- Evaluation Plan:
- 2018-2021, Independent Evaluation Office
- Evaluation Type:
- Thematic
- Planned End Date:
- 06/2021
- Completion Date:
- 03/2021
- Status:
- Completed
- Management Response:
- No
- Evaluation Budget(US $):
- 250,000
Evaluation of the UNDP Strategic Plan, 2018-2021
| Document | Type | Language | Size | Status | Downloads |
|---|---|---|---|---|---|
 SPE ToR.pdf |
tor | English | 373.37 KB | Posted | 8 |
| ANNEXES - SPE.pdf |
related-document | English | 873.49 KB | Posted | 22 |
| SPE-Evaluation_summary.pdf |
summary | English | 143.40 KB | Posted | 17 |
| SPE-Evaluation_full report.pdf |
report | English | 3888.38 KB | Posted | 59 |
| Title | Evaluation of the UNDP Strategic Plan, 2018-2021 | ||||||||||||||||||||||||||||||||||||||||||||||||
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| Atlas Project Number: | |||||||||||||||||||||||||||||||||||||||||||||||||
| Evaluation Plan: | 2018-2021, Independent Evaluation Office | ||||||||||||||||||||||||||||||||||||||||||||||||
| Evaluation Type: | Thematic | ||||||||||||||||||||||||||||||||||||||||||||||||
| Status: | Completed | ||||||||||||||||||||||||||||||||||||||||||||||||
| Completion Date: | 03/2021 | ||||||||||||||||||||||||||||||||||||||||||||||||
| Planned End Date: | 06/2021 | ||||||||||||||||||||||||||||||||||||||||||||||||
| Management Response: | No | ||||||||||||||||||||||||||||||||||||||||||||||||
| Corporate Outcome and Output (UNDP Strategic Plan 2018-2021) |
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| Evaluation Budget(US $): | 250,000 | ||||||||||||||||||||||||||||||||||||||||||||||||
| Source of Funding: | |||||||||||||||||||||||||||||||||||||||||||||||||
| Evaluation Expenditure(US $): | 250,000 | ||||||||||||||||||||||||||||||||||||||||||||||||
| Joint Programme: | No | ||||||||||||||||||||||||||||||||||||||||||||||||
| Joint Evaluation: | No | ||||||||||||||||||||||||||||||||||||||||||||||||
| Evaluation Team members: |
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| GEF Evaluation: | No | ||||||||||||||||||||||||||||||||||||||||||||||||
| Key Stakeholders: | |||||||||||||||||||||||||||||||||||||||||||||||||
| Countries: | GLOBAL |
| Lessons | |
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| Findings |
| Recommendations | |
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| 1 | The UNDP role and value proposition. In the next strategic plan, UNDP should better define its role and value proposition in support of the 2030 Agenda and the COVID-19 pandemic response, with attention to the organization’s altered position at the country level following the reform of the United Nations development system; and should anchor its work on its most recognized comparative strengths, with particular focus on principles of inclusiveness and sustainability to build forward better with attention to leaving no one behind. |
| 2 | To meet the increasing demands driven by the change in context brought by the COVID-19 pandemic, UNDP work on innovation should prioritize support to partner countries on digital transformation, address administrative bottlenecks that hinder innovation, ensure improvements to knowledge management systems and develop a more deliberate approach to tracking and scaling successful innovations that can accelerate result. |
| 3 | Gender equality and women’s empowerment as a Sustainable Development Goal accelerator. UNDP should further articulate how to expand and achieve the concrete benefits of integrating gender equality and women’s empowerment as a catalytic development accelerator for the 2030 Agenda and the Goals. The Gender Equality Seal process should be recommended to all offices, with efforts to increase financial investment in gender across all areas. UNDP should more adequately equip the organization with staff specialized in gender who are able to implement systems that focus on gender-responsive and transformative results. |
| 4 | Global Policy Network and country support platforms. UNDP should make more effective use of its Global Policy Network to improve mobility of expertise, with greater programming rigour through well-defined targets, milestones and effectiveness measures. In addition, a more comprehensive and strategic approach EVALUATION SUMMARY xvii should be promoted for the establishment of country support platforms, by advancing their conceptual framework and criteria for assessment and by providing mechanisms for practical support and guidance to promote portfolio- and systems-based approaches. |
| 5 | Results-based management and learning. UNDP should holistically redesign its entire results and performance monitoring and reporting framework and system, with (a) indicators better aligned to the timeliness and utility of data and methods that can help more credibly measure results; (b) more ambitious milestones; and (c) greater focus and guidance for consistently capturing and promoting learning for country offices to improve results and accelerate achievement of the Sustainable Development Goals. |
| 6 | Management and operations. To deliver fully on the promise in the Strategic Plan to evolve and innovate its business model, UNDP should fully operationalize adaptive management, additional funding models and financing capabilities to support systems transformation for countries to achieve the Sustainable Development Goals. This should address constraints to the funding of integrated programmes, portfolios, platforms and innovation and allow the organization to move away from operating mainly with projectized funding. |
| 7 | People management and capabilities. In recognition that the main asset of UNDP is its workforce, the organization should timely deliver on its “People for 2030” and learning and development strategies that can improve staff capabilities for systems thinking and transformation; reward high performance that is results-focused; and enable an innovative culture within the organization. |