- Evaluation Plan:
- 2018-2021, Bureau for Policy and Programme Support
- Evaluation Type:
- Project
- Planned End Date:
- 12/2018
- Completion Date:
- 01/2019
- Status:
- Completed
- Management Response:
- Yes
- Evaluation Budget(US $):
- 40,000
MEDIUM-TERM EVALUATION OF THE PROJECT “ENABLING RESPONSIVE, COHERENT AND INCLUSIVE SUPPORT TO THE IMPLEMENTATION OF THE 2030 AGENDA FOR SUSTAINABLE DEVELOPMENT”
| Document | Type | Language | Size | Status | Downloads |
|---|---|---|---|---|---|
 Final ToR - MAPS Project Midterm Evaluation_20 April 2018.pdf |
tor | English | 438.06 KB | Posted | 676 |
| Final MTE of MAPS Project - INTEGRATED Report March 2019.pdf |
report | English | 999.14 KB | Posted | 635 |
| Title | MEDIUM-TERM EVALUATION OF THE PROJECT “ENABLING RESPONSIVE, COHERENT AND INCLUSIVE SUPPORT TO THE IMPLEMENTATION OF THE 2030 AGENDA FOR SUSTAINABLE DEVELOPMENT” | |||
|---|---|---|---|---|
| Atlas Project Number: | ||||
| Evaluation Plan: | 2018-2021, Bureau for Policy and Programme Support | |||
| Evaluation Type: | Project | |||
| Status: | Completed | |||
| Completion Date: | 01/2019 | |||
| Planned End Date: | 12/2018 | |||
| Management Response: | Yes | |||
| Focus Area: |
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| Corporate Outcome and Output (UNDP Strategic Plan 2018-2021) |
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| Evaluation Budget(US $): | 40,000 | |||
| Source of Funding: | ||||
| Evaluation Expenditure(US $): | 40,000 | |||
| Joint Programme: | No | |||
| Joint Evaluation: | No | |||
| Evaluation Team members: |
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| GEF Evaluation: | No | |||
| Key Stakeholders: | Partner agencies | |||
| Countries: | GLOBAL |
| Lessons | |
|---|---|
| Findings |
| Recommendations | |
|---|---|
| 1 | Decide on the Project Modality |
| 2 | Address the wide scope of the Project |
| 3 | Upgrade the Theory of Change |
| 4 | Change the Results Framework |
| 5 | Improve Value Propositions and how those are communicated |
| 6 | Improve key business processes and the overall operating system |
| 7 | Improve the financial model |
| 8 | Structure the support and systematize the toolkit |
Management Response Documents
1. Recommendation:
Decide on the Project Modality
Management Response: [Added: 2019/02/05]
Accept. Taking into account the intent of the recommendations and given the modalities now available, the team will change the structure of the project going forward through the following actions:
· Ensure that the projects - MAPS, Fragility – are linked together as a portfolio, to be managed jointly with the Project Board elevated to a portfolio board
· For the remaining outputs 1-5, reformulate them into 3 outputs (i) Data, Follow-up and Review; (ii) Research, Tools, Capacity Building; (iii) MAPS Engagements
· Keep Output 8 (on Fragility) as a separate project, rather than integrating it into the MAPS proje
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| 1.1 Revise Project Documents
[Added: 2019/02/05] [Last Updated: 2020/02/05] |
SDG Integrator | 2019/10 | Completed | The Project Initiation Plan was approved in January 2020. History | |
| 1.2 PAC and sign ProDocs
[Added: 2019/02/05] [Last Updated: 2021/01/04] |
SDG Integrator | 2020/06 | Completed | The SDGi Engagement Facility was completed and approved in June 2020. History |
2. Recommendation:
Address the wide scope of the Project
Management Response: [Added: 2019/02/05]
Accept. The recommendation to narrow the scope of the Project has already been addressed by the actions taken for recommendation 1.
· Keep Output 8 (on Fragility) as a separate project, rather than integrating it into the MAPS project;
For the remaining outputs 1-5, reformulate them into 3 outputs (i) Data, Follow-up and Review; (ii) Research, Tools, Capacity Building; (iii) MAPS Engagements
Key Actions:
3. Recommendation:
Upgrade the Theory of Change
Management Response: [Added: 2019/02/05]
Accept. The project team is upgrading the Theory of Change
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| 3.1 Upgrade Theory of Change
[Added: 2019/02/05] [Last Updated: 2021/01/04] |
SDG Integrator | 2020/06 | Completed | The Engagement Facility was designed on the basis of a light ToC/results framework including 3 Key Outputs that together enable UNDP to deliver integrated development advisory services to countries. History |
4. Recommendation:
Change the Results Framework
Management Response: [Added: 2019/02/05]
Accept. The new results framework will reflect the new organization of Outputs, thereby addressing the fragmentation across and within its outputs to improve overall coherence and alignment.
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| 4.1 Change Results framework
[Added: 2019/02/05] [Last Updated: 2020/02/05] |
SDG Integrator | 2019/10 | No Longer Applicable |
[Justification: Given the new direction of the global initiative to be an Engagement Facility, the previously reviewed results framework is no longer applicable.] History |
5. Recommendation:
Improve Value Propositions and how those are communicated
Management Response: [Added: 2019/02/05]
Acknowledge. The evaluation already notes the considerable value-add of the MAPS project. The recommendation to further improve the value proposition of the Project is only feasible under the conditions where Recommendations 1-3 are satisfied and can come as a natural progress through taking action on recommendations 1-3.
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| 5.1 Develop new Theory of Change
[Added: 2019/02/05] [Last Updated: 2021/01/04] |
SDG integrator | 2020/06 | Completed | The Engagement Facility was designed on the basis of a light ToC/results framework including 3 Key Outputs that together enable UNDP to deliver integrated development advisory services to countries History | |
| 5.2. Develop new project document
[Added: 2019/02/05] [Last Updated: 2021/01/04] |
SDG integrator | 2020/06 | Completed | The SDGi Engagement Facility was approved in June 2020. History | |
| 5.3 Discuss improved value proposition with Project team
[Added: 2019/02/05] [Last Updated: 2020/02/05] |
SDG integrator | 2019/10 | Completed | SDG Integration Service Offer developed and made available within the GPN. To be refined on an ongoing basis as part of the yearly corporate work planning. History |
6. Recommendation:
Improve key business processes and the overall operating system
Management Response: [Added: 2019/02/05]
Acknowledge. The overall business model of the Global Policy Network is being developed. As the Project now sits within the new SDG Integrator team as part of the GPN, once the overall business model is developed, the Project will align its business model to the overall as a strategy moving forward. The project will change to the portfolio modality.
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| 6.1 Align with GPN business model
[Added: 2019/02/05] [Last Updated: 2020/02/05] |
SDG integrator | 2019/08 | Completed | SDGI portfolio fully aligned with GPN Business Model/Plan as presented to the GPN Governance Board in November 2019. History | |
| 6.2 Implement Portfolio Modality
[Added: 2019/02/05] [Last Updated: 2021/01/04] |
SDG integrator | 2020/06 | Completed | The approved Engagement Facility encompasses the key workstreams within the SDGi portfolio. History |
7. Recommendation:
Improve the financial model
Management Response: [Added: 2019/02/05]
Accept. The new Project Document has revised the budget to be more realistic. At the same time, the team will develop a resource mobilization strategy to improve the financial model, in line with the rearticulated value proposition.
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| 7.1 Revise budget in Project Document
[Added: 2019/02/05] [Last Updated: 2020/02/05] |
SDG integrator | 2019/08 | Completed | Budget under ongoing global project has been updated and reflects 2020 workplan. History | |
| 7.2 Develop Resource Mobilization Strategy
[Added: 2019/02/05] [Last Updated: 2021/09/27] |
SDG integrator | 2021/04 | Completed | The RM strategy has been updated as a result of COVID-19 impact in 2020 and covers 2021-22 with an expectation that the strategy may continue to be refined in 2022 to ensure alignment with the new SP. History |
8. Recommendation:
Structure the support and systematize the toolkit
Management Response: [Added: 2019/02/05]
Accept. This recommendation refers to the development of a menu of services that could be accompanied by mapping country requests, needs and contexts and organizing them into alternative paths. Once the revised Project Document has been approved, a menu of services on what the Project can offer will take shape through the development of e-learning modules for capacity building.
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| 8.1 Develop e-learning models that serve as toolkit for the project and beyond
[Added: 2019/02/05] [Last Updated: 2020/02/05] |
SDG integrator | 2019/12 | Completed | Models have been completed and are available at Yammer but limited at this juncture to internal usage only, for pilot testing. History |