Independent Country Programme Evaluation: Argentina

Report Cover Image
Evaluation Plan:
2018-2021, Independent Evaluation Office
Evaluation Type:
ICPE/ADR
Planned End Date:
12/2019
Completion Date:
12/2019
Status:
Completed
Management Response:
No
Evaluation Budget(US $):
100,000

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Title Independent Country Programme Evaluation: Argentina
Atlas Project Number:
Evaluation Plan: 2018-2021, Independent Evaluation Office
Evaluation Type: ICPE/ADR
Status: Completed
Completion Date: 12/2019
Planned End Date: 12/2019
Management Response: No
Corporate Outcome and Output (UNDP Strategic Plan 2018-2021)
  • 1. Output 1.1.1 Capacities developed across the whole of government to integrate the 2030 Agenda, the Paris Agreement and other international agreements in development plans and budgets, and to analyse progress towards the SDGs, using innovative and data-driven solutions
  • 2. Output 1.4.1 Solutions scaled up for sustainable management of natural resources, including sustainable commodities and green and inclusive value chains
  • 3. Output 1.6.1 Country-led measures accelerated to advance gender equality and women’s empowerment
Evaluation Budget(US $): 100,000
Source of Funding:
Evaluation Expenditure(US $): 100,000
Joint Programme: No
Joint Evaluation: No
Evaluation Team members:
Name Title Email Nationality
Natalia Acosta Lead Evaluator
Alan Fox Associate Lead Evaluator
Eduardo Gomez Rivero Research Consultant
Maria Onestini Evaluation Consultant
Pablo Vinocur Evaluation Consultant
Sandra Cesilini Evaluation Consultant
GEF Evaluation: No
Key Stakeholders:
Countries: ARGENTINA
Lessons
Findings
Recommendations
1

UNDP should make a concerted effort to expand its strategic technical contributions in Argentina, aimed at addressing structural institutional weaknesses and development challenges. UNDP should define key areas in which it can provide substantive value added to the national government and maximize the use of its global network and expertise to foster innovative solutions to advance the SDGs.

While continuing to provide valued operational and procurement services, UNDP should work to further expand its strategic development services to the national government, building from existing work and successful experiences elsewhere. This may include broadening support to the Government on SSC, helping set national priorities for actions on the SDGs, providing practical solutions on social service/social protection reform and helping expand entrepreneurship and business creation to stimulate the economy. UNDP has the knowledge and experience to be a preferred provider of such strategic development advice to the Government of Argentina.

2

UNDP should explore opportunities for strategically expanding collaborative partnerships and programming at the provincial level, especially in the northern region, with the aim of helping subnational governments reduce poverty and inequality, improve municipal services and adapt to a changing climate.

In its next programme cycle, UNDP should strive to deepen its engagement in the northern provinces (i.e. Santiago del Estero, Chaco, Formosa, Salta, Corrientes and Jujuy, among others), in response to the development challenges these provinces face, even as it seeks to support government efforts to address the needs of the majority of the population below the poverty line concentrated in large urban areas such as in Buenos Aires and Cordoba. A more strategic, long-term approach coupled with a revised resource mobilization/partnership strategy, can help to broaden UNDP’s substantive engagement at the subnational level, including innovative and integrated provincial and municipal services that improve financial management, spur entrepreneurship and job creation and anticipate changing climate conditions.

3

UNDP should strive to refine its RBM approach in Argentina, placing greater emphasis on programmatic integration and synergies, the adoption of knowledge transfer strategies and the use of evaluations for learning, including the implementation of recommendations, to inform programmatic decision-making and improvement.

Fostering greater integration between projects within the UNDP Argentina programme and promoting synergies across clusters, can enhance UNDP’s contributions from a multidimensional perspective. A dynamic systems approach would identify linkages and complementarities between different interventions. Establishing cross-sectoral teams within the office can dismantle programmatic silos and enable greater complementarity between interventions.

To promote learning and adaptive management, greater efforts should be placed on promoting an evaluation culture, including the implementation of evaluation recommendations and use of evaluative evidence and lessons, both within the office and with national partners, to improve results and evidence-based decision-making. Efforts should be made to convince government partners that evaluations of UNDP-managed projects are beneficial and funds need to be allocated for this purpose.127 UNDP should strengthen its internal capacities in planning and evaluation, increasing its technical expertise and providing instruments and tools to measure effective capacity development and long-term results across thematic areas. Particular attention should be paid to assessing the effectiveness of pilot projects such as the collaborative cohabitation initiative with the National Prison Attorney’s Office, as well as entrepreneurship and employment initiatives at local level.

4

With a view to enhancing its contributions to gender equality and women’s empowerment, UNDP should strengthen its gender mainstreaming and advocacy work across all programme areas. Emphasis should be placed on ensuring the adequate integration of a gender dimension and rights-based approach in the implementation of all policies and strategies at the subnational level, including local pilot initiatives.

Building on its recognition in gender mainstreaming, UNDP should strengthen its technical advisory role and support towards achieving long-term gender results, with the aim of moving towards more gender transformative results. At the same time, UNDP should sustain its strategic partnerships with the Government, private sector and civil society actors across all programmatic areas to enhance gender capacities at the institutional level, as a building block for long-term gender results. Especially with the private sector, it should expand its collaboration and advocacy role with a focus on reducing the existing gender gap in women’s occupation of decision-making positions.

 

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