To better coordinate across an increasingly complex portfolio of environment projects, including for climate change, UNDP should take steps to upgrade its information management system and avoid running separate/parallel information systems for specific programme portfolios.

The development of a separate information system for the GEF portfolio highlights deficiencies in the UNDP mainstream project management system and suggests that the solution is not to dissolve personnel information management systems but rather raise the capabilities of the corporate information system.

Having two separate project management systems that serve essentially the same purposes is not an efficient use of UNDP resources. It also reinforces continuation of parallel business models, which potentially undermines the objective of better integrating vertical fund finance within UNDP operations.

Other potential efficiencies could be gained by increasing the efficiency of mechanisms for tracking and aggregating results across the UNDP portfolio. This will contribute to addressing a broader challenge with current UNDP systems, which is to ensure requirements are kept simple, in order to ensure there is space for more adaptive and flexible approaches to managing and accounting for results. Currently, reflecting vertical fund and internal requirements, there are a large number of indicators on which UNDP is obliged to collect data. To the extent there is flexibility, UNDP should focus on prioritizing its core information requirements to minimize the reporting burden for staff on the ground, focused on those indicators that best capture the value of its adaptation work.

Evaluation of UNDP Support to Climate Change Adaptation

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