Evaluation of UNDP inter-agency pooled financing services

Report Cover Image
Evaluation Plan:
2018-2021, Independent Evaluation Office
Evaluation Type:
Thematic
Planned End Date:
09/2018
Completion Date:
08/2018
Status:
Completed
Management Response:
Yes
Evaluation Budget(US $):
135,000

This evaluation, which covered the period 2010 to 2017, examined the efficiency and effectiveness of UNDP inter-agency pooled financing services provided through the Multi-Partner Trust Fund Office. The evaluation offers suggestions for further enhancing pooled financing services. These include improving the transparency in fund utilization; strengthening the implementation of quality standards by fund steering committees and participating UN organizations; making information on new funds available to all resident and non-resident agencies; timely closure of funds; and establishment of a multi-stakeholder steering committee including partner UN organizations and donor representatives that meets annually, reviews progress and strategizes the way forward.

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Title Evaluation of UNDP inter-agency pooled financing services
Atlas Project Number:
Evaluation Plan: 2018-2021, Independent Evaluation Office
Evaluation Type: Thematic
Status: Completed
Completion Date: 08/2018
Planned End Date: 09/2018
Management Response: Yes
Corporate Outcome and Output (UNDP Strategic Plan 2018-2021)
  • 1. Organisational Output 2.2 Cost-sharing agreements and projects ensure full cost recovery
  • 2. Organisational Output 2.4 Efficient, professional and transparent procurement and value for money
  • 3. Organisational Output 3.1 Common UN approaches facilitate efficient and accelerated joint delivery against sustainable development objectives
Evaluation Budget(US $): 135,000
Source of Funding:
Evaluation Expenditure(US $): 88,000
Joint Programme: No
Mandatory Evaluation: No
Joint Evaluation: No
Evaluation Team members:
Name Title Email Nationality
Charles Downs Independent Consultant
GEF Evaluation: No
Key Stakeholders:
Countries: GLOBAL
Lessons
Findings
1.

The total value of annual contributions to the pooled funding managed by the MPTF Office increased in the period 2010– 2017 compared to the 2004–2009 period, and has been largely stable annually more recently. While the number of donors has increased over time, the annual contribution per donor has decreased.


2.

Over 110 countries benefited from pooled financing between 2004 and 2017. The number of UN organizations participating in the MDTFs and joint programmes increased significantly from the first period (2004–2009) to the second (2010–2017). Participation was expanded to national governments in three funds and to NGOs in the Peacebuilding Fund. UNDP received the single largest share of funding, while the top five participating UN organizations received approximately three fourths of all funding.


3. There was a significant variation in donor contributions among the five fund themes (climate change, Delivering as One, development, humanitarian and transition) between 2010 and 2017. Funding increased for climate change (from $39.7 million to $99.8 million), development ($65.2 million to $80.6 million, with a peak in 2014 of over $200 million) and transition funds ($103.4 million to $288.8 million). Contributions to humanitarian funds remained largely unchanged, averaging $265 million. Delivering as One funds saw a decline over the period from $66.9 million to $28.8 million.
4. UN Secretariat funds (particularly humanitarian funds) and UNDG Multi- Donor Trust Funds attract more funding, while Secretary-General funds attract more donors, primarily with small contributions.
Recommendations
1

UNDP should initiate a dialogue with the United Nations Development Group to increase transparency in fund utilization further down the results delivery chain, and to demonstrate a clear United Nations comparative advantage and value for money, enhanced by long-term country presence as a trusted partner with government and the international community. To contribute to that effort, the MPTF Office should refine its financial and narrative reporting framework and guidelines for participating United Nations organizations. This will increase donor confidence, help mobilize resources, and contribute to the Secretary- General’s vision and reform agenda, including by doubling pooled financing over the next four years.

2

UNDP should advocate for a much stronger administrative agent role in monitoring the fulfilment of United Nations Development Group quality standards by the respective steering committees and participating United Nations organizations. The administrative agent should be charged not only with supporting the design of funds and programmes, but also monitoring and supporting organizational quality in implementation. The MPTF Office should require that all fund terms of reference include a clear theory of change and results framework as part of fund design to structure reporting. The Office should engage with the participating United Nations organizations of each fund and provide support and quality assurance regarding compliance with the terms of reference, confirmed in the administrative agent’s written acceptance of the fund.

3

UNDP may consider initiating a dialogue with the United Nations Development Group for the revision of its policy and documents to properly reflect the role of the managing agent by indicating that its accountability is limited to financial and project management issues, while programmatic accountability lies with the responsible project authority (steering committee or humanitarian coordinator) and the respective non-governmental organization.

4 UNDP needs to fast-track the implementation of its updated guidelines and responsible party agreement for the managing agent function under humanitarian funds (and update programme and operations procedures) to reflect the special dispensation required for provision of such services.
5 The MPTF Office should assess the non-United Nations participating organization pilot for direct access to United Nations pooled funds by non-governmental organizations, and should propose necessary adjustments to United Nations Development Group guidance (including the preparation of a revised standard administrative arrangements and memorandum of understanding for such modality), so that they can be rolled out as an option for other funds (particularly humanitarian and transition funds) where relevant.
6 The MPTF Office ought to make information on new funds available to all interested parties. The Office should act to ensure that any potential participating organization could become aware of new opportunities, by providing that information on the Gateway. Furthermore, the Office should encourage resident coordinators to make such information available and to actively brief the country teams about new funds under discussion or agreed, without implying that everyone will necessarily have a “share”.
7 UNDP, as a participating United Nations organization, should increase its efforts to close the backlog of old project allocations that are essentially concluded but not yet financially closed, particularly in the four countries where it is managing agent to country-based pooled funds.
8 The MPTF Office should initiate a process for establishing a multi-stakeholder steering committee, including partner United Nations organizations and donor representatives, that meets at least on an annual basis to review progress and discuss trends in global financing and strategies on the way forward. Such a mechanism will strengthen partner engagement and reinforce the confidence of donors and partner organizations in the mechanism and its use.
9 The MPTF Office should develop guidelines and procedures to ensure that considerations related to gender equality and empowerment are reviewed for ‘quality at entry’ and incorporated into fund design, appraisal and allocation processes.
1. Recommendation:

UNDP should initiate a dialogue with the United Nations Development Group to increase transparency in fund utilization further down the results delivery chain, and to demonstrate a clear United Nations comparative advantage and value for money, enhanced by long-term country presence as a trusted partner with government and the international community. To contribute to that effort, the MPTF Office should refine its financial and narrative reporting framework and guidelines for participating United Nations organizations. This will increase donor confidence, help mobilize resources, and contribute to the Secretary- General’s vision and reform agenda, including by doubling pooled financing over the next four years.

Management Response: [Added: 2018/08/22] [Last Updated: 2018/09/07]

UNDP and the MPTF Office agree with this recommendation and appreciate that the evaluation recognized of the important place that United Nations pooled financing has come to occupy over the past decade within United Nations financing instruments and, related to that, of the importance of further increasing the effectiveness and value for money of United Nations programming supported by pooled funds.

The December 2017 Secretary General’s report on the repositioning of the United Nations development system and the related General Assembly resolution 72/L.52 point to the rapidly changing environment within which pooled funds are being designed and administered. Existing UNDG agreements related to pooled funds may need to evolve so as to enable the United Nations to meet its commitments in accordance with the proposed funding compact, including in terms of (a) annual reporting on system-wide support to the sustainable development goals and system-wide results; and (b) compliance with the highest international transparency standards on all financial information. Within existing UNDG inter-agency structures, UNDP will explore opportunities to contribute to enhanced transparency in fund utilization further down the results delivery chain of United Nations pooled funds.

Within its current UNDG agreements on pooled funds, the MPTF Office can already commit to (a) mainstreaming the proposed United Nations data standard on linking its financial flows to the sustainable development goals in MPTF Offfice fund- and project-level planning, and reporting; (b) configuring the next generation Gateway (Gateway 2.0) in such a way that information on fund results (outcomes and outputs, planned and delivered) can be better captured and presented; and (c) improving the traceability of United Nations pooled funds resources by enhancing the quality of the data compared to what is already being published through the International Aid Transparency Initiative (IATI). In addition, the MPTF Office will continue to share its acquired knowledge in this area with fund steering committees and fund secretariats.

Further, the MPTF Office is ready to prepare, in consultation with participating United Nations organizations, a proposal for a refined financial and narrative reporting framework for discussion within the UNDG, and – if that is accepted – support the development of appropriate United Nations guidance. As part of the refinement, the Office is ready to advocate for a harmonized UNDG standard for more frequent reporting on all contributions passed through United Nations pooled funds. The Office already has all the technical and support systems (‘UNEX’) in place for United Nations organizations to report expenditures quarterly on an unofficial basis, with dedicated staff capacity available to provide assistance.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
1.1 Building on the ongoing support to UNDG in publishing United Nations development data through IATI, UNDP will offer advisory support to UNDG to enhance transparency in fund utilization further down the results delivery chain of United Nations pooled funds.
[Added: 2018/09/07] [Last Updated: 2018/09/10]
Bureau for Policy and Programme Support/Development Impact Group 2019/06 Initiated
1.2 Mainstream the proposed United Nations data standard on linking United Nations financial flows to the sustainable development goals in MPTF Office fund- and project-level planning and reporting.
[Added: 2018/09/07] [Last Updated: 2018/12/14]
MPTF Office 2020/12 Initiated UN system-wide SDG data standard, as approved by HLCM in October 2018, fully integrated in specs for Gateway 2.0.
1.3 Configure the next generation Gateway (Gateway 2.0) in such a way that information on fund- and project-level results (outcomes and outputs, planned and delivered) can be far better captured and presented.
[Added: 2018/09/07] [Last Updated: 2018/12/14]
MPTF Office 2019/12 Initiated Defining the specifications (December 2018) followed by building the software and going live in Gateway 2.0 Specs for the RBM-module in Gateway 2.0 completed and building software starting in Jan. 2019
1.4 Ensure the traceability of resources that pass through United Nations pooled funds by (a) annually publishing pooled fund data through IATI, with duly populated IATI fields for contributors and participating United Nations organization projects; and (b) inclusion of IATI fields, where appropriate, in contribution agreements and transfer notifications.
[Added: 2018/09/07] [Last Updated: 2018/12/14]
MPTF Office 2019/10 Initiated Q3 2019 is the normal time frame for publishing the data on 2018 aid flows. Initial discussion held with UNDOCO on bringing (b) to the UNSDG
1.5 Prepare a proposal for a refined financial and narrative reporting framework for discussion within relevant UNDG working group.
[Added: 2018/09/07]
MPTF Office 2019/11 Not Initiated This will need to be included in the UNDG workplan.
2. Recommendation:

UNDP should advocate for a much stronger administrative agent role in monitoring the fulfilment of United Nations Development Group quality standards by the respective steering committees and participating United Nations organizations. The administrative agent should be charged not only with supporting the design of funds and programmes, but also monitoring and supporting organizational quality in implementation. The MPTF Office should require that all fund terms of reference include a clear theory of change and results framework as part of fund design to structure reporting. The Office should engage with the participating United Nations organizations of each fund and provide support and quality assurance regarding compliance with the terms of reference, confirmed in the administrative agent’s written acceptance of the fund.

Management Response: [Added: 2018/08/22] [Last Updated: 2018/09/07]

UNDP and the MPTF Office agree with this recommendation, noting that full implementation is beyond their remit. Management appreciates that the evaluation recognized of the important place that high-quality fund design and results-based implementation play in ensuring strong, results-based management at the level of the fund.

The administrative agent role is defined in the protocol and standard legal agreements signed between the administrative agent and fund proponents. Given the firewall between the administrative agent and the participating United Nations organizations, any “support and quality assurance role” that goes beyond what is in the current administrative agent protocol-mandated tasks will need to be agreed to by the UNDG. The December 2017 Secretary General’s report on the repositioning of the United Nations development and the related General Assembly resolution A/72/L.52 point to the rapidly changing United Nations environment within which United Nations pooled funds are being designed and administered, including the expanded authority for the resident coordinator to ensure alignment of inter-agency pooled funding for development with national development needs and the United Nations Development Assistance Framework.

UNDP will present a discussion document to the UNDG on the issue of approaches to strengthening quality in design and results frameworks in a United Nations pooled-fund context.

Within its current mandated role, the MPTF Office already has a robust fund design and appraisal process in place to ensure that funds are well designed before it accepts the administrative agent role, involving MPTF Office portfolio managers with broad and substantive results-based management experience. However, fund proponents such as the resident coordinators and resident coordinators’ offices for country-level funds, and the key/lead participating United Nations organizations for global-level funds, are responsible for using their expertise in programming substance and context to take the substantive lead in developing the theory of change and the results framework.

Similarly, during fund implementation, the steering committees and technical secretariats take the lead in the substantive monitoring of fund performance. The enhanced tools that the MPTF Office is putting in place through Gateway 2.0 should support them in their role. The MPTF Office stands ready to continue to engage and share its acquired knowledge with fund steering committees and fund secretariats in connection with this topic.

As a very active member in several relevant United Nations inter-agency mechanisms, the MPTF Office has been (co-) leading the work streams that ensure that UNDG has quality standards in place, including that UNDG legal agreements and guidance are solid and updated as required, that training is provided to all relevant stakeholders, and that United Nations financial data standards are being introduced. Work in this area will be continued.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
2.1 UNDP will present a discussion document to the UNDG on possible approaches/ tools/templates to strengthen quality standards in joint programme design and results frameworks
[Added: 2018/09/07]
Bureau for Policy and Programme Support/Development Impact Group 2019/12 Not Initiated This will need to be included in the UNDG workplan.
2.2 Review and, if necessary, update the MPTF Office fund proposal appraisal checklist to ensure a strong quality check on the fund design process, and notably in terms of a clear theory of change and results framework.
[Added: 2018/09/07] [Last Updated: 2018/12/14]
MPTF Office 2018/12 Completed Checklist updated in response to recommendations 2 and 9
2.3 Configure the next generation Gateway (Gateway 2.0) in such a way that information on fund- and project-level results (outcomes and outputs, planned and delivered) can be far better captured and presented.
[Added: 2018/09/07] [Last Updated: 2018/12/14]
MPTF Office 2019/12 Initiated Defining the specifications (December 2018), followed by building the software and going live in Gateway 2.0 Has been included as part of the specs for the RBM-module in Gateway 2.0; building software starting in Jan. 2019
3. Recommendation:

UNDP may consider initiating a dialogue with the United Nations Development Group for the revision of its policy and documents to properly reflect the role of the managing agent by indicating that its accountability is limited to financial and project management issues, while programmatic accountability lies with the responsible project authority (steering committee or humanitarian coordinator) and the respective non-governmental organization.

Management Response: [Added: 2018/08/22] [Last Updated: 2018/09/07]

UNDP management agrees with this recommendation, noting that it cannot be fully responsible for implementation. Based on the experience with the updated guidelines and Responsible Party Agreement for the managing agent function under Humanitarian Fund, UNDP will consider initiating a dialogue with UNDG for the revision of UNDG policy and documents to reflect the role of the managing agent by indicating that managing agent accountability is limited to financial and project management issues, while programmatic accountability lies with the responsible project authority (steering committee or humanitarian coordinator) and the respective non-governmental organization.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
3.1 Based on the first year of experience with the updated guidelines and Responsible Party Agreement for the managing agent function under humanitarian funds, analyse the desirability (and possible time frame) of taking the issue of managing agent accountability to the UNDG.
[Added: 2018/09/07] [Last Updated: 2018/12/14]
Bureau for Management Services and Crisis Response Unit, in consultation with MPTF Office 2019/06 Not Initiated This will be monitored on an ongoing basis with the MA Unit Team Leaders.
4. Recommendation: UNDP needs to fast-track the implementation of its updated guidelines and responsible party agreement for the managing agent function under humanitarian funds (and update programme and operations procedures) to reflect the special dispensation required for provision of such services.
Management Response: [Added: 2018/08/22] [Last Updated: 2018/09/07]

UNDP management agrees with this recommendation and would like to highlight that its continuous efforts to harmonize its implementation approaches on the managing agent function have led to the development of a number of tools and a community of practice between headquarters and national focal points.

The first tool is the responsible party agreement, which was launched globally in 17 April 2018, and the programme and operations procedures were updated accordingly. The standard template for the responsible party agreement for country-based pooled funds, now available in English and French, will be applicable only to project activities where UNDP serves as the managing agent. Due to the nature of allocation rounds, and based upon key advice from in-country managing agent unit team leaders, some countries may need a slightly longer time frame to implement the responsible party agreement.

Second, a new standard operating procedure has been launched concerning the clearance of country-based operational manuals. These manuals define in some detail the roles and responsibilities of UNDP as managing agent, which in turn affects the accountability of the organization.

UNDP also organized a community of practice workshop in April 2018 as a continuation of its policy and operational support to Country Offices on how to manage the managing agent function.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
4.1 Closely monitor implementation of updated guidelines and responsible party agreement for the managing agent function under humanitarian funds and promptly address any issues that may arise.
[Added: 2018/09/07] [Last Updated: 2018/09/10]
Crisis Response Unit and Bureau for Management Services 2019/12 Initiated A Community of Practice has been established and calls with MA Unit Team Leaders are being conducted on a bi-monthly basis to monitor progress and support on potential challenges.
5. Recommendation: The MPTF Office should assess the non-United Nations participating organization pilot for direct access to United Nations pooled funds by non-governmental organizations, and should propose necessary adjustments to United Nations Development Group guidance (including the preparation of a revised standard administrative arrangements and memorandum of understanding for such modality), so that they can be rolled out as an option for other funds (particularly humanitarian and transition funds) where relevant.
Management Response: [Added: 2018/08/22] [Last Updated: 2018/09/07]

The management of the MPTF Office agrees with this recommendation, noting that the Office cannot be responsible for full implementation. The Office is assessing the non-United Nations participating organization pilot for direct access to United Nations pooled funds by non-governmental organizations and is updating its internal policies and procedures based on the lessons learned. Based on the experience of the MPTF Office to date, the inclusion of a non-United Nations participating organization in a given fund can be accommodated with only minor changes in the standard legal agreements (memorandum of understanding and standard administrative arrangement) of an MPTF Office-administered fund. In line with existing UNDG procedures, the MPTF Office will, as needed, propose adjustment or exception in the UNDG legal agreements to the relevant United Nations pooled fund oversight body for endorsement.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
5.1 Complete the assessment of the non-United Nations participating organization pilot.
[Added: 2018/09/07] [Last Updated: 2018/12/14]
MPTF Office 2019/04 Initiated Initial assessment done based on 2017 experience being updated to include lessons learned from 2018 experience. Will be completed in the first quarter of 2019.
5.2 Finalize updated MPTF Office internal policies and procedures for non-United Nations participating organization.
[Added: 2018/09/07] [Last Updated: 2018/12/14]
MPTF Office 2019/04 Initiated Initial policies and procedures being updated to include lessons learned from 2018 experience. Will be completed in the first quarter of 2019.
5.3 Submit proposal to the UNDG Fiduciary Management Oversight Group for its review and approval on the required minor adjustments to the UNDG legal agreements and procedures for those UNDG funds wishing to use this as an option.
[Added: 2018/09/07] [Last Updated: 2018/12/14]
MPTF Office 2019/04 Initiated Initial discussion with FMOG held in Nov 2018; follow-up discussion required in Q1 2019.
6. Recommendation: The MPTF Office ought to make information on new funds available to all interested parties. The Office should act to ensure that any potential participating organization could become aware of new opportunities, by providing that information on the Gateway. Furthermore, the Office should encourage resident coordinators to make such information available and to actively brief the country teams about new funds under discussion or agreed, without implying that everyone will necessarily have a “share”.
Management Response: [Added: 2018/08/22] [Last Updated: 2018/09/07]

The management of the MPTFO Office agrees with this recommendation, noting that the Office cannot be fully responsible for implementation. Information on all MPTFO Office funds that are capitalized is available on the MPTF Office Gateway from the moment of establishment, and the MPTFO Office annual report includes information on all ongoing Office-administered funds, including the non-capitalized ones. The MPTF Office will explore ways in which it can make information on relevant new global United Nations pooled funds available to potential participating organizations earlier, benefiting as well from the introduction of Gateway 2.0, which will have enhanced communication features.

For new global funds, the fund proponents (lead United Nations agencies and/or the United Nations Secretariat for initiatives of the Secretary General) are in the lead for determining issues such as participating organizations. The MPTF Office will therefore only be able to share information officially once it has formally accepted to set up a new fund based on agreed terms of reference. For country-level funds, the role in briefing the United Nations country teams, including non-resident agencies, will need to be played by the resident coordinator, who has been given the expanded authority of ensuring the alignment of inter-agency pooled funding for development.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
6.1 Configure the next generation of Gateway (Gateway 2.0) in such a way that information on pipeline and newly approved funds becomes more easily accessible to all interested parties.
[Added: 2018/09/07] [Last Updated: 2018/12/14]
MPTF Office 2019/12 Initiated Defining the specifications (December 2018), followed by building the software and going live in Gateway 2.0 This has been included in the specs for Gateway 2.0 analytics; building software starting in Jan. 2019
7. Recommendation: UNDP, as a participating United Nations organization, should increase its efforts to close the backlog of old project allocations that are essentially concluded but not yet financially closed, particularly in the four countries where it is managing agent to country-based pooled funds.
Management Response: [Added: 2018/08/22] [Last Updated: 2018/09/07]

UNDP management agrees with this recommendation and will continue its efforts to close projects where UNDP acts as participating United Nations organization for funds provided by the MPTF Office, particularly for countries where it acts as managing agent to country-based pooled funds. 

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Provide required support and oversight to selected country offices, so that they will financially close UNDP projects with an operational end date before 2014 that were funded by United Nations pooled fund allocations, by the end of 2018
[Added: 2018/09/07] [Last Updated: 2018/11/15]
RBA and RBAS in consultation with the BMS/OFRM and UNDP country offices in the Central African Republic, the Democratic Republic of the Congo, South Sudan and Sudan 2018/12 Initiated 1. The MPTF Office has been coordinating closely with the pooled fund Country offices throughout the year on project closure. 2. Each Pooled Fund Country office has been provided with a list of overdue projects, along with a timeline for the various stages of closure. 3. Based on this plan, all overdue projects are expected to be closed by the end of 2018.
8. Recommendation: The MPTF Office should initiate a process for establishing a multi-stakeholder steering committee, including partner United Nations organizations and donor representatives, that meets at least on an annual basis to review progress and discuss trends in global financing and strategies on the way forward. Such a mechanism will strengthen partner engagement and reinforce the confidence of donors and partner organizations in the mechanism and its use.
Management Response: [Added: 2018/08/22] [Last Updated: 2018/09/07]

The management of the MPTF Office agrees with the proposal of establishing a multi-stakeholder steering committee made up of partner United Nations organizations, donor representatives and other relevant stakeholders that will meet on an annual basis. Further details of the terms of reference and composition of the committee will be worked out in the coming months.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
8.1 Develop draft proposal for the proposed steering committee, outlining its responsibilities and composition and its relationship to other multi-stakeholder mechanisms, combined with a proposal for a first annual meeting.
[Added: 2018/09/07] [Last Updated: 2018/12/14]
MPTF Office in consultation with the UNDP Executive Office and Directorate of the Bureau for Management Services 2018/12 Completed The proposal has been finalized
8.2 Obtain inputs from various stakeholders on the draft proposal and finalize it accordingly.
[Added: 2018/09/07] [Last Updated: 2018/12/14]
MPTF Office in consultation with the UNDP Executive Office and Directorate of the Bureau for Management Services 2019/01 Not Initiated Informal feedback gathered from number of stakeholders.
8.3 Hold first annual meeting.
[Added: 2018/09/07] [Last Updated: 2018/12/14]
MPTF Office in consultation with the UNDP Executive Office and Directorate of the Bureau for Management Services 2019/12 Initiated Tentative date set. Safe the date message to go out in Dec. 2019.
9. Recommendation: The MPTF Office should develop guidelines and procedures to ensure that considerations related to gender equality and empowerment are reviewed for ‘quality at entry’ and incorporated into fund design, appraisal and allocation processes.
Management Response: [Added: 2018/08/22] [Last Updated: 2018/09/07]

The management of the MPTF Office agrees with this recommendation, noting that the Office cannot be fully responsible for implementation. The Office can verify if relevant existing United Nations guidelines and criteria on gender equality and empowerment have been duly taken into account in the fund design process. Further, through the mainstreaming of the proposed data standard on linking United Nations financial flows to the sustainable development goals in MPTF Office fund- and project-level planning and reporting, fund interventions with relevance to sustainable development goals targets concerning gender equality and empowerment can be more easily traced in future.

Procedures for fund allocation decisions are normally included in the fund operational manual, the preparation of which is the responsibility of the respective fund secretariat. Actual fund allocation decisions are again the responsibility of the steering committee and the fund secretariat. Only in a few cases does the MPTF Office actually host a fund secretariat.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
9.1 Update fund proposal appraisal checklist to include a point to confirm that relevant United Nations guidance on gender equality and empowerment has been taken into account.
[Added: 2018/09/07] [Last Updated: 2018/12/14]
MPTF Office 2018/12 Completed Checklist updated in response to recommendations 2 and 9
9.2 Share with MPTF Office an overview of relevant United Nations guidelines and criteria related to gender equality and empowerment, as it relates to the sustainable development goals and targets.
[Added: 2018/09/07] [Last Updated: 2018/12/14]
Bureau for Policy and Programme Support, Gender Unit 2018/12 Completed BPPS Gender Unit prepared relevant documentation for use by MPTFO
9.3 Mainstream the proposed United Nations data standard on linking United Nations financial flows to the sustainable development goals in MPTF Office fund- and project-level planning and reporting.
[Added: 2018/09/07] [Last Updated: 2018/12/14]
MPTF Office 2020/12 Initiated Planning: within 12 months after United Nations agreement on data standard Reporting: within 24 months after United Nations agreement on data standard UN system-wide SDG data standard, as approved by HLCM in October 2018, fully integrated in specs for Gateway 2.0.

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