gender Equality Gender transformation Capacity Building

99.

4.5 SOCIAL INCLUSION AND THE ERADICATION OF POVERTY

Several UNDP projects included diagnoses of the situation in which the most vulnerable groups live. These diagnoses involved surveys – such as in the case of ConstruyeT, Childcare, evaluations with the National Commission for the Development of Indigenous Peoples (CDI) and the ONE observatory – or interviews and focus groups with vulnerable groups – such as in the case of the Institutional Social Inclusion Strategy with Petróleos Mexicanos (PEMEX). Other projects featured desk research or recommendations, for example those related to the HDI, the review of the Social Inclusion Programme (PROSPERA) register, the Childcare to Support Working Mothers programme and the Supplier Development Programme (PDP).


Tag: Gender-Based Violence Strategic Positioning Disabilities Indigenous people Vulnerable Women and gilrs Youth

100.

In terms of poverty eradication, the vulnerabilities of the poorest were tackled through interventions supported by UNDP, such as access to safe housing as part of risk-reduction projects in Chiapas and access to education and cash transfers due to broadening of the PROSPERA register. With regard to projects which have reports on the HDI, spending on children or indicator design as their deliverables, their impact on poverty lies in access to high-quality information which raises awareness among civil servants, facilitates decision-making and supports the design of effective policies. Similarly, projects for entrepreneurs and MSMEs are directed towards generating income and high-quality employment.


Tag: Strategic Positioning Cash Transfers Education Awareness raising

101.

Among UNDP’s project portfolio, there are some which prioritize disabled individuals as their beneficiaries, for example PEMEX’s Social Inclusion Strategy and the SEDESOL project for Inclusion of Children with Disabilities in Child-care. In the PEMEX project, the most significant results were awareness-raising among staff in relation to disabled individuals and changes to the corporation’s infrastructure to facilitate disabled access. Although UNDP’s accessibility diagnosis has now ended, PEMEX’s social inclusion department continues to work towards adapting its premises and plans to expand this project to all of the corporation’s offices across the country. SEDESOL’s Childcare project is underway. Production of workshop content and the pilot test for training nursery staff to care for disabled children have come to an end and it is hoped that expanding the project to many more childcare facilities will be possible in 2017. A good number of women, older adults and young people – among other beneficiaries – participate in projects for generating synergies between UNDP and CONANP. In the project for pollutant disposal in order to comply with the Montreal Protocol commitments, vulnerable groups in conditions of poverty benefited. Regarding UNDP projects with CONAFOR, attention was focused on forestry producers in marginalized areas and it was very difficult to implement a gender perspective, due to the very nature of forestry production, which predominantly requires hard physical work.


Tag: Vulnerable Forestry Strategic Positioning Disabilities Awareness raising Capacity Building

102.

4.6 COMPARATIVE ADVANTAGES

UNDP’s comparative advantages are linked to its credibility, provided by its technical capacity, and to the nuance of neutrality which it provides to the processes in which it participates. Furthermore, UNDP contributes good international practices, has convening power and is able to bring together different national agents.


Tag: Technical Support

103.

UNDP is also valued by partners from civil society and academia because of the opportunities that it offers to create and manage knowledge, mainly through methodologies advocated for producing HDRs on a national and state level. These partners also recognize the leadership shown by the country office in terms of monitoring and evaluating the aims established in the MDGs. Also recognized is the added value contributed by the UNDP’s Human Development Reports Office (HDRO), which was responsible for positioning the human development paradigm, trained human capital on measuring the paradigm and produced five reports. The HDRO met its aims and was closed in 2015. This was, on the one hand, because UNDP’s main strategic partner, the Mexican Government, changed the focus of its research needs to short-term results and, on the other hand, because certain academic centres and think tanks which have existed in Mexico for years have been used to promote the new sustainable human development paradigm.


Tag: Knowledge management MDGs Monitoring and Evaluation Oversight Partnership Policy Advisory

104.

Some partners indicated that UNDP’s leadership has decreased because it has a lower level of financial independence and fewer national human resources, and because many projects are funded with Government resources. The balance between the need to collaborate with the Government while also preserving independence and credibility has proved to be a significant challenge for the organization’s managers in Mexico. This balance was forged by establish-ing very strong partnerships with agents from civil society, academia, local Governments and political parties, and by strengthening bodies under State control.


Tag: Challenges Local Governance Human and Financial resources Partnership Country Government Civil Societies and NGOs

105.

UNDP is perceived to be a leader in relevant topics from the national and international agenda, due to its thematic universe and level of commitment to complying with development goals. In terms of political dialogue, the organization is very close to the Mexican Government because of its flexibility in addressing emerging topics, which does not necessarily occur with other UNS agencies or with other development cooperators. Although UNDP is effective and quickly builds relationships, over the past years questions have been raised regarding its capacity for sustaining long-lasting links, given the turnover of its managerial and technical staff. The respectful dialogue that it maintains with the authorities and with communities is also recognized.


Tag: Coordination Agenda 2030

106.

UNDP is present in places and at events where other cooperation agencies have limited participation. For example, the UNDP Country Office, in collaboration with the Secretariat of Foreign Affairs and the UNDP’s global network, committed to contributing to consolidating Mexico's positioning as a cooperation provider in a range of spheres, including: electoral management, social and gender statistics, programmes to tackle poverty, corporate social responsibility, sustainable productive projects, strategies for adapting to climate change, comprehensive disaster management, production chains and supplier development, social competitiveness index and establishing basic reference data for formulating territorial strategies. In this context, in 2011, the Government signed a Collaboration Framework Agreement with UNDP, with the aim of maximizing Mexico’s potential as an international development partner. It includes initiatives on topics relating to compliance with the MDGs, electoral processes and productive competitiveness. Some results from these initiatives, in addition to the launch of AMEXCID, are the creation of the International Centre for Electoral Training and Research, 140 electoral missions, the organization of 30 electoral justice exchanges (with benefits for 17 countries across four continents), alongside transfer of risk management systems and measuring of the MDGs in Central America. Furthermore, the Supplier Development methodology was transferred to Honduras and El Salvador. These initiatives showed that UNDP has the capacity to be a good partner for systematizing, promoting and disseminating good practices and to take better advantage of SSC.


Tag: Election Knowledge management MDGs Strategic Positioning Capacity Building Coordination South-South Cooperation

107.

With regard to conservation, renewable energy and forestry development, UNDP is considered to be a significant development cooperator. However, where climate change in concerned, some evidence shows that UNDP is not making sufficient effort to drive the international development agenda; it limits itself to the Mexican Government’s demands and, therefore, has remained on the sidelines of the most strategic debates and processes which determine the national climate change agenda. It is considered that the organization should review its agenda, in order to define the efforts to be continued, removed and included to impact on the implementation of Mexico’s climate change priorities.


Tag: Forestry Energy Site Conservation / Preservation Strategic Positioning

108.

UNDP represents institutional leadership and the possibility of access to rigorous reference knowledge for a public administration which wishes to support and endorse its decisions. The organization’s work is very pertinent in specific sectors and has the potential to be very pertinent with certain agents, especially in the local context and particularly due to the capacities present in the federal Government in comparison to states in the local context, to which UNDP greatly contributes. Furthermore, it has a vast scope of possibility to make an impact on a municipal level. Some Mexican municipalities have very basic capacities, while others have more sophisticated capacities. This is where added value lies and where UNDP has a window of opportunity for providing technical assistance and strengthening national capacities. In this same context, the Mexican Government recognizes that working with UNDP opens doors to communities and CSOs, which improves the Government’s credibility


Tag: Institutional Strengthening National Institutions Regional Institutions Strategic Positioning

109.

UNDP’s network of experts is very highly valued in relation to renewable energy, as is its permanent presence in Mexico and its opinion leadership regarding development topics. The organization is considered to have a great potential for replicating success stories from across the world. However, it was observed that it does not use its full expert potential and that case studies would help to internationally advocate development of Mexico’s public policies.


Tag: Energy Sustainability

110.

UNDP also presents comparative advantages as compared to other international development cooperators. One noteworthy advantage is its non-financial approach to dialogue, opting instead for a partnership-based approach with those who fund activities and initiatives, unlike other international cooperation bodies which contribute their own ideas and modalities, such as the Inter-American Development Bank (IDB) and the World Bank (WB), which have a close relationship with the Mexican Government. However, UNDP depends economically on the Government as the main financial backer of its projects. The fact that the organization is not a development bank implies that its proposed projects are not biased towards links with credits, as is the case of the WB and the IDB. On the other hand, UNDP’s administrative costs are considered high in comparison to those of other international agencies.

 


Tag: Human and Financial resources Partnership Bilateral partners International Financial Institutions UN Agencies

111.

4.7 RELATIONSHIPS WITH IMPLEMENTING PARTNERS

UNDP is widely perceived to have significant capacity for gathering the Government, civil society and academia around the negotiating table and emphasis is placed on its key participation in achieving communication and agreements. There is evidence of this work in projects such as ConstruyeT and the ONE observatory, in which civil society acted as the Federal Government and UNDP’s operating arm, and in the Migrants project, in which the organization fostered dialogue between groups of local residents and migrant centres. In other projects, it also demonstrated its capacity to convene and be heard by agents of the highest relevance.


Tag: Challenges Partnership Coordination Agenda 2030 Civil Societies and NGOs National Institutions Regional Institutions

112.

In state governments, efficient cooperation has been established in a range of contexts, such as gender violence, migrants in transit or risk prevention. For these topics, UNDP has received requests for support or has approached in order to drive the MDG agenda. UNDP can learn important lessons from the results of these partnerships with state governments. For example, in the case of UNDP collaboration in the state of Chiapas during the last term, the organization opened an office and worked alongside the state government. The organization’s presence reached such an extent – participating in numerous publicity campaigns and joint support programmes – that it lost the credibility to establish dialogue with certain communities, which viewed UNDP as very close to the Government. Consequently, when governmental transition occurred, the new Government cut many ties with UNDP, due to the organization’s links with the previous Government. Nevertheless, UNDP advised the new administration when producing its State Development Plan. In other communities in the rebellious south-eastern areas, where the presence of UNDP efforts is strong, there was evidence that both beneficiaries and land users did not identify with the organization and did not associate it with the Government, due to CONANP identification worn by employees, which facilitates work.


Tag: MDGs Partnership Strategic Positioning Coordination National Institutions

113.

Although CSO agents underlined their respect for UNDP and their willingness to continue working in collaboration, they are able to be critical and provide recommendations for improved collaboration. However, they recognized that interaction in the current cooperation programme is reduced, due to the current Government's resistance to negotiating with CSOs.


Tag: Partnership Civil Societies and NGOs

114.

Cooperation between UNDP and the private sector was positive in the context of the supplier development programme in which, thanks to the Secretariat of Economy’s intervention and UNDP’s work, trailblazing companies such as AHMSA, LAPEL, Nestlé and Bombardier successfully worked alongside beneficiary MSMEs, chambers of industry and the Trust for the Americas


Tag: Partnership Private Sector

115.

With regard to the environment, UNDP’s work with CEMEX was also recognized. On the other hand, the organization has successfully incorporated project topics in a cross-cutting way, beyond these projects’ aims, in order to favourably influence private productive projects relating to agriculture, livestock, aquaculture and forestry, and in indigenous communities, the academic sector and with NGOs. UNDP has promoted a range of alliances between its projects and private companies, which have been facilitated by its presence, which generates trust, and its participation has been requested as a condition for establishing such agreements.


Tag: Procurement Civil Societies and NGOs Indigenous people National Institutions Agriculture Forestry Livestock Partnership Private Sector

116.

4.8 UNITED NATIONS SYSTEM

A lack of coordination between UNS agencies is widely perceived. It is considered that there could be more synergies between agencies; however, they often do not adequately communicate with one another and competition among them is even perceived. This was attributed to constant changes in management of UNS agencies, funds and programmes, especially Resident Coordination, and to changes in the Secretariat of Foreign Affairs after the creation of AMEXCID, which is now the Government’s focal point for the system. Both reasons were highlighted as challenges for inter-agency relationships.


Tag: Challenges UN Agencies Coordination

117.

The 2014-2019 UNDAF was extended for an extra year in order to maintain alignment with the 2014-2018 NDP and to prevent a void in programme content during the year-long transition between federal Government administrations. Work is being undertaken on a statistical database which will act as a basis for an UNDAF monitoring and evaluation system, and to have an online consultation mechanism which allows agencies to identify joint work niches. The UNDAF had been aligned with the MDGs and work is being undertaken to realign the country-level context and adapt it to the 2030 Agenda platform and the SDGs. Also being produced is an inventory of the initiatives of the UNS agencies in Mexico, in order that they act as a basis for the UNDAF’s mid-term review, planned for 2017, and in which the SDGs are intended to be used to establish a commitment to extending the UNDAF’s programme content to 2030.


Tag: MDGs UN Agencies Agenda 2030 SDG monitoring and reporting

118.

In some projects, such as ConstruyeT and Child-care, there is evidence of joint work between UNDP, UNICEF and the United Nations Educational, Scientific and Cultural Organization (UNESCO), in the case of the former, and between UNDP, UNICEF and the Pan American Health Organization (PAHO), in the case of the latter. UNDP has also successfully coordinated its work with that of other UNS agencies which participate in environmental projects, such as the GEF and the World Bank, where dialogue is permanent and agile, which has proved very beneficial for achieving the goals of several projects.


Tag: Partnership International Financial Institutions UN Agencies UNDP Regional Bureaux Coordination

119.

Identified as inter-agency projects within the evaluated sample were the vulnerable migrants in transit project, in which UNHCR, the IOM, UNDP and UNICEF collaborated; the project for inclusion of children with disabilities, which is in progress and is a collaboration between the PAHO, the World Health Organization (WHO), UNDP and UNICEF; and the joint programme for a culture of peace, implemented by UNDP, UNESCO, UNICEF, and the United Nations Office on Drugs and Crime. In the migrants project, UNDP took on leadership and there were significant challenges when implementing the project because human security was not understood in Mexico as a concept in the area of public policy. On a technical and operational level, results were positive. In the inclusion project, current up to 2017, UNDP is responsible for operational follow-up and evaluation. The joint programme for a culture of peace ended in 2013 and highlighted as an important UNDP contribution in its final report were initiatives for developing citizens’ capacities – especially those of young people, women and local leaders – in terms of generating participatory processes, transparency, accountability and understanding of international instruments on the rights of indigenous peoples. These initiatives produced results relating to self-building, community infrastructure, productive projects and democratic dialogue.


Tag: Partnership Strategic Positioning Migration Disabilities Coordination

120.

4.9 SOUTH-SOUTH AND TRIANGULAR COOPERATION

SSC has led to knowledge and good practices from projects undertaken in Mexico to be shared, mainly with Central and South America but also with the international community.

There is collaboration in the area of SSC and TrC based on spheres of knowledge regarding what has and has not been successful, facilitating harmonization of public policy and funding and technical cooperation from different sources.108 In 2010, the book Gender and Competitiveness was presented at a regional event in Panama and the Mexican experience was shared with Honduras, Ecuador, other UNDP country offices, civil society and Governments. In 2011, UNDP in Mexico began to interact with Central American countries, in order to exchange experiences on systems for monitoring the MDGs. In 2013, the Human Development Report Office shared knowledge and experience regarding measuring multidimensional poverty and the Multidimensional Poverty Index in a workshop on processes and methodologies for monitoring the MDGs. The workshop was targeted towards Government officials from El Salvador and the Dominican Republic, as part of the Puebla-Panama Plan. UNDP was also involved in the Joint Programme on Human Security, with the participation of Guatemala, which began in 2013 in Chiapas, Tabasco and Oaxaca, and as part of which the impact of migra-tion on communities was analysed.


Tag: Knowledge management MDGs Monitoring and Evaluation South-South Cooperation

121.

In the area of the environment, there was evidence of SSC, with the support of UNDP in Cuba for CONABIO, in order to analyse invasive species. CONAFOR tightened ties with Brazil, Colombia and Panama and participated in Connecting Business: a global initiative by the Office for the Coordination of Humanitarian Affairs and UNDP, into which the private sector is being incorporated. CONANP visited an event on resilience in Peru and the Mesoamerican Virtual Centre for Excellence is included in the Mesoamerican Strategy for Environmental Sustainability, which involves 10 countries. There was also exchange of knowledge with UNDP’s Haiti Office, so as to share best practices regarding Solar Water Heating. World ranger congresses also received input from UNDP in Mexico on protected natural areas, particularly on topics of forestry monitor-ing, and online seminars were held between the national safeguard system and other countries involved in the REDD+ scheme.


Tag: Environment Policy Knowledge management South-South Cooperation Private Sector

122.

In the area of governance, there was evidence of contributions from Brazil towards producing safety protocols and information was exchanged with UNDP’s El Salvador and Honduras offices, which have worked on the topic of citizen safety, in order to discover the type of programmes that they were developing on employability and professionalization for young gang ex-members. The AMEXCID project was visited by an official from the New York Office for South-South Cooperation, who led meetings and talks on how to use this experience.

It is generally considered that the potential for SSC is being under-used. UNDP is perceived to have obtained very good results in different parts of the world and the lessons learned in other countries could be useful for many projects in Mexico. UNDP had a special adviser on SSC policy and an Inter-Agency Group on South-South Cooperation, so as to identify the work of agencies in this area with other donors and Government agents, academia and CSOs. Although this was mentioned as positive, when the adviser left, the group was no longer successful.


Tag: Knowledge management South-South Cooperation

123.

4.10 MOBILIZATION OF RESOURCES

UNDP’s tracking and management of resources is considered very good, securing synergies with the government, academic, business, social sectors, etc. It is considered especially excellent at managing GEF and Montreal Protocol funds for financing environmental projects in Mexico. UNDP, alongside the World Bank, is managing resources for sustaining and improving the results of projects with CONAFOR. Over the course of this evaluation, good collaboration was also observed with cooperation agencies (GIZ; with Mexican companies, such as PEMEX and CEMEX; and the Norwegian Government).


Tag: Resource mobilization Bilateral partners International Financial Institutions

124.

4.11 ADMINISTRATIVE MANAGEMENT OF THE COUNTRY OFFICE

As mentioned in the previous paragraph, UNDP in Mexico has faced significant challenges as a graduated country office because its financial dependence on federal, state and municipal Governments place it at a disadvantage as compared to Governments themselves and other international donors, which negotiate with the Mexican Government with direct resources. This has reduced the possibility of greater influence at public policy level, and is a weakness because it may create a conflict of interests with clients which it must sometimes rate.


Tag: Challenges Resource mobilization Human and Financial resources Results-Based Management Country Government

125.

Regarding forest management, CONAFOR has incorporated laws where the project has successfully incorporated gender and biodiversity conservation requirements. Two interviewees from the commission commented that they see the change of federal Government in 2018 as a risk, in addition to the lack of specialized support from CONAFOR, suggesting that there should be strategies for guiding projects which benefit from subsidies from this body. Although operational rules, manuals and skills training for staff and producers were produced, alongside manuals for sustaining these projects, it is still necessary to reproduce these results on a larger scale. In the opinion of other interviewees, the Mexican Certification Standard for Sustainable Forest Pro-duction is difficult to meet without institutional guidance. UNDP and CONAFOR have worked with CONABIO on forestry monitoring, as well as on biodiversity monitoring, which involved other institutions (such as CONANP, foundations, INECC, etc.), successfully incorporating aspects to guarantee their sustainability. Furthermore, bio-diversity topics have been incorporated into public policies, leading Mexico to more advanced monitoring in this respect. Nevertheless, one interviewee considered the above to depend on having resources available to hire high-level experts, since cuts to CONAFOR staff100 impact on sustainability. CONAFOR operating staff hope that UNDP will continue to support them and indicate that, without the programme, organization for monitoring biodiversity will be uncertain and interest in the topic may be lost. In most interviewees’ view, the factors which support sustainability in this area include the existence of a more solid institutional structure, interest on the part of social organizations and the fact that the concept of community-based forest enterprises has been rooted using well-defined operation mechanisms. At the same time, hiring of high-level staff is important for improving the system but not essential for operating it. CONAFOR has established modifications to its internal statutes and created an area (with civil servants from the commission itself ) devoted to tracking the system. Several processes are being automated, which will make the platform more cost-effective in the medium term and, therefore, a high volume of staff will not be required. An unfavourable factor for sustainability is that, whilst there is growing coverage for sustainable forest production units, it is difficult to find more experts in technological modernization and diversification, transferral of the latest technology and permanent credit financing mechanisms, which do not flow by themselves in the forestry sector.


Tag: Forestry Environment Policy Challenges Sustainability Human and Financial resources Policies & Procedures

126.

Recommendation 3.Strategic Positioning and the 2019-2023 Cooperation Programme. We recommend that a more proactive role be taken to identify the country’s development challenges to be prioritized by UNDP in its next cooperation programme; that more innovative initiatives be proposed which underline its added value and contribution; and that aims which impact on a national- and state-policy level, and on specific topics, be established. UNDP is recommended to take on calculated risks, to open doors, to once again explore complex national agenda topics – such as elections, transparency, conflicts, safety and corruption, which have proved to have added value – and to develop strategies to allow projects to cover the thematic spectrum of the UNDAF’s outcomes and the outputs of the next CPD, in order that substantial accountability may be carried out in relation to the UNDP contribution to achieving the outcomes. It is also recommended that the organization concentrate its efforts on projects with long-term impact and wide national or state scope, better integrating environmental topics with those of poverty, so as to address the challenge of sustainable human development. Similarly, it is recommended that tools be created to promote knowledge management and alliances with consolidated CSOs and academia, and also to diffuse project results, with the aim of ensuring the furthest possible reach as criteria for identifying UNDP projects.


Tag: Anti-corruption Election Knowledge management Strategic Positioning

Recommendations
1

Recomendación 1. Rol y valor agregado. México necesita un PNUD autónomo, firme, original y ágil para impactar en el desarrollo, audaz en la proposición de vías alternativas y el posicionamiento del desarrollo humano sostenible y la Agenda 2030 a alto nivel. El PNUD tiene los retos de fortalecer su capacidad de diálogo de alto nivel con el Gobierno mexicano; mantener ante el Gobierno su capacidad de articulación y la credibilidad estratégica por las cuáles es reconocido; mejorar la interlocución de alto nivel con el Gobierno mexicano a fin de tener una mayor incidencia en la formulación e implementación de políticas públicas y para servir de puente en tiempos de cambios políticos; definir prioridades en temas sustantivos relativos al desarrollo humano sostenible, para continuar siendo reconocido como un socio activo a la hora de promover la implementación de la agenda nacional de desarrollo y dar prioridad a la investigación y creación de conocimiento; y asumir un papel de liderazgo proactivo a nivel de influencia de alto nivel y en el diseño e implementación de políticas públicas en las áreas rezagadas del desarrollo nacional. Asimismo, el PNUD tiene que incluir los temas de la agenda pública nacional, los proyectos con iniciativa privada, las OSC y la academia en la formulación de las áreas temáticas para el programa del próximo ciclo. De esta forma, incidirá con mayor eficacia e innovación en políticas públicas que afectan temas sustantivos y de largo alcance para el desarrollo humano sostenible, en lugar de proyectos aislados de consultorías por entregables.

2

Recomendación 2. Agenda 2030 y ventajas comparativas. Los compromisos asumidos por México respecto al cumplimiento de la Agenda 2030 y los Objetivos de Desarrollo Sostenibles (ODS) son una ventana de oportunidad para que el PNUD desarrolle un liderazgo importante a través de su posicionamiento como la agencia de Naciones Unidas especializada en el fortalecimiento de las capacidades nacionales para implementar dicha agenda, su seguimiento y el examen de los progresos realizados por el país para alcanzar las metas establecidas. La Agenda 2030 es un instrumento clave para fortalecer la capacidad intelectual en los temas emergentes. También es esencial para utilizar el avance en la conceptualización e implementación del desarrollo humano sostenible del Plan Estratégico del PNUD a fin de definir las prioridades en temas sustantivos que contribuyan a superar los principales desafíos del desarrollo humano sostenible de una forma integral e inclusiva. Dada la ausencia de compromisos programáticos más allá de 2018 en México, la Agenda 2030 puede ser una plataforma programática de largo plazo que garantice la continuidad en el tiempo de los proyectos del PNUD.

3

Recomendación 3. Posicionamiento estratégico y programa de cooperación 2019-2023. Se recomienda asumir un rol más proactivo en la identificación de los retos de desarrollo del país que priorizará el PNUD en su próximo programa de cooperación, proponer iniciativas innovadoras que resalten su valor agregado y su contribución, y establecer metas con impactos a nivel de políticas nacionales y estatales y en temas específicos. Es recomendable que el PNUD asuma riesgos calculados, abra puertas y vuelva a incursionar en temas complejos de la agenda nacional –como los electorales, de transparencia, los conflictos, la seguridad y la corrupción, que han demostrado tener valor agregado– y desarrollar estrategias para que los proyectos cubran el espectro temático de los efectos del MANUD y los productos del próximo DPP, de manera que pueda efectivamente realizarse una rendición de cuentas sustantiva sobre la contribución del PNUD al logro de los efectos. También se recomienda que la organización concentre sus esfuerzos en proyectos con impacto de largo plazo y amplia cobertura nacional o estatal, integrando más los temas ambientales con los de pobreza para atender el desafío del desarrollo humano sostenible. Igualmente, se recomienda que cree herramientas que promuevan la gestión del conocimiento y alianzas con organizaciones de la sociedad civil consolidadas y la academia, así como para la difusión de los resultados de los proyectos a fin de asegurar el mayor alcance posible como criterios para la identificación de los proyectos del PNUD.

4

Recomendación 4. Movilización de recursos. Es necesario diversificar las fuentes de financiamiento para tener más autonomía de gestión en la definición del próximo programa de cooperación y mejor posición estratégica relativa frente al Gobierno mexicano y a los demás socios estratégicos del PNUD. Es un reto la implementación de una estrategia para el financiamiento de la oficina en el país que incluya movilizar recursos con otros donantes, incluso del sector privado, y continuar el fomento de los costos compartidos por el Gobierno, sobre todo ahora que a nivel nacional hay restricciones de presupuesto nacional.

5

Recomendación 5. A nivel operacional, la Oficina del PNUD en México puede hacer frente a los desafíos que representa estar en un país graduado y superar la clasificación baja que los socios gubernamentales le otorgaron en términos de costo- efectividad. Esto se puede hacer: reflexionando sobre la capacidad de respuesta de su personal técnico y administrativo a las necesidades de los proyectos y fortaleciendo las áreas de trabajo desbordadas; reduciendo la cantidad de contratos de servicios que gestiona la Oficina y que no garanticen la permanencia de ese personal en sus correspondientes instituciones de gobierno; adoptando estrategias de atracción de talento de consultores que garanticen la continuidad del capital humano experto en la oficina y los proyectos; fortaleciendo los cursos de inducción dirigidos al personal de los proyectos en temas administrativos y gerenciales, de cooperación Sur-Sur y Norte-Sur y en transversalización de la perspectiva de género; revisando los términos de contratación del personal reclutado por el PNUD que trabaja en las instituciones gubernamentales para garantizarles más atención en los casos de presunto hostigamiento o acoso sexual; desarrollando estrategias de manejo de conflictos para reducir el impacto que pueden tener en los proyectos las diferencias de personalidad y actitud entre el personal del PNUD, los consultores y las contrapartes; y estableciendo procedimientos de terminación de consultorías dilatadas que sean más efectivos y garanticen que los productos contratados van a ser entregados de manera oportuna.

6

Recomendación 6. Monitoreo y evaluación. Se recomienda reforzar aún más las funciones de monitoreo y evaluación del programa y de los proyectos para poder valorar cualitativamente las áreas temáticas del PNUD y propiciar con el Gobierno mexicano y las organizaciones de la sociedad civil la difusión de los resultados de los proyectos del PNUD en México. Esto daría continuidad a los esfuerzos bien reconocidos del PNUD a escala mundial por el uso de las herramientas corporativas y el progreso en materia de gestión basada en resultados, tomando en consideración indicadores nacionales, como la tasa de crecimiento económico del país y la reducción de la pobreza, para demostrar la pertinencia de las iniciativas impulsadas por la organización. También se recomienda que los proyectos mantengan un punto focal de monitoreo y evaluación para seguir desarrollando la cultura de rendición de cuentas en los proyectos.

7

Recomendación 7. Área de medio ambiente. Se sugiere ser más firme en la promoción de una agenda ambiental integrada con la inclusión social y económica, aprovechando el valor agregado de su experiencia y trabajo únicos y la disponibilidad de un presupuesto importante en temas ambientales, de manejo de riesgos y desastres, y cambio climático. La contribución del PNUD puede potencializarse en la planeación central (y no solo en áreas muestra) para transitar hacia una economía verde en todos los sectores económicos; en la implementación (aterrizaje) de estrategias de adaptación de la sociedad y del Gobierno en general al cambio climático; y en la promoción a nivel nacional del vínculo entre medioambiente y pobreza multidimensional, entre otras. En el área ambiental, el PNUD puede convertirse en un actor clave para dar continuidad a la política ambiental más allá de los cambios de Administración y de las contingencias económicas, y ser pilar de la política de Estado, apoyando en algunas áreas la memoria institucional de largo plazo en México; para impulsar la profesionalización del sector público y privado en temas ambientales, de cambio climático y manejo de riesgos de desastre, y apoyar el diseño de un esquema de perfiles de puestos en estos ámbitos, para que haya mecanismos más permanentes y continuos que permitan formar nuevas generaciones de expertos.

8

Recomendación 8. Cooperación Sur-Sur y triangular. El tema de la cooperación Sur-Sur y triangular ha representado grandes aportes por parte del PNUD y continúa siendo un área de trabajo relevante para el Gobierno mexicano. Por lo tanto, es importante seguir siendo un aliado importante en la sistematización, promoción y difusión de las buenas prácticas de política pública a través de estos tipos de cooperación, aprovechando la capacidad del PNUD en esta materia a nivel internacional, para seguir contribuyendo al posicionamiento de México como cooperante internacional y conectarlo más con el mundo.

9

Recomendación 9. Género. Es importante abordar la cuestión de la igualdad de género tomando estratégicamente en consideración el diseño y la implementación de proyectos específicos, además de la transversalización, de manera que reflejen la importancia fundamental de la igualdad de género y el empoderamiento de las mujeres. Se recomienda actualizar la estrategia de género y adecuarla a la nueva política de sello de género vigente en el PNUD e implementar una política sobre igualdad entre los géneros y el empoderamiento de las mujeres en su propia oficina y entre las contrapartes de los proyectos; mantener el tema de género en el discurso del Representante Residente, para que el Gobierno vea el valor agregado y lo coloque en la agenda nacional, contribuyendo así al posicionamiento del PNUD en esta materia; y elaborar una estrategia de género basada en un diagnóstico para preparar la transición desde los ODM hacia los ODS, lo que representa una importante ventana de oportunidades para el PNUD.

10

Recomendación 10. Entorno internacional. Prestar atención a los cambios de la agenda internacional producto de cambios sociopolíticos en la región, que pueden llevar, a su vez, a cambios en la política de cooperación internacional en asuntos cruciales de la agenda del PNUD (cambio climático, derechos humanos, igualdad de género, empoderamiento de las mujeres) y tener impacto en temas de desempleo y criminalidad. Igualmente, las variaciones por políticas proteccionistas de mercado pueden afectar el intercambio comercial, lo cual influiría en la actividad económica en México, la recaudación fiscal y los ingresos públicos, representando un riesgo para el financiamiento de proyectos con el PNUD. También existe un riesgo para la cooperación en temas económicos debido a la renegociación de los acuerdos de libre comercio con Norteamérica y América Latina y el Caribe. Es también importante velar por la implementación del Acuerdo de Colaboración con USAID para ejecutar un programa con el Instituto Nacional de Transparencia, Acceso a la Información y Protección de Datos Personales (INAI) y con la Secretaría de la Función Pública (SFP), para apoyar el cumplimiento de los Objetivos de Desarrollo Sostenible (ODS) en México a través de prácticas de gobierno abierto, participación ciudadana y fortalecimiento de la transparencia.

Management Response Documents
1. Recommendation:

Recomendación 1. Rol y valor agregado. México necesita un PNUD autónomo, firme, original y ágil para impactar en el desarrollo, audaz en la proposición de vías alternativas y el posicionamiento del desarrollo humano sostenible y la Agenda 2030 a alto nivel. El PNUD tiene los retos de fortalecer su capacidad de diálogo de alto nivel con el Gobierno mexicano; mantener ante el Gobierno su capacidad de articulación y la credibilidad estratégica por las cuáles es reconocido; mejorar la interlocución de alto nivel con el Gobierno mexicano a fin de tener una mayor incidencia en la formulación e implementación de políticas públicas y para servir de puente en tiempos de cambios políticos; definir prioridades en temas sustantivos relativos al desarrollo humano sostenible, para continuar siendo reconocido como un socio activo a la hora de promover la implementación de la agenda nacional de desarrollo y dar prioridad a la investigación y creación de conocimiento; y asumir un papel de liderazgo proactivo a nivel de influencia de alto nivel y en el diseño e implementación de políticas públicas en las áreas rezagadas del desarrollo nacional. Asimismo, el PNUD tiene que incluir los temas de la agenda pública nacional, los proyectos con iniciativa privada, las OSC y la academia en la formulación de las áreas temáticas para el programa del próximo ciclo. De esta forma, incidirá con mayor eficacia e innovación en políticas públicas que afectan temas sustantivos y de largo alcance para el desarrollo humano sostenible, en lugar de proyectos aislados de consultorías por entregables.

Management Response: [Added: 2017/08/28] [Last Updated: 2017/10/11]

El PNUD México es autónomo, firme, original y ágil en la promoción de soluciones de desarrollo, lo que le ha permitido lograr resultados de desarrollo humano sostenible objetivamente medibles, evidenciables y estratégicamente comunicados.  El PNUD ha logrado insertar temas relevantes y ha posicionado el concepto de desarrollo humano sostenible en el centro de la agenda nacional y en las políticas públicas de corte federal y local.

A través del diseño de su actual Programa de País (CPD 2014-2018), el PNUD en México genera oportunidades de colaboración con el Gobierno Mexicano en la consolidación de sus marcos habilitadores hacia el desarrollo y hacia la implementación de la Agenda 2030 en los ámbitos federal y subnacional. Con esta colaboración se expanden alianzas a otros sectores temáticos y con nuevos socios (sector privado, cámaras de comercio, comisiones del congreso, sociedad civil y academia, lo que evidencia la incuestionable relevancia e independencia del PNUD en México

El PNUD continuará trabajando hacia los resultados alcanzados, mediante las siguientes líneas de acción:

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Posicionamiento institucional fortalecido en el acompañamiento a los actores institucionales para la implementación de la agenda 2030
[Added: 2017/10/11] [Last Updated: 2019/03/19]
CO 2018/06 Completed Se ha trabajado con los estados posicionando la Agenda 2030 fruto de lo cual se tiene el proyecto 00112833 Implementación de la Agenda 2030 a nivel subnacional History
Fortalecimiento programático alineado a ODS elegidos y priorizados por el gobierno para el apoyo de PNUD en las que se enmarcan estrategias de inclusión social e inclusión económica; mitigación y adaptación al cambio climático, y uso eficiente de los recursos naturales; derechos humanos, participación ciudadana y transparencia.
[Added: 2017/10/11] [Last Updated: 2019/03/19]
CO 2018/12 Completed El área de programas ha fortalecido el tema programático con relación a los ODS con proyectos como 00112288 - Sector Privado y Agenda 2030 y 00112833 - Implementacion de la Agenda 2030 a nivel subnacional dentro del área de Pobreza. También se tiene fomento en temas de migración y adaptación al cambio climático como es el centro de excelencia forestal que esta vinculado uso eficiente de recursos naturales. Finalmente podemos ver que el proyecto 00097947 - Apoyando cumplimiento ODS por medio de gobierno abierto que apoyo en el área de Gobernabilidad con temas de transparencia History
Capacidad mejorada para la implementación costo-efectiva de las iniciativas, que se adapta oportuna, eficaz y eficientemente las necesidades de gestión de las contrapartes y de la oficina, así como al contexto país.
[Added: 2017/10/11] [Last Updated: 2019/03/19]
CO 2018/12 Completed Se ha realizado ajustes a nivel operativo y programas relacionadas a los procesos y procedimientos, ajustando estos para una mejor eficiencia y disminuir tiempos y costos. History
Preparación del Nuevo Informe de Desarrollo Humano con una amplia participación del gobierno, sociedad civil y academia
[Added: 2017/10/11] [Last Updated: 2021/04/07]
CO 2018/12 Completed Se añade al material de verificación el Informe de Desarrollo Humano 2010-2015. Transformando México desde lo local History
2. Recommendation:

Recomendación 2. Agenda 2030 y ventajas comparativas. Los compromisos asumidos por México respecto al cumplimiento de la Agenda 2030 y los Objetivos de Desarrollo Sostenibles (ODS) son una ventana de oportunidad para que el PNUD desarrolle un liderazgo importante a través de su posicionamiento como la agencia de Naciones Unidas especializada en el fortalecimiento de las capacidades nacionales para implementar dicha agenda, su seguimiento y el examen de los progresos realizados por el país para alcanzar las metas establecidas. La Agenda 2030 es un instrumento clave para fortalecer la capacidad intelectual en los temas emergentes. También es esencial para utilizar el avance en la conceptualización e implementación del desarrollo humano sostenible del Plan Estratégico del PNUD a fin de definir las prioridades en temas sustantivos que contribuyan a superar los principales desafíos del desarrollo humano sostenible de una forma integral e inclusiva. Dada la ausencia de compromisos programáticos más allá de 2018 en México, la Agenda 2030 puede ser una plataforma programática de largo plazo que garantice la continuidad en el tiempo de los proyectos del PNUD.

Management Response: [Added: 2017/08/28] [Last Updated: 2017/10/11]

El PNUD en México es considerado por el Gobierno como la agencia líder del SNU en el acompañamiento a los actores institucionales para el análisis, difusión y seguimiento del arranque de la implementación holística de la Agenda 2030 para México. Recientemente la Presidencia de la República instauró el Consejo Nacional de la Agenda 2030 en el cual participan los Secretarios de Estado, Gobiernos Locales, Representantes de otros poderes del estado, sociedad civil, academia, sector privado y organismos internacionales, así como el Coordinador Residente y Representante del PNUD. El PNUD México tiene compromisos programáticos más allá de 2018, contando con proyectos específicos transexenales mismos que trascenderán el PND 2012-2018 y permiten continuar teniendo resultados alienados que operarán concretamente las metas de la Agenda 2030.

El PNUD México trabaja exitosamente en la implementación de la Agenda 2030 con el poder ejecutivo a nivel de distintas Secretarias de Estado entre ellas la Secretaria de Relaciones Exteriores, Secretaria de Hacienda y Crédito Público, Secretaria de Desarrollo Social y Oficina de la Presidencia, así como con el poder legislativo, la academia y la sociedad civil.

El PNUD Mexico continuará liderando el cumplimiento de la Agenda 2030 en el país mediante las siguientes líneas de acción:

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Acompañar la adopción de los ODS 1, 7, 8, 9, 10, 13, 15, 16 y 17 con los que se atienden las necesidades específicas identificadas para México en materia de opciones sostenibles de desarrollo, gobernanza democrática incluyente y efectiva, y la resiliencia
[Added: 2017/10/11] [Last Updated: 2019/03/19]
CO 2018/12 Completed Se ha impulsado la Agenda 2030 a nivel nacional tanto en temas públicos y privados con proyectos como 00112833 - Implementación de la Agenda 2030 a nivel subnacional y 00112288 - Sector Privado y Agenda 2030. También se ha tenido avances en ´tras áreas como con el proyecto de Políticas públicas que impulsaron la agenda 2030 a nivel del gobierno nacional teniendo un presupuesto nacional vinculado a la agenda 2030. Todos los proyectos estan vinculados estrechamente a la agenda 2030 y es lo que se promueve con todas las instancias públicas y privadas al gestionar los proyectos. History
Impulsar con los gobiernos locales la metodología de aceleración de ODS
[Added: 2017/10/11] [Last Updated: 2019/03/19]
CO 2018/12 Completed Se ha impulsado la Agenda 2030 a nivel local con el proyecto 00112833 - Implementación de la Agenda 2030 a nivel subnacional creando comisiones en diferentes estados locales como Estado de México, Morelos y Guadalajara. Y actualmente se continúan las gestiones con otros gobiernos locales. History
3. Recommendation:

Recomendación 3. Posicionamiento estratégico y programa de cooperación 2019-2023. Se recomienda asumir un rol más proactivo en la identificación de los retos de desarrollo del país que priorizará el PNUD en su próximo programa de cooperación, proponer iniciativas innovadoras que resalten su valor agregado y su contribución, y establecer metas con impactos a nivel de políticas nacionales y estatales y en temas específicos. Es recomendable que el PNUD asuma riesgos calculados, abra puertas y vuelva a incursionar en temas complejos de la agenda nacional –como los electorales, de transparencia, los conflictos, la seguridad y la corrupción, que han demostrado tener valor agregado– y desarrollar estrategias para que los proyectos cubran el espectro temático de los efectos del MANUD y los productos del próximo DPP, de manera que pueda efectivamente realizarse una rendición de cuentas sustantiva sobre la contribución del PNUD al logro de los efectos. También se recomienda que la organización concentre sus esfuerzos en proyectos con impacto de largo plazo y amplia cobertura nacional o estatal, integrando más los temas ambientales con los de pobreza para atender el desafío del desarrollo humano sostenible. Igualmente, se recomienda que cree herramientas que promuevan la gestión del conocimiento y alianzas con organizaciones de la sociedad civil consolidadas y la academia, así como para la difusión de los resultados de los proyectos a fin de asegurar el mayor alcance posible como criterios para la identificación de los proyectos del PNUD.

Management Response: [Added: 2017/08/28] [Last Updated: 2017/10/11]

El PNUD México tendrá un nuevo Programa de País alineado con las prioridades del Gobierno Mexicano a partir del 2020, una vez elaborado el MANUD en conjunción con el SNU y el nuevo Gobierno federal que comenzará su gestión en el año 2019.  

En materia del nuevo ciclo programático que empieza en 2020, el PNUD tomará las siguientes líneas de acción:

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Extender el actual CPD al año 2019 a fin de alinear sus prioridades al Plan Nacional de Desarrollo que entrará en vigor a partir del 2019.
[Added: 2017/10/11] [Last Updated: 2019/03/18]
CO 2018/06 Completed La extensión al CPD fue autorizada. History
Participación activa en el proceso de formulación del nuevo MANUD, particularmente en la preparación de la teoría de cambio.
[Added: 2017/10/11] [Last Updated: 2020/08/24]
CO 2019/12 Completed Se participó activamente en la conformación del nuevo Marco de Cooperación de las Naciones Unidas en México 2020-2025, firmado el 14 de agosto de 2020 History
Preparación del nuevo CPD alineado al nuevo MANUD y a las prioridades del Gobierno, con resultados priorizados en función al valor agregado del PNUD y basado en las lecciones aprendidas y mejores prácticas del ciclo anterior. CPD será analizado por los mecanismos corporativos de aseguramiento de la calidad en la Sede en Nueva York.
[Added: 2017/10/11] [Last Updated: 2021/04/05]
CO 2021/03 Completed El CPD 2021-2025 fue aprobado por la Junta Ejecutiva. History
PNUD genera propuesta para apoyar al proceso electoral con insumos claro de valor agregado, a solicitud del gobierno
[Added: 2017/10/11] [Last Updated: 2019/03/19]
CO 2018/09 Completed Se ha trabajado con el Proyecto 00107927 - Fondo de Apoyo a la Observación Electoral 2017-2018 apoyando todo el proceso donde se puede ver los detalles en el link http://www.mx.undp.org/content/mexico/es/home/library/democratic_governance/informe-de-ejecucion---fondo-de-apoyo-a-la-observacion-electoral.html History
El PNUD desarrolla una estrategia de apoyo al Gobierno central y a los gobiernos de Estados para la integración, coordinación e implementación de la Agenda 2030.
[Added: 2017/10/11] [Last Updated: 2019/03/19]
CO 2018/12 Completed El PNUD mediante los proyectos: 00093491 - Política Públicas con Enfoque de Desarrollo Humano e Inc, 00112288 - Sector Privado y Agenda 2030 y Implementación de la Agenda 2030 a nivel subnacional; impulsó estrategias para que el presupuesto Federal este alineado a la Agenda 2030 y también que las acciones de los gobiernos de los Estados se integren con la Agenda 2030 creando los grupos de coordinación de los estados para implementar la agenda 2030. History
4. Recommendation:

Recomendación 4. Movilización de recursos. Es necesario diversificar las fuentes de financiamiento para tener más autonomía de gestión en la definición del próximo programa de cooperación y mejor posición estratégica relativa frente al Gobierno mexicano y a los demás socios estratégicos del PNUD. Es un reto la implementación de una estrategia para el financiamiento de la oficina en el país que incluya movilizar recursos con otros donantes, incluso del sector privado, y continuar el fomento de los costos compartidos por el Gobierno, sobre todo ahora que a nivel nacional hay restricciones de presupuesto nacional.

Management Response: [Added: 2017/08/28] [Last Updated: 2017/10/11]

La gestión del PNUD México es autónoma e independiente a la vez que su operación descansa mayoritariamente en la movilización de recursos con el gobierno federal. México es un país de renta media alta, miembro de la OCDE con una situación de país por graduarse oficialmente. El modelo de negocio del PNUD en México se alinea con las resoluciones de la Junta Ejecutiva respecto a arreglos de programación, y financiación para la presencia física de PNUD en los países de renta media alta, en apego a los Acuerdos Internacionales en los que se ha establecido que los países contribuyan a su propio desarrollo (entre ellos Declaración de Paris, Conferencia de Doha y Conferencia de Addis Abeba). Adicionalmente, el PNUD implementa sus programas de desarrollo sobre la base de recursos regulares y de terceras fuentes -  incluyendo recursos de gobierno, los cuales son aprobados en el marco de los marcos de resultados y recursos (en los CPDs) por la Junta Ejecutiva.  PNUD México trabaja creativamente en consolidar oportunidades de colaboración, con un valor agregado especifico y en temas relevantes, sin comprometer su independencia y credibilidad con diversos actores.

El Plan de Movilización de Recursos de la Oficina de México considera ampliar su base de donantes, e incluye el trabajo con sector privado y terceros países.

El PNUD México continuará implementado las siguientes líneas de acción:

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Implementar la estrategia de movilización de recursos elaborada por la CO en 2016
[Added: 2017/10/11] [Last Updated: 2020/08/24]
CO 2019/12 Completed Una nueva estrategia de movilización de recursos se ha preparado para el ciclo 2021-2025 History
Mantener periódicamente discusiones con RBLAC sobre ‘donor intelligence’ para fomentar la diversificación de los donantes
[Added: 2017/10/11] [Last Updated: 2020/08/24]
CO 2019/12 Completed Las conversaciones se han mantenido cada año en el marco de la aprobación del IWP History
5. Recommendation:

Recomendación 5. A nivel operacional, la Oficina del PNUD en México puede hacer frente a los desafíos que representa estar en un país graduado y superar la clasificación baja que los socios gubernamentales le otorgaron en términos de costo- efectividad. Esto se puede hacer: reflexionando sobre la capacidad de respuesta de su personal técnico y administrativo a las necesidades de los proyectos y fortaleciendo las áreas de trabajo desbordadas; reduciendo la cantidad de contratos de servicios que gestiona la Oficina y que no garanticen la permanencia de ese personal en sus correspondientes instituciones de gobierno; adoptando estrategias de atracción de talento de consultores que garanticen la continuidad del capital humano experto en la oficina y los proyectos; fortaleciendo los cursos de inducción dirigidos al personal de los proyectos en temas administrativos y gerenciales, de cooperación Sur-Sur y Norte-Sur y en transversalización de la perspectiva de género; revisando los términos de contratación del personal reclutado por el PNUD que trabaja en las instituciones gubernamentales para garantizarles más atención en los casos de presunto hostigamiento o acoso sexual; desarrollando estrategias de manejo de conflictos para reducir el impacto que pueden tener en los proyectos las diferencias de personalidad y actitud entre el personal del PNUD, los consultores y las contrapartes; y estableciendo procedimientos de terminación de consultorías dilatadas que sean más efectivos y garanticen que los productos contratados van a ser entregados de manera oportuna.

Management Response: [Added: 2017/08/28] [Last Updated: 2017/10/11]

El PNUD México implementa desde el 2015 un plan de trabajo que operacionalmente se orienta a: a) la mejora de la capacidad de la Oficina y de los proyectos para la implementación costo-efectiva de las iniciativas, y b) a la adaptación oportuna, eficaz y eficiente de las necesidades de gestión de las contrapartes, de la oficina, así como al contexto país.

El PNUD México continuará implementado las siguientes líneas de acción:

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Reforzar procesos de selección de consultores y generar rosters de expertos/as multidisciplinarios de alto nivel.
[Added: 2017/10/11] [Last Updated: 2021/04/07]
CO 2021/09 Initiated La Oficina de PNUD México se beneficia de la implementación de nuevos procesos de negocios que a nivel corporativo se han venido implementado, entre ellos “Rosters” de expertos internacionales, medidas que resultan en procesos más eficientes, con un rápido despliegue de consultores, y servicios de asesoramiento de alta calidad a los socios/contraparte. Atendiendo estos lineamientos y buenas prácticas corporativas, la Oficina de País estaría finalizando la implementación de un “Roster” local de consultores individuales con sus debidos procedimientos estándar (SOPs) no más tarde del tercer trimestre del 2021. History
Reducir cuellos de botella en procesos administrativos clave, promoviendo el uso óptimo de las herramientas tecnológicas, para maximizar la eficiencia y disminuir los costos directos e indirectos de operación. Expansión del uso del sistema FOMS para reducir los tiempos de contratación de los proyectos.
[Added: 2017/10/11] [Last Updated: 2019/03/29]
CO 2018/12 Completed La Oficina solicitó el apoyo del Equipo de Consultoría de Gestión (MCT) de la Oficina de Servicios de Administración (BMS) para llevar a cabo una revisión de los procesos operativos clave para mejorar la eficiencia y aclarar funciones y responsabilidades. En marzo 2018, se llevó a cabo la misión con sesiones altamente participativas con grupos de trabajo para mapear y revisar procesos de negocios prioritarios. Como complemento se llevó a cabo una capacitación sobre arreglos de gestión de proyectos, con temas como Normativa sobre NIM, LOA y DPC. Se implementaron acciones de mejora como la de potenciar proyectos con mayores responsabilidades, se revisó y se ajustaron las Delegaciones de autoridad y umbrales, se precisaron roles y responsabilidades de puestos clave en eProcurement y Recursos Humanos. Se llevaron sesiones de capacitación práctica tanto al personal del PNUD (Operaciones y Programas) como a Coordinadores y Administradores de proyectos con el fin de establecer un piso común y trabajo en equipo. Se reflejaron los cambios en el Field Office Management System (FOMS) que diseñó y creo la Oficina (es un sistema integrado complementario al sistema corporativo Atlas). Dicho sistema se presentó en el Taller Mundial de IT llevado a cabo en octubre en Turquía. Debido a lo anterior, la Oficina ha mejorado su modelo de negocio y su eficiencia organizativa History
Continuar con el diseño efectivo de proyectos a través de los Pre-PACs y PACs de Proyectos
[Added: 2017/10/11] [Last Updated: 2019/03/19]
CO 2018/12 Completed Con los ajustes de las PPMs se tiene ahora el trabajo con los PACs unicamente que revisan el diseño de proyectos de manera conjunto por todos los involucrados teniendo minutas con los ajustes y buenas prácticas recomendadas en minutas en la plataforma de PQA History
Implementar un programa de inducción de nuevos funcionarios y personal de proyectos que favorezca una cultura institucional común y un conocimiento básico de normativa y procesos
[Added: 2017/10/11] [Last Updated: 2021/04/05]
CO 2020/12 Completed Adicionalmente a los pasos antes señalados, se ha asegurado que el personal de nuevo ingreso concluya los cursos mandatorios en tiempo y forma, con un seguimiento cercano de la oficina de RH History
Promover la integración de los equipos de trabajo de la CO a fin de mejorar el clima laboral
[Added: 2017/10/11] [Last Updated: 2019/03/19]
CO 2018/12 Completed Se ha realizado un retiro con todo el equipo del PNUD para integrar a los equipos y mejorar el clima laboral. History
Comunicar oportunamente cambios en normativa a las contrapartes y, en caso necesario, que los equipos especializados acompañen los procesos de negociación según sus implicaciones
[Added: 2017/10/11] [Last Updated: 2019/03/19]
CO 2018/12 Completed El área de Programas ha trabajado con los equipos de los proyectos socializando los cambios en las PPMs difundiendo los ajustes necesarios que se dieron para mejorar la gestión de los proyectos. History
Continuar comunicando las políticas corporativas para atender casos de acoso y hostigamiento labora y/o sexual
[Added: 2017/10/11] [Last Updated: 2019/03/19]
CO 2018/12 Completed La gerencia ha difundido a todo nivel la política de acoso y hostigamiento laboral y/o sexual, promoviendo el tomar los cursos y promoviendo la confianza en los equipos ha hablar sobre el tema. History
6. Recommendation:

Recomendación 6. Monitoreo y evaluación. Se recomienda reforzar aún más las funciones de monitoreo y evaluación del programa y de los proyectos para poder valorar cualitativamente las áreas temáticas del PNUD y propiciar con el Gobierno mexicano y las organizaciones de la sociedad civil la difusión de los resultados de los proyectos del PNUD en México. Esto daría continuidad a los esfuerzos bien reconocidos del PNUD a escala mundial por el uso de las herramientas corporativas y el progreso en materia de gestión basada en resultados, tomando en consideración indicadores nacionales, como la tasa de crecimiento económico del país y la reducción de la pobreza, para demostrar la pertinencia de las iniciativas impulsadas por la organización. También se recomienda que los proyectos mantengan un punto focal de monitoreo y evaluación para seguir desarrollando la cultura de rendición de cuentas en los proyectos.

Management Response: [Added: 2017/08/28] [Last Updated: 2017/10/11]

En 2017 el PNUD México fue reconocida por la OAI como ejemplo de mejor práctica en materia de monitoreo de proyectos basado en el puntual seguimiento y reporte de los resultados e indicadores identificados en los documentos de proyectos. El trabajo realizado por el PNUD México en materia de monitoreo, reporte y evaluación ha sido ampliamente reconocido a nivel corporativo, en el marco de la utilización de las herramientas corporativas de seguimiento y monitoreo, siendo invitado a participar en los proyectos pilotos de las herramientas corporativas (Corporate System, PQA, IRRF, IWP, etc) e incidiendo en su diseño e implementación. Desde el 2012, y por quinto año consecutivo, el PNUD México ha sido calificado como una de las cinco mejores Oficinas a nivel mundial en materia de reporte de resultados, específicamente en el ROAR. En 2016 este reporte obtuvo el primer lugar a nivel de la Región de América Latina y el Caribe y el tercer lugar a nivel mundial. La manera en la que el PNUD México presenta la información en materia de resultados alcanzados anualmente ha influido en la estructura corporativa del ROAR y en el tipo de información solicitada a nivel corporativo.

El PNUD México analiza los resultados intermedios y busca estrategias para mejorarlos sistemáticamente. La difusión de resultados se hace mediante informes de labores desde el 2012, la actualización de la página del PNUD México y una sólida presencia en prensa y redes sociales.

Las cuatro dimensiones evaluativas de relevancia, efectividad, eficiencia y sostenibilidad son incluidas en las evaluaciones intermedias y finales de los proyectos. En materia de los formatos que se sugiere modificar, cabe mencionar que éstos son formatos corporativos y que el PNUD Mexico cumple cabalmente con los lineamientos específicos para utilizarlos. La inclusión de las cuatro dimensiones sugeridas necesitaría ser retomada a nivel corporativo y rebasa la atribución de la oficina de país.

El PNUD México gestiona y da acompañamiento, además, a las evaluaciones externas comprometidas en el plan de evaluación cumpliendo al 2017 a cabalidad con las evaluaciones planeadas. Actualmente se cuenta con 12 puntos focales de monitoreo y evaluación que son responsables de un proyecto cada uno. Se creó además una red interna de MYE que se compone de dichos puntos focales que intercambian información.

El PNUD México continuará implementado efectivamente las siguientes líneas de acción:

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Gestión basada en resultados
[Added: 2017/10/11] [Last Updated: 2019/03/19]
CO 2018/12 Completed Se continua trabajando con el modelo de Gestión en Base a Resultados, impulsando más fuertemente a los proyectos con está buena práctica y se han realizado acciones para contar con un proceso de capacitación sobre las diferentes temáticas con el task de M&E de proyectos. History
Mejor práctica reconocida por la OAI en materia de monitoreo de resultados y seguimiento de indicadores continuada
[Added: 2017/10/11] [Last Updated: 2019/03/19]
CO 2018/12 Completed Se mantiene con la buena práctica de Monitoreo dando seguimiento a los resultados de los proyectos e impulsando la generación de informes con base a resultados. History
Finalizar con las evaluaciones correspondientes al actual Ciclo Programático del CPD
[Added: 2017/10/11] [Last Updated: 2021/04/05]
CO 2021/03 Completed Las evaluaciones correspondientes al Ciclo Programatico del CPD 2014-2020 fueron completadas. El nuevo plan de evaluación fue aprobado junto con el CPD en febrero de 2021 y será incorporado en plataforma. History
Excelencia en reporte orientado a resultados manteniendo la calificación del PNUD México en los primeros lugares mundiales del RO
[Added: 2017/10/11] [Last Updated: 2019/03/19]
CO 2018/12 No Longer Applicable [Justification: Dado los ajustes en las políticas y cambios en formato de ROAR el 2017 no se realizo calificación para el ROAR por lo cual ya no se aplica la recomendación, pero se trabaja de manera comprometida y de calidad en el desarrollo del ROAR para mantener los altos Estándares. ]
History
7. Recommendation:

Recomendación 7. Área de medio ambiente. Se sugiere ser más firme en la promoción de una agenda ambiental integrada con la inclusión social y económica, aprovechando el valor agregado de su experiencia y trabajo únicos y la disponibilidad de un presupuesto importante en temas ambientales, de manejo de riesgos y desastres, y cambio climático. La contribución del PNUD puede potencializarse en la planeación central (y no solo en áreas muestra) para transitar hacia una economía verde en todos los sectores económicos; en la implementación (aterrizaje) de estrategias de adaptación de la sociedad y del Gobierno en general al cambio climático; y en la promoción a nivel nacional del vínculo entre medioambiente y pobreza multidimensional, entre otras. En el área ambiental, el PNUD puede convertirse en un actor clave para dar continuidad a la política ambiental más allá de los cambios de Administración y de las contingencias económicas, y ser pilar de la política de Estado, apoyando en algunas áreas la memoria institucional de largo plazo en México; para impulsar la profesionalización del sector público y privado en temas ambientales, de cambio climático y manejo de riesgos de desastre, y apoyar el diseño de un esquema de perfiles de puestos en estos ámbitos, para que haya mecanismos más permanentes y continuos que permitan formar nuevas generaciones de expertos.

Management Response: [Added: 2017/08/28] [Last Updated: 2017/10/11]

El Gobierno Mexicano ha tenido un importante protagonismo en el impulso de temas específicos de la agenda ambiental en los cuales el PNUD México ha provisto conocimiento especializado y apoyo sustantivo concreto con óptimos resultados.

El cambio hacia la construcción de la resiliencia, el manejo sustentable de los recursos y la reversión de la degradación ambiental en México ha avanzado por medio de la colaboración con los gobiernos locales y federal, y en especial, a través de la colaboración efectiva con contrapartes como SEMARNAT, CONAFOR, CONANP, CONABIO, INECC, Secretarías de la CICC); organismos internacionales (FAO, BM, BID y GIZ) sectores industriales y OSC. Con el gobierno federal se dieron esquemas de cooperación en el marco de sus programas a fin de generar mecanismos habilitadores para el desarrollo económico sustentable e incorporar estándares, criterios, metodologías e indicadores de planificación verde.

El PNUD México continuará implementado efectivamente las siguientes líneas de acción:

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Mejorar implementación de procesos administrativos para proyectos de medio ambiente
[Added: 2017/10/11] [Last Updated: 2019/03/28]
CO 2018/12 Completed La mejora en la implementación de los procesos administrativos para los proyectos de medio ambiente se ha venido cumpliendo a través de dos iniciativas interrelacionadas. En primer lugar, todos los proyectos del área de medio ambiente han sido capacitados como parte de la iniciativa de reestructuración de procesos (Business process review) de la oficina derivado de las recomendaciones del MCT así como del esfuerzo corporativo de “Streamlining of business practices”. Por otro lado, específicamente el área de medio ambiente ha tenido tres talleres internos con todos los proyectos, donde entre otras asuntos se han establecido estrategias de intercambio de información desde un punto de vista administrativo, que abona no solo a la mejora de los procesos administrativos, sino de planeación y ejecución de acciones. History
Perspectiva ambiental integrada en forma multidimensional y dentro de la teoría de cambio del nuevo CPD.
[Added: 2017/10/11] [Last Updated: 2021/04/05]
CO 2021/03 Completed La perspectiva de sostenibilidad, que integra el factor ambiental fue incorporada el nuevo ciclo progrmático del CPD, el cual fue aprobado por la junta ejecutiva en febrero de 2021. History
Fortalecimiento de las capacidades de estados más vulnerables a través del apoyo para la incorporación de los SDGs en sus planes de desarrollo.
[Added: 2017/10/11] [Last Updated: 2019/03/28]
CO 2018/12 Completed Se han desarrollado comités que trabajan dando seguimiento a la implementación de los SDGs en diferentes entidades Federativas a nivel subnacional y se seguirá dando seguimiento a las actividades fortaleciendo capacidades. History
Implementación efectiva de los estándares corporativos ambientales y sociales en las evaluaciones de Pre PACs
[Added: 2017/10/11] [Last Updated: 2019/03/19]
CO 2018/12 Completed Todos los Proyectos requieren como norma contar con SESP el cual se revisa en los PAC, con base en las nuesvas PPMs History
8. Recommendation:

Recomendación 8. Cooperación Sur-Sur y triangular. El tema de la cooperación Sur-Sur y triangular ha representado grandes aportes por parte del PNUD y continúa siendo un área de trabajo relevante para el Gobierno mexicano. Por lo tanto, es importante seguir siendo un aliado importante en la sistematización, promoción y difusión de las buenas prácticas de política pública a través de estos tipos de cooperación, aprovechando la capacidad del PNUD en esta materia a nivel internacional, para seguir contribuyendo al posicionamiento de México como cooperante internacional y conectarlo más con el mundo.

Management Response: [Added: 2017/08/28] [Last Updated: 2017/10/11]

Se toma nota respecto a la recomendación 8.

El PNUD México implementará efectivamente las siguientes líneas de acción:

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Desarrollar estrategias y capacidades en el staff para identificar, sistematizar y difundir el conjunto de productos de conocimiento de la cartera programática que reflejen experiencias exitosas del PNUD en México y que puedan servir de base en la promoción de la cooperación del país.
[Added: 2017/10/11] [Last Updated: 2019/03/19]
CO 2018/12 Completed Se tiene también el trabajo de una implementación de una estrategia de género https://goo.gl/9cWzGz y la propuesta de un incremento en el alcance de temas de colaboración con AMEXCID en temas de Cooperación Sur -Sur y Triangular. History
Desarrollar propuestas concretas de mejores prácticas / productos de conocimiento que puedan ser de interés para que el gobierno promocione a través de CSS (tales como el PDP que actualmente el gobierno mexicano ha compartido con Ecuador)
[Added: 2017/10/11] [Last Updated: 2019/03/19]
CO 2018/12 Completed Se han realizado diversas acciones para socializar las buenas prácticas como por ejemplo el Curso Virtual: Alineación de proyectos CID a los ODS https://goo.gl/rBdYm3. También tenemos la publicación de las mejores practicas "BBPP de CID entre el SNU y el gobierno de México. https://goo.gl/cUVWaT" History
Incorporar CSS como estrategia para operativizar los resultados dentro del nuevo CPD.
[Added: 2017/10/11] [Last Updated: 2020/08/24]
CO 2021/03 Completed Las normas del CPD permiten la elección de solo 4 resultados a nivel de efecto, provenientes del UNSDCF. La CSS ha sido considerada en el diseño del nuevo CPD más no aparecerá como un efecto como en el CPD actual debido a los cambios normativos History
9. Recommendation:

Recomendación 9. Género. Es importante abordar la cuestión de la igualdad de género tomando estratégicamente en consideración el diseño y la implementación de proyectos específicos, además de la transversalización, de manera que reflejen la importancia fundamental de la igualdad de género y el empoderamiento de las mujeres. Se recomienda actualizar la estrategia de género y adecuarla a la nueva política de sello de género vigente en el PNUD e implementar una política sobre igualdad entre los géneros y el empoderamiento de las mujeres en su propia oficina y entre las contrapartes de los proyectos; mantener el tema de género en el discurso del Representante Residente, para que el Gobierno vea el valor agregado y lo coloque en la agenda nacional, contribuyendo así al posicionamiento del PNUD en esta materia; y elaborar una estrategia de género basada en un diagnóstico para preparar la transición desde los ODM hacia los ODS, lo que representa una importante ventana de oportunidades para el PNUD.

Management Response: [Added: 2017/08/28] [Last Updated: 2017/10/11]

La atención estratégica al tema de igualdad de género implica que el tema de género se transversaliza en el portafolio programático buscando oportunidades de colaboración con actores relevantes y visibilizando temas como la participación política y el empoderamiento económico de las mujeres. Se exploran nuevos componentes de género para futuras colaboraciones.

La Oficina de México cuenta con una Estrategia de Genero, que se encuentra en implementación.

El PNUD México busca continuar en:

Key Actions:

Key Action Responsible DueDate Status Comments Documents
La implementación de la estrategia interna de género para mejorar la transversalización del tema
[Added: 2017/10/11] [Last Updated: 2021/04/07]
CO 2021/02 Completed A partir de Febrero de 2021, el PNUD en México cuenta con una Unidad de Género que además de encabezar una cartera programática específica en género contribuirá a que de forma decida se sigan materializando las estrategias para incorporar la perspectiva de género de manera transversal. https://www.mx.undp.org/content/mexico/es/home/genero.html History
Transversalizacion de genero integrada en la promoción de los ODS a nivel central y de los gobiernos de estado
[Added: 2017/10/11] [Last Updated: 2019/03/19]
CO 2018/11 Completed Se tiene como estrategia el que todos los proyectos cuenten con temas de género en el desarrollo he internamente se ha trabajado en impulsar proyectos exclusivos de género como es el proyecto 00113470 - Iniciativa Spotlight. También dentro de la promoción de los ODS y la agenda 2030 han ido trabajando los proyectos de 00112288 - Sector Privado y Agenda 2030 y 00112833 - Implementacion de la Agenda 2030 a nivel subnacional en difundir los proyectos de equidad de género. History
10. Recommendation:

Recomendación 10. Entorno internacional. Prestar atención a los cambios de la agenda internacional producto de cambios sociopolíticos en la región, que pueden llevar, a su vez, a cambios en la política de cooperación internacional en asuntos cruciales de la agenda del PNUD (cambio climático, derechos humanos, igualdad de género, empoderamiento de las mujeres) y tener impacto en temas de desempleo y criminalidad. Igualmente, las variaciones por políticas proteccionistas de mercado pueden afectar el intercambio comercial, lo cual influiría en la actividad económica en México, la recaudación fiscal y los ingresos públicos, representando un riesgo para el financiamiento de proyectos con el PNUD. También existe un riesgo para la cooperación en temas económicos debido a la renegociación de los acuerdos de libre comercio con Norteamérica y América Latina y el Caribe. Es también importante velar por la implementación del Acuerdo de Colaboración con USAID para ejecutar un programa con el Instituto Nacional de Transparencia, Acceso a la Información y Protección de Datos Personales (INAI) y con la Secretaría de la Función Pública (SFP), para apoyar el cumplimiento de los Objetivos de Desarrollo Sostenible (ODS) en México a través de prácticas de gobierno abierto, participación ciudadana y fortalecimiento de la transparencia.

Management Response: [Added: 2017/08/28] [Last Updated: 2017/10/11]

El proyecto de USAID e INAI ya están en operación y busca mejora las prácticas de gobierno ciudadano y fortalecimiento de transparencia.

Las acciones claves continuarán para lograr la:

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Implementación del Proyecto de gobierno abierto
[Added: 2017/10/11] [Last Updated: 2019/03/19]
CO 2019/12 Completed Se ha implementado el proyecto 00097947 - Apoyando cumplimiento ODS por medio de gobierno abierto donde ya gracias a los logros alcanzados se tiene en negociaciones una ampliación del proyecto. History

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