Independent Country Programme Evaluation: Yemen

Report Cover Image
Evaluation Plan:
2018-2021, Independent Evaluation Office
Evaluation Type:
ICPE/ADR
Planned End Date:
12/2018
Completion Date:
12/2018
Status:
Completed
Management Response:
Yes
Evaluation Budget(US $):
40,000

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Download document ICPE Yemen Annexes.pdf related-document English 376.60 KB Posted 437
Download document ICPE Yemen ToR.pdf tor English 169.86 KB Posted 274
Download document ICPE_YEMEN_2018.pdf report English 3214.05 KB Posted 344
Download document ICPE Yemen Brief.pdf related-document English 192.05 KB Posted 210
Title Independent Country Programme Evaluation: Yemen
Atlas Project Number:
Evaluation Plan: 2018-2021, Independent Evaluation Office
Evaluation Type: ICPE/ADR
Status: Completed
Completion Date: 12/2018
Planned End Date: 12/2018
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 1.4. Scaled up action on climate change adaptation and mitigation across sectors which is funded and implemented
Evaluation Budget(US $): 40,000
Source of Funding:
Evaluation Expenditure(US $): 39,000
Joint Programme: No
Joint Evaluation: No
Evaluation Team members:
Name Title Email Nationality
Ian Holland Evaluation consultant ianrholland@yahoo.com
GEF Evaluation: No
Key Stakeholders:
Countries: YEMEN
Lessons
Findings
1.

Finding 1. The country office managed to achieve a swift and effective adjustment in the programme to support Yemen’s political transition following the GCC-facilitated peace agreement. 


Tag: Anti-corruption Election Rule of law Peace Building Effectiveness Relevance Policy Advisory Technical Support

2.

Finding 2. Important programme results were achieved in the 2012-2014 period in support of the political transition, institutional strengthening and national development planning.


Tag: Election Human rights Mine Action Project and Programme management Peace Building Effectiveness Efficiency Impact South-South Cooperation Technical Support

3.

Finding 3. The second major CO programme adjustment followed Yemen’s descent into fullscale civil war and a deepening humanitarian crisis. Out of this context, UNDP prepared the Yemen Resilience Programme, which, although slow to emerge, provided the framework and entry point for comprehensive programming at the humanitarian-development nexus.


Tag: Rule of law Quality Assurance Risk Management Conflict Displacement Resilience Donor Technical Support

4.

Finding 4. Despite a difficult conflict-affected humanitarian environment the country office managed to foster an initial approach to humanitarian and development programming that took root.


Tag: Jobs and Livelihoods Humanitarian development nexus UN Agencies Technical Support

5.

Finding 5. Implementation of the Yemen Resilience Programme achieved significant results at the interface of humanitarian and development activities. 


Tag: Inclusive economic growth Jobs and Livelihoods Gender Equality Women's Empowerment Conflict resolution Displacement Humanitarian development nexus Security Effectiveness Efficiency

6.

Finding 6. The 2012-2014 programme was too narrowly focused on the national-level political transition and lacked a parallel subnational programme through which to integrate local peace building and development.


Tag: Local Governance Conflict resolution Humanitarian development nexus Peace Building Security Challenges Effectiveness Efficiency Rural development Technical Support

7.

Finding 7. The country office was insufficiently prepared for the conflict and missed the opportunity to pre-empt donors from disengaging.


Tag: Youth Women's Empowerment Business Model Country Support Platform Donor relations Aid Coordination Coherence Effectiveness Efficiency Technical Support

8.

Finding 8. The conflict severely impacted UNDP operations.


Tag: Business Model Country Support Platform Donor relations Human and Financial resources Procurement Risk Management Coherence Effectiveness Efficiency Relevance

9.

Finding 9: Headquarters was slow to strengthen the country office with leadership more adept at a crisis situation and better internal communications would have helped the country office navigate the crisis. 


Tag: Country Support Platform Human and Financial resources Implementation Modality Operational Efficiency Risk Management Effectiveness Efficiency UNDP Regional Bureaux Technical Support

10.

Finding 10. The CPD was submitted on three separate occasions to the UNDP Executive Board, each time for ‘extension’, yet it remained irrelevant to the country context.


Tag: Country Support Platform Oversight Risk Management Strategic Positioning Conflict Humanitarian development nexus Effectiveness Impact Relevance Operational Services

11.

Finding 11. Despite significant ongoing risks and increased operating costs, UNDP’s retained presence in Sana’a and Aden has been a key asset in enabling UNDP to implement a programme closely aligned to both humanitarian and development objectives.


Tag: Local Governance Operational Efficiency Project and Programme management Strategic Positioning Conflict Humanitarian development nexus Challenges Effectiveness Relevance Country Government UNDP Independent Offices Coordination

12.

Finding 12. Through an innovative and pragmatic partnership with the World Bank, UNDP has played a critical role in supporting the resilience of institutions and communities at the height of the emergency period for Yemen.


Tag: Jobs and Livelihoods Social Protection Gender Mainstreaming Women's Empowerment Leaving no one behind Multilateral Partners Operational Efficiency Partnership Risk Management Emergency Relief Humanitarian development nexus Effectiveness Efficiency Impact Relevance UN Agencies Coordination

13.

Finding 13. A comprehensive and integrated medium-term vision and strategy for UNDP in Yemen has yet to emerge.


Tag: Rule of law Gender Equality Women's Empowerment Donor relations Global Policy Network Monitoring and Evaluation Conflict Conflict resolution Food Security Effectiveness Relevance Sustainability UN Agencies UN Country Team Coordination

Recommendations
1

UNDP should adopt a more flexible instrument and template in extreme or protracted crisis where the standard CPD has been temporarily suspended or is no longer relevant or appropriate. The CPD for Yemen (2012–2015) remained valid through the first adjustment of the CO programme, since it had anticipated UNDP engagement in a process of political and democratic transition. However, the CPD was not the correct strategic planning, resource mobilization, communications and results monitoring instrument when Yemen slid tragically into civil war and humanitarian crisis in 2015. Further consideration should be given to the following:

• What should replace CPDs when they are made irrelevant or redundant by circumstances within the country, and/ or in instances where the CPD is recurrently ‘extended’ due to conflict or crisis, as in the case of Yemen.

• That interim (or revised) CO strategies or plans, such as the Yemen Resilience Programme, should be reported to the Executive Board “for information or consultation” so that the Board may continue to fulfil its oversight responsibilities for those countries’ programmes and resources.

• Country offices affected by conflict or crisis should be permitted some flexibility in reporting to the ROAR. For example, where a CPD has effectively been superseded by an alternative temporary programme, (such as the Yemen Resilience Programme) whereby the country office is able to report against the interim strategy, rather than a CPD which is obsolete.

• UNDP should consider a designation for slow onset and protracted crises within the broader corporate crisis response system, to facilitate an elevated status for those countries requiring sustained supplementary resources and fast-track administrative measures over an extended time period.

2

Building on the success of the Yemen Resilience Programme, the country office should develop a more comprehensive and integrated programme framework for the next two to three years through which to leverage UNDP’s comparative advantages. This should entail a broad partnership extending into security and peacebuilding, which will also enable the better sharing of risks. Consultation with the United Nations Resident Coordinator/ Humanitarian Coordinator, the UN Office of the Special Envoy, the Humanitarian Country Team and donors will be important. Core programming principles such as sustainability and gender need to feature more prominently alongside conflict prevention and strengthened UN joint programming.

1. Recommendation:

UNDP should adopt a more flexible instrument and template in extreme or protracted crisis where the standard CPD has been temporarily suspended or is no longer relevant or appropriate. The CPD for Yemen (2012–2015) remained valid through the first adjustment of the CO programme, since it had anticipated UNDP engagement in a process of political and democratic transition. However, the CPD was not the correct strategic planning, resource mobilization, communications and results monitoring instrument when Yemen slid tragically into civil war and humanitarian crisis in 2015. Further consideration should be given to the following:

• What should replace CPDs when they are made irrelevant or redundant by circumstances within the country, and/ or in instances where the CPD is recurrently ‘extended’ due to conflict or crisis, as in the case of Yemen.

• That interim (or revised) CO strategies or plans, such as the Yemen Resilience Programme, should be reported to the Executive Board “for information or consultation” so that the Board may continue to fulfil its oversight responsibilities for those countries’ programmes and resources.

• Country offices affected by conflict or crisis should be permitted some flexibility in reporting to the ROAR. For example, where a CPD has effectively been superseded by an alternative temporary programme, (such as the Yemen Resilience Programme) whereby the country office is able to report against the interim strategy, rather than a CPD which is obsolete.

• UNDP should consider a designation for slow onset and protracted crises within the broader corporate crisis response system, to facilitate an elevated status for those countries requiring sustained supplementary resources and fast-track administrative measures over an extended time period.

Management Response: [Added: 2019/03/07] [Last Updated: 2020/06/05]

The recommendation is taken into consideration , and the required actions are planned and implemented.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Updated guidance in the POPP on managing change outlines the process for making changes to country programmes, including updating the RRF, revision/suspension of programme in crisis situations and subsequent Executive Board notification requirements
[Added: 2019/03/27]
BPPS 2018/06 Completed
Updated guidance in the POPP on managing change outlines the process for revising existing programme/ developing bridging programme and subsequent Executive Board notification requirements
[Added: 2019/03/27]
BPPS 2018/06 Completed
Updated guidance in the POPP on managing change outlines the process for revising existing programme/ developing bridging programme, including RRFs to allow for flexible ROAR reporting.
[Added: 2019/03/27]
BPPS 2018/06 Completed
UNDP will further address slow onset and protracted crises in its corporate crisis response systems, taking into consideration the IASC discussions on that designation of a sustained response.
[Added: 2019/03/27] [Last Updated: 2020/02/17]
Crisis Bureau 2019/12 Completed completed by CRU History
2. Recommendation:

Building on the success of the Yemen Resilience Programme, the country office should develop a more comprehensive and integrated programme framework for the next two to three years through which to leverage UNDP’s comparative advantages. This should entail a broad partnership extending into security and peacebuilding, which will also enable the better sharing of risks. Consultation with the United Nations Resident Coordinator/ Humanitarian Coordinator, the UN Office of the Special Envoy, the Humanitarian Country Team and donors will be important. Core programming principles such as sustainability and gender need to feature more prominently alongside conflict prevention and strengthened UN joint programming.

Management Response: [Added: 2019/03/07] [Last Updated: 2020/06/05]

The recommendation is taken into consideration, and the required action is under implementation.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
The CO has initiated a process for the articulation of short-term Country Programme Framework (2019 -2020) within the conflict sensitive lenses. The new framework will build on the progress of work under the Resilience Strategy Programme and expand the work towards capacitating the local administration to start building blocks for rehabilitation and restoration of essential basic services.
[Added: 2019/03/27] [Last Updated: 2019/06/24]
UNDP Yemen 2019/04 Completed The Country Programme Frame work is finalized and to be launched in 1 July 2019. The final document attached. History

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