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:
Yes
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: Yes
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
1.

CHAPTER 2 FINDINGS

2.1 Inclusive and sustainable development

Outcome 1: By 2020 the country will have implemented strategies to increase the productivity and diversity of its economy, generating added value and promoting the sustainable use of natural resources, by bringing in science and technology, and reinforcing new productive developments such as the cultural industries.

UNDP committed to contributing to outcome 1 through the following: i. Strategies implemented by national and subnational institutions for developing a sustainable productive infrastructure and local and regional value chains; ii. An increase in good quality employment opportunities and a decline in the informal economy, in child labour and in unregistered work through people’s participation in employment, education and training programmes for decent work, encompassing a gender perspective; iii. The 2030 Agenda for Sustainable Development Goals included in the public agenda at national and subnational levels. Thirty-two projects were implemented, under this outcome, with $121.6 million in planned budget from four main sources: the Government of Argentina; theGEF; UNDP; and the private sector. Expenditures between 2016 and end-2018 were $64.0 million, reaching a total 52.7 percent execution rate for the three-year period. Main implementing partners included the Ministry of Labour, Employment and Social Security and the Ministry of Industry (both now part of the Ministry of Production and Labour), the Investment Agency of the Province of San Juan, the National Council for the Coordination of Social Policies (CNCPS), and the Province of Salta. 


Tag: Natural Resouce management Challenges Effectiveness Sustainability Local Governance Inclusive economic growth Jobs and Livelihoods Poverty Reduction Technology Policy Advisory Technical Support Agenda 2030 SDG Integration

2.

2.1 Inclusive and sustainable development

Outcome 1: By 2020 the country will have implemented strategies to increase the productivity and diversity of its economy, generating added value and promoting the sustainable use of natural resources, by bringing in science and technology, and reinforcing new productive developments such as the cultural industries.

Finding 1. UNDP’s contributions in the area of entrepreneurship and productive capacities have been significant, offering positive results at local level. Through its advisory and management services for project design and implementation UNDP supported the implementation of the National Entrepreneurship Plan as well as productive and entrepreneurial initiatives at national and subnational levels. Challenges remain in terms of setting strategic, long-term results for these initiatives. (continuation)

UNDP’s programme effectively contributed to the development of the national entrepreneurial ecosystem through technical and administrative assistance for the establishment of 198 learning centres, known as CEAs,48 and 46 functioning entrepreneurship clubs across the country. These centres, which are managed by local NGOs, provide a space for the development of entrepreneurship capacities and co-creation of new business models. Capacity development workshops were also organized for young entrepreneurs to enhance their management and innovation capacities. No detailed analysis of the achievements of these capacity development initiatives has taken place, although the Ministry of Production and Labour has indicated its interest in evaluating the long-term impact of its public  policies. 


Tag: Effectiveness Relevance Inclusive economic growth Jobs and Livelihoods Poverty Reduction Capacity Building SDG Integration

3.

2.1 Inclusive and sustainable development

Outcome 1: By 2020 the country will have implemented strategies to increase the productivity and diversity of its economy, generating added value and promoting the sustainable use of natural resources, by bringing in science and technology, and reinforcing new productive developments such as the cultural industries.

Finding 1. UNDP’s contributions in the area of entrepreneurship and productive capacities have been significant, offering positive results at local level. Through its advisory and management services for project design and implementation UNDP supported the implementation of the National Entrepreneurship Plan as well as productive and entrepreneurial initiatives at national and subnational levels. Challenges remain in terms of setting strategic, long-term results for these initiatives. (continuation)


Tag: Effectiveness Policies & Procedures Inclusive economic growth Poverty Reduction Capacity Building Technical Support

4.

2.1 Inclusive and sustainable development

Outcome 1: By 2020 the country will have implemented strategies to increase the productivity and diversity of its economy, generating added value and promoting the sustainable use of natural resources, by bringing in science and technology, and reinforcing new productive developments such as the cultural industries.

Finding 2. UNDP made valuable contributions to the implementation of youth employment policies at the subnational level by supporting the expansion of employment offices and organizing job fairs and capacity development initiatives for young people to facilitate their access to decent work opportunities. Measures and adequate follow-up to ensure the successful inclusion of youth in the formal labour market have not been established. 

In 2011-2015, UNDP supported the Ministry of Labour, Employment and Social Security (part of the Ministry of Production and Labour as of August 2018) in expanding the coverage of its public employment services network, through strengthening new employment offices. These offices, which were equipped with information technology through UNDP-supported projects, serve as a vehicle for the implementation of the different policies aimed at increasing employability at the regional level. In total, the Employment Secretariat reported having established 640 employment offices by 2015. 


Tag: Effectiveness Impact Local Governance Inclusive economic growth Jobs and Livelihoods Poverty Reduction Capacity Building Youth

5.

2.1 Inclusive and sustainable development

Outcome 1: By 2020 the country will have implemented strategies to increase the productivity and diversity of its economy, generating added value and promoting the sustainable use of natural resources, by bringing in science and technology, and reinforcing new productive developments such as the cultural industries.

Finding 2. UNDP made valuable contributions to the implementation of youth employment policies at the subnational level by supporting the expansion of employment offices and organizing job fairs and capacity development initiatives for young people to facilitate their access to decent work opportunities. Measures and adequate follow-up to ensure the successful inclusion of youth in the formal labour market have not been established. (continuation)

In its Argentina country programme, UNDP has sought to reduce poverty through local development and entrepreneurship. Although the scale of its efforts is not extensive enough to offer measurable relief to the high level of economic stress the country is facing, UNDP has provided important support to the creation of the Secretariat of Entrepreneurship (later subsumed into the SME and Entrepreneurship Secretariat), which has spearheaded job creation activities with substantial environmental and social  impact. 


Tag: Effectiveness Impact Gender Equality Women's Empowerment Inclusive economic growth Jobs and Livelihoods Poverty Reduction Capacity Building Women and gilrs Youth

6.

2.1 Inclusive and sustainable development

Outcome 1: By 2020 the country will have implemented strategies to increase the productivity and diversity of its economy, generating added value and promoting the sustainable use of natural resources, by bringing in science and technology, and reinforcing new productive developments such as the cultural industries.

Finding 3. UNDP is a key partner to the government in its 2030 Agenda adaptation and implementation process. Key contributions include the facilitation of public-private partnerships for greater private sector engagement and technical support in the prioritization and harmonization process of the SDGs. UNDP’s in-country network and potential role as an integrator to build alliances between the CNCPS, trades unions, the United Nations and NGOs has not been sufficiently leveraged. UNDP’s work on innovation, while promising given some initial success mobilizing corporate funding, will need more time to develop before evaluative judgments can be made. 

UNDP’s support for the implementation of the SDGs has focused first on assisting the government in aligning its public policies and programmes to the SDGs, and second, on managing government-funded projects as a means for their accomplishment. The key partner for this work has been the CNCPS, as the entity responsible for coordinating the SDG implementation process in the country. UNDP has accompanied the CNCPS at different stages, namely in the identification of key priority areas for the SDG roadmap with different stakeholders, the prioritization of SDGs and the relevant indicators, including those related to gender, in the mainstreaming and adaptation of the SDGs to the national context (harmonization process), and in raising awareness through advocacy and partnerships. 


Tag: Efficiency Resource mobilization Partnership Country Government Agenda 2030 SDG Integration Civil Societies and NGOs Private Sector

7.

2.1 Inclusive and sustainable development

Outcome 1: By 2020 the country will have implemented strategies to increase the productivity and diversity of its economy, generating added value and promoting the sustainable use of natural resources, by bringing in science and technology, and reinforcing new productive developments such as the cultural industries.

Finding 3. UNDP is a key partner to the government in its 2030 Agenda adaptation and implementation process. Key contributions include the facilitation of public-private partnerships for greater private sector engagement and technical support in the prioritization and harmonization process of the SDGs. UNDP’s in-country network and potential role as an integrator to build alliances between the CNCPS, trades unions, the United Nations and NGOs has not been sufficiently leveraged. UNDP’s work on innovation, while promising given some initial success mobilizing corporate funding, will need more time to develop before evaluative judgments can be made.(continuation)

While partners, in general, recognize and value UNDP’s capacities and contributions for the implementation of the SDGs at national level, there are further opportunities to strengthen this engagement. UNDP’s network and trusted relationship with diverse actors could be better leveraged for greater advocacy aligned with the SDGs. There is an opportunity, for instance, to link the CNCPS with subnational governments, the trades unions and different NGOs with which UNDP already has a relationship. Similarly, increased support would be useful at the subnational level to ensure the effective localization of the SGDs


Tag: Effectiveness Efficiency Partnership Strategic Positioning UN Agencies Agenda 2030 SDG Integration Civil Societies and NGOs Private Sector

8.

2.1 Inclusive and sustainable development

Outcome 2: By 2020 the country will have designed and implemented social protection and inclusion policies aimed at a full enjoyment of social rights through universal access to essential good-quality services, from a gender perspective, and with special emphasis on the groups most discriminated against.

Social protection has been one of UNDP’s key areas of engagement over recent years, as reflected in the Strategic Plan 2014–17. An analysis of UNDP’s financial data reveals that Argentina is the largest UNDP programme contributing to the implementation of national social protection policies, (with almost $150 million) followed by Senegal and the Dominican Republic (Figure 8). The country office planned to contribute to social protection and inclusion through the following actions: i. Reduction of territorial and economic gaps in access to health, through national programmes aimed at reducing infant and maternal mortality rates and chronic diseases, with special emphasis on the most disadvantaged groups, strategically approaching health determinants from an intersectoral perspective; ii. Food security guaranteed by national and subnational programmes; and iii. Quality and coverage of social security system reinforced.


Tag: Food Security Gender Equality Women's Empowerment Human rights Health Sector Partnership Policies & Procedures Country Government Inclusive economic growth Social Protection

9.

2.1 Inclusive and sustainable development

Outcome 2: By 2020 the country will have designed and implemented social protection and inclusion policies aimed at a full enjoyment of social rights through universal access to essential good-quality services, from a gender perspective, and with special emphasis on the groups most discriminated against. (continuation)

The social protection and inclusion policies portfolio is the largest in the UNDP Argentina programme with 19 projects and $323.7 million in expenditures for the 2015-2018 period. The planned budget for this outcome was $592.8 million, achieving a 54.6 percent execution rate. Signature projects in terms of expenditure include the Food Policy Management II project61 with $125 million, and the Consolidation of the IADB Portfolio project62 with $110 million in expenditure. Those two projects alone represent 72 percent of the total outcome expenditure and almost 50 percent of the total CPD expenditure. 

Finding 4. UNDP contributed to the improvement of provincial health-care services by supporting the modernization of health systems and the interconnectedness of the health-care network. Its role in this area has been mostly operational, recruiting experts and advising on procurement of equipment and supplies.  

UNDP has implemented 18 projects with national and provincial governments to help modernize health-care systems for improved quality of health services. Overall, UNDP’s support in this area has focused on recruiting technical expertise and advising on requirements for purchase management and the acquisition of equipment and supplies. 


Tag: Effectiveness Local Governance Health Sector Procurement Project and Programme management Technical Support

10.

2.1 Inclusive and sustainable development

Outcome 2: By 2020 the country will have designed and implemented social protection and inclusion policies aimed at a full enjoyment of social rights through universal access to essential good-quality services, from a gender perspective, and with special emphasis on the groups most discriminated against. 

Finding 4. UNDP contributed to the improvement of provincial health-care services by supporting the modernization of health systems and the interconnectedness of the health-care network. Its role in this area has been mostly operational, recruiting experts and advising on procurement of equipment and supplies. (continuation)

At the national level, UNDP has provided long-standing management supportfor the implementation of two key programmes: the Early Childhood Programme, implemented by the National Ministry of Social Development since 2006, with the support of several ministries, the  United Nations Children’s Fund (UNICEF) and the United Nations Population Fund (UNFPA); and the Teenage Pregnancy Programme since 2018, led by CNCPS. UNDP’s contributions in terms of administrative solutions for both programmes, which have complex implementation arrangements given their scale and work with provinces and community level organizations, were deemed relevant and effective by the stakeholders interviewed. They valued UNDP’s agility in procuring services and processing payments for CSOs, the flexibility in carrying over unused funds to the next year (something not possible with national procedures), and the assurance brought by regular spot-checks (mini-audits) organized by UNDP. On the other hand, they highlighted the challenges faced in finding service providers at the local level that comply with UNDP’s corporate procurement requirements. 


Tag: Effectiveness Health Sector Partnership Procurement Project and Programme management Country Government UN Agencies

11.

2.1 Inclusive and sustainable development

Outcome 2: By 2020 the country will have designed and implemented social protection and inclusion policies aimed at a full enjoyment of social rights through universal access to essential good-quality services, from a gender perspective, and with special emphasis on the groups most discriminated against. 

Finding 5. UNDP has contributed to the implementation of the National Food Security Plan, by enabling an operational mechanism to work with community-based organizations that offer food services to vulnerable families and by providing administrative services to strengthen their management capabilities.

UNDP’s support to the Ministry of Social Development, in particular to the Secretariat of Food Policies, for the implementation of the National Food Security Plan, while relevant, has been mostly administrative. Through the project Management of Food Policies—Community Approach Component— implemented between 2012 and 2020, UNDP helped improve food policy by supporting the adoption of a social, institutional and territorial integration perspective. UNDP’s work focused on building capacities at two levels: at the institutional federal level (with the Secretariat for Food Policies of the Ministry of Social Development); and at local level (with community-based organizations responsible for the community kitchens).  


Tag: Food Security Effectiveness Local Governance Policies & Procedures Service delivery Country Government Institutional Strengthening Vulnerable

12.

2.1 Inclusive and sustainable development

Outcome 3: By 2020 the country will have reinforced full citizenship through the overarching protection and promotion of human rights and the design and implementation of mechanisms to access information, to ensure citizen participation and access to justice across the country, without any discrimination whatsoever.

2.3 Citizenship and human rights

The citizenship and human rights portfolio aims to strengthen institutional capacities for the rule of law and establish effective, transparent and inclusive institutions. The country office envisaged contributions to this CPD outcome through seven outputs: i. Institutional initiatives and mechanisms implemented to prevent, address and reduce inequalities as well as all discrimination and violence due to gender, age, sexual orientation, ethnic origin, nationality and disability; ii. Development of ICTs at national and subnational institutions to enhance and improve quality and coverage across the country; iii. Access to justice for the most disadvantaged segments of the population and citizen participation promoted by national and subnational initiatives; iv. Diversity of cultural expression, intercultural dialogue and equal access to cultural goods promoted through strategies particularly addressed to the most vulnerable groups, doing away with all forms of discrimination; v. Management capabilities increased through institutional strengthening to provide more efficient, effective and transparent services; vi. Triangular technical cooperation initiatives implemented at the subregional, regional and national levels; vii.Gender equality and the economic empowerment of women promoted through national and sub-national initiatives. 


Tag: Effectiveness Gender Mainstreaming Gender-Based Violence Anti-corruption Civic Engagement Human rights Justice system Rule of law Technology Institutional Strengthening SDG monitoring and reporting

13.

2.1 Inclusive and sustainable development

Outcome 3: By 2020 the country will have reinforced full citizenship through the overarching protection and promotion of human rights and the design and implementation of mechanisms to access information, to ensure citizen participation and access to justice across the country, without any discrimination whatsoever.

2.3 Citizenship and human rights 

Finding 6. The work of UNDP on institutional strengthening in Argentina has included support for the implementation of government modernization programmes. Interventions were most effective when projects set out clear institutional strengthening objectives that focused on improving internal capacities and streamlining/ modernizing processes. 

UNDP’s contribution to democratic governance in Argentina has focused on strengthening management capacities, as was also reported in the IEO 2009 ADR. This focus seeks to address perceived weaknesses in government management, by helping to establish results-based planning, improve management and evaluation frameworks, and modernize administrative procedures.


Tag: Effectiveness e-Governance Human rights Public administration reform Communication Knowledge management Technology Institutional Strengthening

14.

2.1 Inclusive and sustainable development

Outcome 3: By 2020 the country will have reinforced full citizenship through the overarching protection and promotion of human rights and the design and implementation of mechanisms to access information, to ensure citizen participation and access to justice across the country, without any discrimination whatsoever.

2.3 Citizenship and human rights 

Finding 7. UNDP has contributed to the Government’s modernization efforts by promoting ICTs within open government initiatives, to improve the transparency and efficiency of public services and facilitate greater citizen participation. The most salient cases in terms of results were at the subnational level, with streamlined processes in the Province of Cordoba and the City of Buenos Aires

Open Government platforms have been set up in Argentina to foster the accountability of the state, build citizen participation, and expand the use of new ICTs. UNDP has been an active partner in the establishment of Open Government platforms. For example, assistance was provided to the City of Buenos Aires for the development of its Open Government platform, which includes the Buenos Aires Elige portal for the submission of proposals for local development projects by citizens, and the BAObras portal, which is an accountability and transparency tool to show the status of public works, their budget and estimated completion date. 


Tag: Effectiveness Anti-corruption Civic Engagement Local Governance Policies & Procedures Service delivery Technology

15.

2.1 Inclusive and sustainable development

Outcome 3: By 2020 the country will have reinforced full citizenship through the overarching protection and promotion of human rights and the design and implementation of mechanisms to access information, to ensure citizen participation and access to justice across the country, without any discrimination whatsoever.

2.3 Citizenship and human rights 

Finding 7. UNDP has contributed to the Government’s modernization efforts by promoting ICTs within open government initiatives, to improve the transparency and efficiency of public services and facilitate greater citizen participation. The most salient cases in terms of results were at the subnational level, with streamlined processes in the Province of Cordoba and the City of Buenos Aires. (continuation)


Tag: Effectiveness Anti-corruption Local Governance Communication Knowledge management Procurement Service delivery Technology Institutional Strengthening SDG monitoring and reporting

16.

2.1 Inclusive and sustainable development

Outcome 3: By 2020 the country will have reinforced full citizenship through the overarching protection and promotion of human rights and the design and implementation of mechanisms to access information, to ensure citizen participation and access to justice across the country, without any discrimination whatsoever.

2.3 Citizenship and human rights 

Finding 8. UNDP has promoted greater access to justice in Argentina, helping to improve coverage and equality within the justice system, particularly for disadvantaged groups, including victims of gender-based violence. Sustainability of these services at the subnational level is uncertain and depends on provincial commitments and financing.


Tag: Effectiveness Gender Equality Gender-Based Violence Civic Engagement Human rights Justice system Local Governance Country Government SDG Integration Vulnerable Women and gilrs

17.

2.1 Inclusive and sustainable development

Outcome 3: By 2020 the country will have reinforced full citizenship through the overarching protection and promotion of human rights and the design and implementation of mechanisms to access information, to ensure citizen participation and access to justice across the country, without any discrimination whatsoever.

2.3 Citizenship and human rights 

Finding 8. UNDP has promoted greater access to justice in Argentina, helping to improve coverage and equality within the justice system, particularly for disadvantaged groups, including victims of gender-based violence. Sustainability of these services at the subnational level is uncertain and depends on provincial commitments and financing.

The access to justice interventions faced significant recruitment and startup delays because of limitations imposed by the Secretariat of Modernization as part of the Government’s austerity measures. UNDP was able to provide support for the recruitment of professionals to coordinate the Access to Justice Centres at the federal level, by means of an agreement between UNDP and the Under-Secretariat of Access to Justice in December 2018, thus alleviating the limitation imposed. Likewise, in this context, UNDP aided with the recruitment of 15 lawyers specializing in gender violence to handle cases of sexual abuse of children and adolescents, with funding from UNICEF. The sustainability of the initiatives is at risk, given that these services are being provided through national government budgets. To upscale the initiative, efforts should be made to partner also with the justice branches of the provincial governments, to ensure their engagement and request their financial support.


Tag: Effectiveness Impact Sustainability Gender-Based Violence Civic Engagement Human rights Justice system Service delivery

18.

2.1 Inclusive and sustainable development

Outcome 3: By 2020 the country will have reinforced full citizenship through the overarching protection and promotion of human rights and the design and implementation of mechanisms to access information, to ensure citizen participation and access to justice across the country, without any discrimination whatsoever.

2.3 Citizenship and human rights 

Finding 9. South-South Cooperation (SSC), which is a high priority for the government of Argentina, has been underemphasized by the programme. There is limited evidence of the systematization of experiences and documentation of lessons learned for knowledge sharing and management. Building from the government’s interest and the recent BAPA+40 momentum, there is ample space to enhance the use of SSC modalities in the programme.  

South-South and Triangular Cooperation is an area of great interest to the government of Argentina, as part of its priority to “Intelligently position itself in the world.” This is reflected in the country’s willingness to host the BAPA+40 Conference. UNDP supported the Ministry of Foreign Affairs in this endeavour by providing logistical, planning and technical support for its successful completion. The event gathered representatives of 160 countries, including academia, the private sector and civil society. 


Tag: Effectiveness Human rights Justice system Communication Knowledge management Results-Based Management South-South Cooperation

19.

2.1 Inclusive and sustainable development

Outcome 3: By 2020 the country will have reinforced full citizenship through the overarching protection and promotion of human rights and the design and implementation of mechanisms to access information, to ensure citizen participation and access to justice across the country, without any discrimination whatsoever.

2.3 Citizenship and human rights 

Finding 10. Limited advances were made in UNDP’s work on anti-corruption and the promotion of diversity and culture. Institutional changes and weak ownership by relevant government partners hindered the effectiveness of these initiatives 

An analysis of the governance portfolio shows that most projects are mainly linked to two of the seven planned outputs: output 2 on the development of ICTs and output 5 on institutional strengthening for more efficient, effective and transparent services. These two priority outputs are closely related, as the development of ICTs contributes to the strengthening of institutions for more efficient, effective and transparent services. 


Tag: Effectiveness Gender Mainstreaming Anti-corruption Civic Engagement Human rights Public administration reform Ownership Vulnerable

20.

2.4 Sustainable natural resources management 

Outcome 4: By 2020, the country will have reinforced the sustainable management of natural resources and implemented adaptation and mitigation policies with respect to climate change and man-made damage, using a gender and intercultural approach.

UNDP aimed to contribute to the environmental outcome through three outputs: i. Land-use strategies promoted for the sustainable management of natural resources and ecosystems; ii. Mitigation and adaptation to climate change through strategies implemented at the national and subnational levels; and iii. Environmental degradation and pollution reversed through schemes implemented at the national and subnational levels.Projects under the environmental portfolio are designed to support the Government as it strengthens its environmental actions and oversight to reverse environmental damage, support evidence-based decision-making and develop tools for sustainable natural resources management. 


Tag: Climate Change Adaptation Climate change governance Natural Resouce management Effectiveness Efficiency Global Environment Facility fund Gender Mainstreaming

21.

2.4 Sustainable natural resources management 

Outcome 4: By 2020, the country will have reinforced the sustainable management of natural resources and implemented adaptation and mitigation policies with respect to climate change and man-made damage, using a gender and intercultural approach.

Finding 11. The environment portfolio has shown a positive shift and expansion in focus from an environmental protection vision to a broader, more multidimensional approach to sustainable development. 

The focus of the UNDP environment portfolio has shifted from environmental protection-centred projects to more comprehensive multidimensional approaches addressing other dimensions of sustainable development (i.e. productive and socioeconomic issues) related to environment and poverty reduction. To foster greater integration between the different dimensions, the country office grouped its production-related projects (with the Ministry of Production and Labour) under the environment and sustainable development cluster. Similarly, there has been an expansion to new areas, such as energy and risk management.


Tag: Energy Environment Policy Green Economy Effectiveness Inclusive economic growth SDG Integration

22.

2.4 Sustainable natural resources management 

Outcome 4: By 2020, the country will have reinforced the sustainable management of natural resources and implemented adaptation and mitigation policies with respect to climate change and man-made damage, using a gender and intercultural approach.

Finding 12. UNDP has contributed to capacity building and institutional strengthening in environmental governance and management by supporting the Ministry of Security in the development of the National System for Integrated Disaster Risk Reduction and Civil Protection, and the National Environment and Sustainable Development Secretariat in environmental data generation with improved information systems. UNDP’s work in support of sustainable development has shown only limited success in upscaling and replication.


Tag: Disaster Risk Reduction Effectiveness Sustainability Public administration reform Policies & Procedures Technology Institutional Strengthening Data and Statistics National Institutions

23.

2.4 Sustainable natural resources management 

Outcome 4: By 2020, the country will have reinforced the sustainable management of natural resources and implemented adaptation and mitigation policies with respect to climate change and man-made damage, using a gender and intercultural approach.

Finding 12. UNDP has contributed to capacitybuilding and institutional strengthening in environmental governance and management by supporting the Ministry of Security in the development of the National System for Integrated Disaster Risk Reduction and Civil Protection, and the National Environment and Sustainable Development Secretariat in environmental data generation with improved information systems. UNDP’s work in support of sustainable development has shown only limited success in upscaling and replication.


Tag: Disaster Risk Reduction Effectiveness Sustainability Gender Equality Gender Mainstreaming e-Governance Public administration reform Communication Knowledge management Partnership Risk Management Country Government Institutional Strengthening Technical Support Data and Statistics National Institutions

24.

2.4 Sustainable natural resources management 

Outcome 4: By 2020, the country will have reinforced the sustainable management of natural resources and implemented adaptation and mitigation policies with respect to climate change and man-made damage, using a gender and intercultural approach.

Finding 12. UNDP has contributed to capacitybuilding and institutional strengthening in environmental governance and management by supporting the Ministry of Security in the development of the National System for Integrated Disaster Risk Reduction and Civil Protection, and the National Environment and Sustainable Development Secretariat in environmental data generation with improved information systems. UNDP’s work in support of sustainable development has shown only limited success in upscaling and replication.


Tag: Disaster Risk Reduction Natural Resouce management Policies & Procedures Institutional Strengthening National Institutions

25.

2.5 Overall programme management and cross-cutting issues

Finding 13. UNDP is recognized by the government for its administrative agility, competitive service cost and contributions to ensuring transparency and credibility in the administration of government funds. Its long-standing country presence and partnership with different government entities has positioned UNDP in the government support framework, offering continuity in a context of periodic institutional instability. Despite its relationship of trust with the Government, UNDP has missed some opportunities to provide technical and strategic contributions to institutional strengthening of the public administration. UNDP’s global network has been insufficiently leveraged to contribute with more state-of-the-art innovations.

UNDP provides an operational framework that facilitates rapid and transparent procurement and recruitment processes (compared with national procedures) for the implementation of national intersectoral programmes, at a competitive service cost. As public procurement is a typical high-risk area for corruption, UNDP’s administrative support and reputational seal are highly valued and in demand by the Government as it “ensures transparency, credibility and efficiency in the process”, while providing flexible and reliable means to overcome administrative constraints faced within government ministries. 


Tag: Efficiency Public administration reform Human and Financial resources Partnership Procurement Strategic Positioning Country Government Institutional Strengthening Operational Services Technical Support

26.

2.5 Overall programme management and cross-cutting issues

Finding 14. UNDP’s programme in Argentina has been relevant and responsive to national priorities and demands. Programme coherence and integration are challenged by the lack of an overarching strategic and policy-driven approach to addressing long-term development issues.

UNDP’s programme in Argentina is closely aligned with national priorities and government demands, contributing to three of the eight national priorities, namely: national productive agreement, sustainable human development, state modernization, and to a lesser extent, contributing to strategic insertion in the world. UNDP has implemented a demanddriven programme, characterized by responsiveness and adaptability, government institutional settings and funding opportunities. Programme coherence and integration have been hampered by several factors. The programme strategy, which is centered around institutional strengthening for an inclusive and balanced growth model, lacks an explicit theory of change that clearly outlines the key changes at different levels to which UNDP is expected to contribute, beyond administrative services, and the risks, assumptions and necessary conditions required to reach those outcomes. An effort was made in 2016 to develop a narrative for theories of change at outcome level, but this exercise was not completed. Not having explicit wellmapped theories of change with a systems thinking approach has affected programme synergies and UNDP’s ability to address development issues in an integrated and holistic manner. This also constrains its ability to become a more supply/theory of change-based strategic partner offering innovative solutions, rather than a demand driven partner.


Tag: Coherence Relevance Sustainability Policies & Procedures Country Government Inclusive economic growth Poverty Reduction

27.

2.5 Overall programme management and cross-cutting issues

Finding 15. UNDP has successfully leveraged partnerships for financing and programme implementation with a wide array of government entities at national and subnational level, as well as with the private sector. Partnerships with provinces in the northern region with the highest poverty levels, however, have been modest, because of limited financial resources, as well as a lack of specific, long-term interventions aimed at comprehensive development support across the regions. Collaborations with UN agencies and international financial institutions were not systematically pursued, limiting complementarity and synergies.

UNDP has maintained long-standing partnerships with Government partners. At central level, key partners include the Ministry of Foreign Affairs and the Ministry of Social Development for the social protection programmes, the Ministry of Production and Labour for productive and employment projects, the Ministry of Environment for the environmental portfolio, and the CNCPS for SDG implementation. At subnational level, strong partnerships were sustained with those provinces with greater political/institutional resources, namely the Province of Buenos Aires on social protection and health, the Provinces of Cordoba and Buenos Aires on modernization and the Province of San Juan on economic development. There was also collaboration with the Provinces of Neuquén, Santiago del Estero and Tierra del Fuego for the implementation of socioeconomic, health and governance projects, respectively.


Tag: Resource mobilization National Regional Partnership Programme Synergy Project and Programme management Results-Based Management International Financial Institutions Poverty Reduction

28.

2.5 Overall programme management and cross-cutting issues

Finding 15. UNDP has successfully leveraged partnerships for financing and programme implementation with a wide array of government entities at national and subnational level, as well as with the private sector. Partnerships with provinces in the northern region with the highest poverty levels, however, have been modest, because of limited financial resources, as well as a lack of specific, long-term interventions aimed at comprehensive development support across the regions. Collaborations with UN agencies and international financial institutions were not systematically pursued, limiting complementarity and synergies.

During the past decade, strategic partnerships were fostered with the private sector for the SDG implementation process. Since 2009, UNDP has been supporting the Global Compact as a key partner, and more recently it has provided technical assistance for the adoption of the SDGs by its members. In the framework of this work, UNDP has advocated for the integration of human rights, gender equality and environmental sustainability issues into private sector agendas. UNDP is generally perceived by private sector partners as a valued and trusted facilitator for public-private partnerships, (i.e. with the CNCPS). There has also been a high level of engagement with small producers from the private sector, under the environment portfolio. Engagement with many private sector actors, especially within the traditional industry sectors (large companies, associations of key productive sectors, etc.), is still incipient.


Tag: Effectiveness Efficiency Gender Equality Gender Mainstreaming Women's Empowerment National Regional Human rights Integration Partnership Country Government International Financial Institutions UN Agencies Poverty Reduction SDG Integration

29.

2.5 Overall programme management and cross-cutting issues

Finding 16. The country office has effectively implemented a risk-based management approach for its projects, conducting regular spot checks on them, which are highly valued by government partners. Knowledge management for programmatic decision-making and improvement is not well developed; and there is insufficient evidence of an evaluation culture, reflected in the small number of evaluations, and the limited progress and follow-up in the implementation of the 2009 ADR recommendations.

Following an audit of the country programme in 2017, the country office fully adopted the mandatory Harmonized Approach to Cash Transfers (HACT) and strengthened its risk management instruments. As part of this approach, ex ante risk assessments and regular spot checks of projects are carried out, based on the assigned risk rating by the country office, to ensure readiness and compliance with implementation norms and standards. Government partners valued these exercises highly as they provide a report on implementation status and help them identify strengths, weaknesses and any bottlenecks for implementation. The project spot checks serve as a compliance instrument rather than a tool for learning and results monitoring.


Tag: Efficiency Communication Implementation Modality Knowledge management Monitoring and Evaluation Project and Programme management Results-Based Management Risk Management

30.

2.5 Overall programme management and cross-cutting issues

Finding 16. The country office has effectively implemented a risk-based management approach for its projects, conducting regular spot checks on them, which are highly valued by government partners. Knowledge management for programmatic decision-making and improvement is not well developed; and there is insufficient evidence of an evaluation culture, reflected in the small number of evaluations, and the limited progress and follow-up in the implementation of the 2009 ADR recommendations.

Conversely, limited or no progress was made in four recommendations: supporting institutional capacity development with a long-term perspective of recovering UNDP’s strategic role; boosting UNDP’s policy advice and technical cooperation role, particularly in the social protection, inclusive sustainable development and democratic governance areas; improving the sustainability of results by properly considering exit strategies; and promoting the documentation of lessons learned from good practices and the use of SSC modalities. In this sense, the current oversight and follow-up mechanisms have been insufficient to ensure that evaluation recommendations are taken seriously, responded to, and acted on. 


Tag: Challenges Efficiency Government Cost-sharing Implementation Modality Knowledge management Monitoring and Evaluation Results-Based Management Risk Management Strategic Positioning Social Protection Technical Support SDG Integration

31.

2.5 Overall programme management and cross-cutting issues

Finding 17. The country office has made a long-standing commitment to gender equality. It has reinforced gender mainstreaming in its supported projects through advocacy and capacity development initiatives with government partners. Achievements in gender mainstreaming across the programmes has varied, with greater results in the areas of inclusive development and democratic governance and less so in environment. The use of indicators for intermediate and long-term gender equality and women’s empowerment results has been inconsistent.

The UNDP Argentina office has maintained its Gold  seal certification since 2012, reflecting its commitment to gender equality. A key success factor has been the dedicated gender unit, which reports directly to the Deputy Resident Representative and is composed of a full-time Gender Analyst and a Gender Associate. This unit leads the implementation of the country office gender workplans and provides technical support for gender mainstreaming across the programmatic areas. Seventy-five percent of the total UNDP staff are women and they represent two-thirds of all the National Officers of the country office. 


Tag: Effectiveness Efficiency Gender Equality Gender Mainstreaming Women's Empowerment Local Governance Reproductive Health

32.

2.5 Overall programme management and cross-cutting issues

Finding 17. The country office has made a long-standing commitment to gender equality. It has reinforced gender mainstreaming in its supported projects through advocacy and capacity development initiatives with government partners. Achievements in gender mainstreaming across the programmes has varied, with greater results in the areas of inclusive development and democratic governance and less so in environment. The use of indicators for intermediate and long-term gender equality and women’s empowerment results has been inconsistent.

Gender mainstreaming in the Food Policy Programme is of great importance given the high number of women that visit and manage the community kitchens. According to interviewed stakeholders, approximately 80 percent of the community kitchens are managed by women, although the persons who signed the management agreements to run the kitchens are mostly men. UNDP supported capacity development initiatives for  government staff on gender issues, including on women’s economic empowerment opportunities and their role in care policies; it also promoted the integration of care policies in the daily work of these community organizations to ensure women’s differential needs were addressed. 


Tag: Food Security Gender Equality Gender Mainstreaming Women's Empowerment Civic Engagement Local Governance Partnership

33.

2.5 Overall programme management and cross-cutting issues

Finding 17. The country office has made a long-standing commitment to gender equality. It has reinforced gender mainstreaming in its supported projects through advocacy and capacity development initiatives with government partners. Achievements in gender mainstreaming across the programmes has varied, with greater results in the areas of inclusive development and democratic governance and less so in environment. The use of indicators for intermediate and long-term gender equality and women’s empowerment results has been inconsistent.

The Human Rights and Citizen Participation portfolio stands out for its gender-responsive contributions, with the potential of becoming transformative. Programme interventions have been well-oriented to reducing gender-based violence and improving access to justice for women. Results were found in terms of developing gender-sensitive capacities at government level through trainings and improving access to services for women by establishing care centres for victims of gender-based violence. These initiatives could lead to transformative results if they go beyond providing attention to victims and focus on addressing the root causes of gender-based violence and on promoting behavioural change. The Spotlight Initiative, which began in 2018 with the aim of reducing violence against women and girls and most importantly, its extreme manifestation–femicide, will continue to support this workstream. UNDP was central in bringing together actors working on gender issues (government, civil society, private sector) and ensuring their participation and commitment to the initiative. After a broad participatory exchange and consultation process, two main lines of work were proposed: i) transform cultural patterns, attitudes and behaviours favourable to gender equality; and ii) promote the availability, quality and accessibility of services for prevention, care and repair. 


Tag: Effectiveness Gender Equality Gender Mainstreaming Gender-Based Violence Women's Empowerment Human rights Integration Service delivery Women and gilrs

34.

2.5 Overall programme management and cross-cutting issues

Finding 17. The country office has made a long-standing commitment to gender equality. It has reinforced gender mainstreaming in its supported projects through advocacy and capacity development initiatives with government partners. Achievements in gender mainstreaming across the programmes has varied, with greater results in the areas of inclusive development and democratic governance and less so in environment. The use of indicators for intermediate and long-term gender equality and women’s empowerment results has been inconsistent.

Most of the results achieved by the programme under Sustainable Environmental Management are categorized as contributing to gender equality in a limited way (GEN1), with a few projects listed as GEN2, (contributing significantly to gender equality outcomes). This is the only outcome with none of its project outputs marked as GEN3 and almost no expenditures in the GEN2 category ($0.6 million accounting for just 3 percent of the outcome expenditure). Although none of the projects were designed to have a major impact in terms of gender per se, gender issues have been incorporated in several projects, in particular the biodiversity-related initiatives. Gender training was included in the UNDP-GEF biodiversity project, USUBI, there have been gender training workshops in the UN-REDD project, and gender training was provided to the staff of the National Environment Secretary. It is also clear that gender issues are better reflected in projects with directives to mainstream gender in donor guidelines, such as GEF.


Tag: Disaster Risk Reduction Effectiveness Gender Equality Gender Mainstreaming Women's Empowerment Project and Programme management Results-Based Management Advocacy Institutional Strengthening National Institutions

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. 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.

 

Management Response Documents
1. Recommendation:

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.

Management Response: [Added: 2020/10/14] [Last Updated: 2021/01/31]

The Office considers that the technical contributions made are strategic in nature for the country, including both the contribution to design and implementation of programs and projects at the national and sub-national levels. Even so, to the extent that there is a national demand to deepen assistance in key areas, the Office will continue to contribute and also to act as a platform that brings together resources and local and global efforts to support the government with a comprehensive approach, which includes the economic, social and environmental dimensions, as well as innovation for the acceleration of the SDGs. In this sense, UNDP will have the opportunity to make its contribution to the socioeconomic reconstruction in the context of the COVID-19.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
1.2 Define a strategy -including Policy unit, LAB, global experiences, resource mobilization and establishment of alliances- to contribute to the identified areas.
[Added: 2020/12/23]
Programme areas, LAB, Policy unit and M&E 2021/12 Initiated
1.3 Define proposals to contribute to the socioeconomic reconstruction in the context of the COVID-19.
[Added: 2020/12/23]
Programme areas 2021/12 Initiated
1.1 In the framework of the new CPD formulation, analyze potential Government´s demands in new key areas that may require UNDP contribution.
[Added: 2020/12/23]
Programme areas and M&E 2020/12 Completed
2. Recommendation:

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.

Management Response: [Added: 2020/10/14] [Last Updated: 2021/01/31]

The Office has been supporting various initiatives in the northern region, both directly and together with the sub-national governments:

1. Fortalecimiento del Modelo de Gestión de Salud en la provincia de Santiago del Estero (#90371);

2. Programa de Robótica y Tecnología para Educar en la provincia de Salta (#121246);

3. Microempresas para mujeres jefas de hogar en la provincia de Salta (#112468);

4. Implementación de Sistemas de Control para la Producción Orgánica de Quinoa en Jujuy (#70262);

5. Aprovechamiento, transformación y comercialización de pieles con curtido ecológico en Yala, Jujuy (#113198);

6. Fortalecimiento de la Gestión Municipal y Generación de Proyectos de Infraestructura en la provincia de Corrientes (#61281);

7. Iniciativa Spotlight para eliminación del femicidio en las provincias de Salta y Jujuy (#117570).

Moreover, the CO supports indirectly through Projects executed with the national government that have an implementation in the provinces:

1. Plan Nacional para la Prevención y Reducción del Embarazo No Intencional en la Adolescencia (#107433);

2. Plan Nacional de Primera Infancia (#97461);

3. Gestión de la Política Alimentaria (#66602);

4. Diseño de Redes de Banda Ancha (#97344);

5. Acceso a Justicia (#99891);

6. Sistemas Productivos Locales (#66509);

7. Programa de Emprendedorismo (#96925);

8. Uso sostenible de la Biodiversidad (#85129);

9. Manejo Sustentable de Tierras en las Zonas Secas del Noroeste (#80382);

10. Manejo Forestal Sostenible en el Gran Chaco Americano (#59495);

11. Implementación de la Ley de Bosques (#69288);

12. Bosques Nativos y Comunidad (#90603).

The Office will continue to prioritize the northern region through the development of partnerships and resources mobilization, as in the current cycle.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
2.1 Include the development of initiatives in the northern region as a priority of the 2021-25 Programme cycle.
[Added: 2020/12/23]
Programme areas 2021/12 Initiated History
3. Recommendation:

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. 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.

Management Response: [Added: 2020/10/14] [Last Updated: 2021/01/31]

The Office has implemented the Evaluation Plan of the 2016-20 CPD in accordance with the Evaluation Guidelines in force until 2019. In this sense, 2 mid-term evaluations (Results 1 and 2) were carried out as planned, and the Projects´ evaluations required by donors. Since the new evaluation Guidelines came into force in 2019, the Office informed to the Government Coordinating Agency and main counterparts for its compliance in all new projects.

Regarding the results-based management (RBM) approach, the Office carried out during 2019 a Training Plan on the subject for UNDP staff, the Government Coordinating Agency and our counterparts, in order to strengthen their capacities on the RBM approach. About synergies, the UNDP Office makes efforts to guarantee the multidimensional perspective in all Projects and initiatives, through formal instances of exchange and collaboration between the thematic areas during project formulation and implementation stages.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
3.1 Define and implement the Evaluation Plan of the CPD 2021-25 according to the new evaluation Guidelines, including the evaluation of strategic Projects, and guaranteeing the effective implementation of the evaluation recommendations through Project Board meetings.
[Added: 2020/12/23]
Programme areas and M&E 2021/12 Initiated
3.2 Continue to carry out training on Results-based management to counterparts, and to follow up on the use of evidence provided by monitoring instruments in decision-making.
[Added: 2020/12/23]
Programme areas and M&E 2021/12 Initiated
3.3 Incorporate the multidimensional perspective in the formulation of the new CPD to enhance synergy and collaboration between UNDP program areas, and identify new opportunities for inter-cluster collaboration through workshops imparted by the LAB.
[Added: 2020/12/23]
Programme areas, LAB and M&E 2021/12 Initiated
4. Recommendation:

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.

 

Management Response: [Added: 2020/10/14] [Last Updated: 2021/01/31]

The Office has raised this issue as a priority during the execution of the CPD and has a Gender Unit conformed by a specialist and an associate dedicated exclusively to mainstreaming the gender equality approach in all projects, initiatives and activities carried out by the Office, both with the counterparts and those of direct implementation. Likewise, the programme officers have been trained to incorporate the gender approach from the beginning, in the project formulation stage. Recommendations are actively made to incorporate the gender approach, as well as training activities and specific technical assistances.

In this framework, the Office will continue to carry out actions to promote the sustainability of actions for the promotion of gender equality in all programme initiatives at the national and sub-national levels, so that the counterparts put into practice the agreed recommendations.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
4.1 Continue making recommendations and providing technical assistance to mainstream the gender equality approach in all projects and initiatives of the Program
[Added: 2020/12/23]
Gender unit and Programme areas 2021/12 Initiated
4.2 Require a specific allocation of resources for the promotion of gender equality in projects and initiatives.
[Added: 2020/12/23]
Gender unit and Programme areas 2021/12 Initiated
4.3 Follow up on the effective implementation of commitments and on the allocation of specific resources for the promotion of gender equality.
[Added: 2020/12/23]
Gender unit and Programme areas 2021/12 Initiated

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