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Evaluation of UNDP Support to Conflict-Affected Countries
Commissioning Unit: Independent Evaluation Office
Evaluation Plan: 2018-2021
Evaluation Type: Thematic
Completion Date: 01/2021
Unit Responsible for providing Management Response: Crisis Bureau
Documents Related to overall Management Response:  
1. Recommendation:

UNDP needs a well-focused corporate policy that responds to the SecretaryGeneral’s call for a coordinated and integrated approach to sustainable peace. UNDP should demonstrate global leadership in facilitating and promoting the HDPN agenda.

UNDP should prioritize its support and engagement in the United Nations peace reform agenda. Within UNCTs, UNDP should support joint analysis, planning and programming towards collective nexus outcomes in select sectors.

Given the favourable global policy environment, with the United Nations impetus for sustainable peace and NWoW for programme collaboration and the nexus approach, UNDP should identify areas where country offices will consistently contribute to HDPN policy and advocacy. At the country level, enable programming instruments for linking humanitarian, development and peace responses, that are anchored in development frameworks.

To unpack the complexity of HDPN programming, identify sectors where programme models can be developed to demonstrate development and peace outcomes to inform policy. Prioritize HDPN solutions at the local level in efforts to strengthen services and livelihoods. For policy lessons in nexus, programming to strengthen pathways to peace and address drivers of conflict, implement well-tested signature programme models in a select area in all conflict-affected countries.

Management Response: [Added: 2020/12/21] [Last Updated: 2021/03/15]

UNDP accepts the recommendation and is developing a crisis and fragility framework which will align crisis prevention and response strategies with the 2030 Agenda and the United Nations Sustaining Peace Agenda, and guide the strategies, programmes and operations for UNDP work in crisis/fragile contexts.

UNDP will enhance its learning to deliver on the humanitarian-development-peace nexus in practice and channel this into upgraded nexus approaches, spanning both its programmatic role in terms of development effectiveness and delivering results, and its integrator role, globally and in country.

UNDP will leverage existing global joint programming engagements with the United Nations Secretariat, including the Joint UNDP-DPPA Programme on Building National Capacities for Conflict Prevention and its extended capacity provided by peace and development advisers, the Global Focal Point on the Rule of Law and the United Nations Transitions Project, among others, to support the resident coordinator system to ensure cross-pillar coherence and promote joint analysis, planning and programming towards collective nexus outcomes.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
1.1 Develop crisis and fragility framework
[Added: 2021/03/15] [Last Updated: 2022/03/31]
Crisis Bureau/Crisis and Fragility Policy and Engagement Team (CFPET) 2022/03 Completed Framework evolved into CB’s new Crisis Offer History
1.2 Systematize corporate learning and good practices on the humanitarian-development-peace nexus; translate into practical policy and programme solutions for country-level application, and into strengthened global policy advocacy and leadership through relevant forums
[Added: 2021/03/15] [Last Updated: 2022/01/10]
Crisis Bureau/CFPET 2022/01 Completed Multi-stakeholder Nexus Academy piloted and ready for launch in Jan 2022. Global leadership of nexus forums – JSC, IASC Results Group 4, DAC-UN group. History
2. Recommendation:

Prioritize support to conflict prevention at global and country levels. UNDP should develop its prevention offer with a focus on facilitating long-term structural change and a generational transformation agenda in conflict-affected countries. Identify areas where there will be a sustained long-term focus. As part of the prevention offer, address the interlinked dimensions of climate and conflict.

The core added value of UNDP is its ability to work long-term with government institutions and communities to build effective and accountable governance and peace ecosystems. In line with the Secretary General’s priorities, conflict prevention should become a central theme of country programmes in fragile contexts. Rather than automatically qualifying all institutional strengthening and economic growth as prevention interventions, UNDP should identify and pursue key accelerators of prevention. Focus on the drivers of conflict and related fragility to address risks early on, before they escalate to crisis. Anchor UNDP support at the local level to enable bottom-up change processes.

As UNDP develops its corporate strategy for support to fragile and conflict-affected countries, build on the organization’s comparative strengths in multiple programme areas for system-wide engagement on key areas of conflict prevention and response.

The evaluation recommends three areas for prioritizing prevention support. First, PVE should be more explicitly brought within the conflict prevention fold, to ensure that this subset of conflict prevention is not ad hoc and disconnected. In a sustained manner, prioritize youth development as part of PVE. Collaborate and invest in integrated, multi-sectoral approaches to youth empowerment and to ensure that PVE National Action Plans and other national policy frameworks to build peace are both youthinclusive and youth-focused. Second, given the extensive environment and crisis programme portfolios of UNDP, address interlinked dimensions of risk from multiple crises that exacerbate conflict. Identify UNDP programmes where the integration of a prevention dimension can add value. Lastly, consistently support local risk and tension monitoring /early warning systems as a signature offer of UNDP, separately or as part of ongoing data collection mechanisms. Collaborate with the United Nations and other agencies for collective efforts in data collection and the interpretation of risk.

Management Response: [Added: 2020/12/21] [Last Updated: 2021/03/15]

UNDP accepts the recommendation and is developing a new prevention offer that covers multiple time frames: short-term, focusing on early warning and early preventive action; medium-term, focusing on building infrastructure for peace and capacities for dialogue, mediation and consensus-building; and long-term, addressing underlying and root developmental causes of conflict, including climate change, which require prioritization in UNDP country programmes. The offer will factor in risk-informed development and integrated approaches in complex crisis environments. Aligned to this, UNDP will develop a new methodology to assess its prevention impact.

As part of this prevention offer and strengthening links between early warning and early action, the work of UNDP on monitoring crisis risks will build on the organization’s data strategy and related efforts to strengthen data collection, data literacy and data/evidence-based analysis and programming for scaled-up prevention work. It will feed into internal decision-making support mechanisms for regular horizon scanning to inform early prevention action, both within UNDP and at an inter-agency level through relevant forums (e.g., Inter-Agency Standing Committee and United Nations prevention architecture).

UNDP will further strengthen the links between its new prevention offer and prevention of violent extremism and the inclusion and engagement of youth in line with Security Council resolution 2250 (2015) on youth, peace and security across the five pillars.   

Key Actions:

Key Action Responsible DueDate Status Comments Documents
2.1 Prevention offer finalized and rolled out in 30 countries, including development of impact measurement methodology on prevention and peacebuilding
[Added: 2021/03/15] [Last Updated: 2021/11/17]
Crisis Bureau/ Conflict Prevention, Peacebuilding and Responsive Institutions (CPPRI) 2023/06 Initiated Offer reviewed, designed and in position for roll-out with the start of the SP January 2022. Country-identification to be coordinated with CB and RB prevention priorities. History
2.2 Institutionalize horizon-scanning mechanism to regularly analyse emerging risks for internal decision-making processes, resource allocation and inter-agency mechanisms; analysis based on roll-out of the crisis risk dashboard tool in at least 30 of the 57 fragile States to support data-driven contextual analysis and development of related guidance
[Added: 2021/03/15] [Last Updated: 2022/01/10]
Crisis Bureau/CFPET, CPPRI 2021/12 Completed Horizon scanning exercise carried out with RBx. Crisis Risk Dashboards are active at the global regional and country-level (23 active and 23 more under development). These efforts and related initiatives will be consolidated under the upcoming Risk Anticipation Hub in 2022. History
2.3 Review of UNDP youth and prevention of violent extremism portfolios, building on stocktaking review, to ensure and promote enhanced coherence and alignment
[Added: 2021/03/15] [Last Updated: 2021/11/17]
Crisis Bureau/CPPRI, Bureau for Policy and Programme Support (BPPS) Governance 2021/12 Completed PVE stocktaking already concluded, new innovative programming areas identified for PVE (including Behavioural Insights, MHPSS, Artificial Intelligence, participatory M&E, among others) History
3. Recommendation:

UNDP management should ensure organization-wide policy coherence to address inconsistent conceptual and programmatic responses across regions. Address constraints that are limiting the substantive and long-term engagement of UNDP in core areas of support.

UNDP should ensure that there is policy coherence across its programme countries, putting corporate strategies and tools into practice. Predominantly generalist support can reduce the potential role of UNDP in post-conflict countries. Consistently prioritize long-term engagement in select areas with technical depth. Prioritize comprehensive global programmes on select themes to provide well-tested signature solutions to country offices, for conceptual coherence, and to facilitate UNDP engagement in global policy and advocacy on integrated responses to peace and development.

The regional bureaux and Crisis Bureau should enhance their coordination for conceptual and programmatic coherence. Take measures to ensure corporate strategies and guidance are used by country offices to stay ahead of the curve in responding to crises.

Management Response: [Added: 2020/12/21] [Last Updated: 2021/03/15]

UNDP accepts the recommendation noting it has designed the Global Policy Network (GPN) to bring together all UNDP bureaux to ensure coherence across its policy and programmatic approaches, and that globally distributed capacity and expertise are fully leveraged to achieve organizational objectives.

UNDP is preparing its crisis and fragility framework, which will guide its  programmes and support to crisis-affected and fragile contexts, including: UNDP focus areas (identifying major risks and opportunities for transformative change in fragile contexts); UNDP actions (linking to its technical offers in areas such as prevention, peacebuilding, governance, rule of law and human rights, disaster risk reduction, human mobility and recovery); and ways of working (to ensure that UNDP is fit for purpose in complex and difficult operating environments). The framework will be accompanied by a new generation of global programmes on priority themes to provide tested and coherent signature solutions to country offices.

At the same time, UNDP is ensuring that it is “fit for fragility”, demonstrating sufficient agility and adaptability to operate in crisis and fragile environments. Revised and upgraded policies, procedures and capacities include: (a) Surge rosters and academy, which enable the right people with the right skills to be in the right place at the right time; (b) ensuring that TRAC3 funding is effectively invested in prevention, early recovery, nexus partnerships and protracted situations; (c) SOPs for crises enable UNDP to use the most agile institutional mechanisms and procedures to respond in a fully coordinated way across its country offices  and bureaux; (d) the Surge Delivery Lab supports  country offices in crisis situations with additional capacity, analytics and agile solutions in critical areas of delivery and operations; and (e) the Surge digital assessments facilitate  country offices  to quickly conduct damage, impact and other assessments, collecting critical primary data and translating it into actionable information to support decision-making by managers and partners.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
3.3 Revised SOPs and upgraded Surge deployment, delivery support and assessment mechanisms
[Added: 2021/03/15] [Last Updated: 2022/03/31]
Crisis Bureau/Country Support Management Team , Bureau of Management 2022/07 Overdue-Initiated Draft SOPs are under deliberation between CB management and RBx and Hubs. SURGE Academy is fully established and running 3 more SURGE Advisor trainings in 2022. # of deployments increasing significantly with major investments into Afghanistan and Ukraine crises. History
3.1 Launch of crisis and fragility framework
[Added: 2021/03/15] [Last Updated: 2022/03/31]
Crisis Bureau/CFPET 2022/03 Completed Framework evolved into CB’s new Crisis Offer History
3.2 Launch next-generation crisis-related global programmes on priority themes, including prevention, rule of law, recovery and risk reduction
[Added: 2021/03/15] [Last Updated: 2022/03/31]
Crisis Bureau 2022/03 Completed Global Project on DRR and Recovery developed and approved in October 2020. Currently in full implementation with activities related to Risk Governance, Risk Analysis, Early Warning and Preparedness and Sustainable Recovery CPPRI Global Programme in place, to be extended beyond June 2022. Implementation underway. The Global Programme for Strengthening the Rule of Law, Human Rights, Justice and Security for Sustainable Peace and Development, Phase IV is finalized and operational. External launch event will be held in June to coincide with the GP annual meeting. History
4. Recommendation:

UNDP should emphasize medium- to long-term livelihood and employment support. It should take measures to put holistic employment and livelihood options into practice for wider use and replication in conflict and post-conflict contexts.

In conflict-affected countries, UNDP should seek opportunities for more substantive programmatic engagement on poverty reduction, developing more realistic medium- to long-term frameworks for livelihoods and employment. UNDP should emphasize employment and livelihood approaches that seek to address the structural underpinnings of poverty and fragility. Programme areas which enable structural transformation in income generation and employment, such as inclusive business and markets, need consistent engagement. Specific attention should be paid to the peace dividend as a way to address challenges for sustainable businesses and livelihoods. Likewise, ensure conflict-sensitivity in the design and implementation of livelihoods programmes.

Prioritize SDG-related analysis and planning support in conflict-affected countries, to keep the focus on sustainable development and peace. Consider strengthening the economist programme for more consistent support to policy analysis and planning.

Management Response: [Added: 2020/12/21] [Last Updated: 2021/03/15]

UNDP accepts the recommendation and will develop improved context and systems analysis to identify new options for sustainability of livelihoods and economic recovery in conflict and post-conflict settings to reduce economic instability, poverty and conflicts over time in fragile contexts. UNDP will identify common success elements from existing livelihoods and market-oriented initiatives and enhance support to country offices to strengthen integrated programming, better linking livelihoods/economic revitalization support, social cohesion, environmental management and governance, within the lenses of poverty reduction and the Sustainable Development Goals. These evidence-based frameworks will be incorporated in the revision of the UNDP guide on livelihoods and economic recovery in conflict and post-conflict settings.   

Key Actions:

Key Action Responsible DueDate Status Comments Documents
4.1 Develop upgraded and gender-sensitive framework for livelihoods and economic recovery in fragile settings
[Added: 2021/03/15] [Last Updated: 2022/01/07]
Crisis Bureau/Recovery Solutions and Human Mobility (RSHM) 2021/12 Completed Draft completed, under editorial review. History
4.2 Develop and roll out guidance on mainstreaming market and demand analysis in the design and implementation of livelihoods and employment support in conflict and post-conflict settings
[Added: 2021/03/15] [Last Updated: 2022/01/07]
Crisis Bureau/RSHM 2021/12 Completed Guidance Note completed. History
4.3 Targeted policy and programme support to country offices’ research and documentation of lessons learned and effective strategies to link short-term livelihoods programming to medium- and long-term poverty reduction outcomes, including access to finance and debt-coping strategies, adaptive social protection and other poverty alleviation approaches in fragile contexts
[Added: 2021/03/15] [Last Updated: 2022/01/10]
Crisis Bureau/RSHM 2021/12 Completed Engagement with UNDP Accelerator Labs for Private sector development solutions mapping and scale up (Sudan and Iraq) and Business adaptation tool tested in post COVID context. History
5. Recommendation:

UNDP should make long-term governance intervention central to its agenda of conflict prevention and peacebuilding. UNDP governance programmes should invest in new public administration models, with emphasis on planning and analysis, digital technologies and private sector engagement.

An excessive focus on short-term support can be counterproductive to the role UNDP can play in addressing governance challenges. To stay relevant in the governance area, UNDP needs to engage in reform-oriented core governance support at national and local government levels. Identify select areas of core governance function for consistent, long-term engagement across conflict-affected countries.

There will inevitably be pressure from partner governments and donors alike to support a short-term technical facilitation or fiduciary role, and this may be to the financial benefit of UNDP. Too much focus on short-term technical facilitation support runs the risk that UNDP is not seen as an agency with governance expertise that can facilitate reform and an institutional strengthening agenda.

Management Response: [Added: 2020/12/21] [Last Updated: 2021/03/15]

UNDP accepts the recommendation and will continue to support countries in developing accountable, responsive institutions at national and local levels focused on deepening social contracts, and support the creation of governance systems of the future, including through digitalization and social innovations, reflecting the shifting domain of governance work in fragile and non-fragile settings alike. Special focus will be given to understanding multi-level governance systems and continuing to examine how UNDP can strengthen the social contract in a comprehensive manner. UNDP has recognized the need for a more integrated governance offer that addresses the broader functioning of governance systems, including in managing complexity and multidimensional risk.

UNDP is undertaking broader reviews of its governance work, including its local governance offer, building on previous frameworks, lessons and evidence. UNDP has also embarked on a research agenda to continue to offer thought leadership as well as practical guidance in this area. Likewise, UNDP has started a process of elevating the work on prevention and peacebuilding including the role of governance institutions. UNDP continues its lead role in this area through partnerships across the United Nations system, including the peacebuilding architecture, the Global Focal Point for Rule of Law arrangement and MOUs incorporating governance priorities with UNHCR, UNICEF and UN-Habitat.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
5.1 Reimagined governance offer articulated along with the next strategic plan, including evidence-based directions for longer-term governance interventions to accelerate peacebuilding and prevention
[Added: 2021/03/15] [Last Updated: 2021/11/17]
GPN: BPPS/Governance, Crisis Bureau/CPPRI, Rule of Law, Security and Human Rights team (ROLSHR) 2022/12 Initiated Reimagining Governance and Peacebuilding in Africa consultation and report completed. Reimagining Governance for the global governance offer consultations and report completed (to be finalized and shared by Dec 2021). Joint offers on local governance under development. History
5.2 Renewed local governance offer to provide fresh evidence-based and innovative options for local-level action to deliver sustainable development to people, including those most at risk in current and future crises.
[Added: 2021/03/15] [Last Updated: 2022/03/31]
Crisis Bureau/CPPRI, BPPS/Governance 2022/07 Overdue-Initiated Local Governance offer will be launched as part of the updated service offers for the Global Policy Network. It will be completed and launched in the second quarter. The draft is being finalized following feedback from senior management. The final version will be presented to the advisory group in early May. History
5.3 With the DPPA Electoral Assistance Division, review funding mechanisms for electoral support to mitigate short-termism in this area.
[Added: 2021/03/15] [Last Updated: 2022/06/24]
BPPS/Governance 2023/07 Initiated Initial review of the funding mechanism was initiated with DPPA/EAD. Although the draft internal documents have been prepared, the strategy for the next steps including jointly presenting the key findings to donors have been put on hold by colleagues in EAD/DPPA. History
6. Recommendation:

The Sahel programme is considerably underfunded. UNDP should demonstrate the urgency and intensity of the response demanded by the situation in the Sahel and Horn of Africa, recognize the unique challenges faced by the Sahel and prioritise the regional programme to galvanise support. Prioritise partnerships for a coordinated and collective response.

Take measures to put NWoW into practice in the Sahel, forging partnerships with humanitarian and development agencies for a consolidated response. UNDP should pay specific attention to mobilizing resources for its programme in the Sahel, while at the same time taking concrete measures to enable financing. Consider developing a Sahel programme to address intersecting elements of security, climate and development challenges.

Management Response: [Added: 2020/12/21] [Last Updated: 2021/03/15]

UNDP accepts the recommendation, noting that the UNDP initiative on regenerating the Central Sahel is underpinned by three programmatic offers on governance, energy and youth empowerment, and will strengthen the coordination and delivery of the United Nations Integrated Strategy for the Sahel. Building on this offer, UNDP will continue to play a convening role with stakeholders, including donors, in mobilizing resources to address the multidimensional crises in the region. The Sahel offer is accompanied by a workplan for partner engagement, communications and resource mobilization.

Likewise, through the UNDP corporate Level 3 response in the Sahel, significant investments are underway to strengthen UNDP capacities in the region, in order to scale up delivery and impact. In late 2020, UNDP adopted a similar approach in the Horn of Africa, which will be further elaborated in 2021 and beyond.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
6.1 Finalization and implementation of partner engagement, communications and resource mobilization plan for the Sahel offer, including high-level strategic dialogues, Member State and inter-agency briefings
[Added: 2021/03/15] [Last Updated: 2022/01/07]
Regional Bureau for Africa (RBA), Bureau for External Relations and Advocacy (BERA), Crisis Bureau 2021/12 Completed The partner engagement, communication and resource mobilization plan for the Sahel Offer has been finalized and is being implemented. A high level strategic dialogue formally launching the Sahel Offer was held on 9 December 2021 at both global and national levels. Targeted member states and inter-agency briefings were conducted throughout the year in 2021 with partners at all levels – global, regional and country, including with Germany, EU, Denmark, Netherlands, Japan, USA, Canada, Korea, Ireland, Sweden, Norway, UK, France, UAE, Finland, Luxembourg, AfdB, World Bank and with Sahel governments as well. Briefings were also conducted with UN agencies, with UNDP leading programme strategies on energy, governance and youth within the UN Integrated Strategy framework under the auspices of the Special Coordinator for the Sahel. Implementation of the Sahel Offer is ongoing and resource mobilization efforts have begun to yield results with increased visibility and thought leadership on UNDP’s approach in conflict settings planned to be conducted in the preceding year 2022. History
6.2 Development and deepening of regional approach to the Horn of Africa
[Added: 2021/03/15] [Last Updated: 2022/01/10]
RBA, Regional Bureau for Arab States, Crisis Bureau 2021/12 Completed UNDP undertook a regional analysis for the Horn of Africa with a focus on the development context, current development response, opportunities and challenges for the future, and recommended UNDP areas of priority within the context of the UN Strategy for the HoA. UNDP is working closely with other UN agencies within the framework of the UN Strategy for the HoA; In addition, to amplify these policy and programme interventions, UNDP has established a Resident Representative Forum for the Horn of Africa. The Forum had its inaugural meeting /workshop in October 2021, and agreed on key areas of cooperation and focus: UNDP in the Horn of Africa have agreed to prototype inter-country/cross-border collaboration in one or more of the following high priority areas over the next 12-18 months: Structural transitions (political, energy and digital). Given current and prospective conditions in the Horn of Africa, initial emphasis may be placed on political transitions (including their governance and economic aspects). Cross-border programming in IGAD Cluster One - Karamoja (South Sudan, Ethiopia, Kenya and Uganda); Cluster Two - Borena (Kenya and Ethiopia); Cluster Three Mandera (Ethiopia, Kenya, Somalia); and/or Cluster Four - Dikhil -Ethiopia-Djibouti and Somalia. Programming on human mobility and durable/development solutions in Clusters Five (Ethiopia-South Sudan), Six (Ethiopia-Sudan) and Seven (Ethiopia-Eritrea) are also possibilities. Trade and finance, building on the IGAD Ministers of Finance Platform, with a focus on regional integration through AfCFTA. History
7. Recommendation:

Stabilization programmes need further consolidation. Merely focusing on infrastructure rehabilitation and building will not produce the desired outcomes unless combined with capacity development of local institutions and peace initiatives. Building on lessons from ongoing stabilization programmes, anchor future programmes within a peace and development framework.

UNDP support to stabilization demonstrates the importance and unique value-proposition of its work in conflict and post-conflict countries. UNDP should ensure that its stabilization approaches are linked to institutional strengthening, peacebuilding and other early recovery interventions. Provide a stabilization programme framework for country offices, with mandatory principles of linkages with peace and development efforts.

Management Response: [Added: 2020/12/21] [Last Updated: 2021/03/15]

UNDP accepts the recommendation, acknowledging that stabilization programmes are by necessity context-specific, while informed by good practices from other countries and learning at global level. UNDP will continue to engage in dedicated learning and knowledge development based on its extensive stabilization engagements on the ground, including on links between stabilization and peacebuilding approaches, and strengthening the capacities of UNDP country offices to support these processes within a longer-term peacebuilding and development lens.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
7.1 Prepare UNDP guidance and principles on stabilization, based on learning and evidence review, focused on anchoring programmes within a peace and development framework
[Added: 2021/03/15] [Last Updated: 2022/06/24]
Crisis Bureau 2022/09 Overdue-Initiated Final draft of the Stabilization Policy Brief is with management for signoff and then going to RBx for endorsement. Once endorsed, the advanced draft of the Guidance Note on Stabilization will follow. History
7.2 Undertake research on stabilization in areas such as links to security sector reform and service delivery in areas of limited state presence
[Added: 2021/03/15] [Last Updated: 2022/06/24]
Crisis Bureau/ROLSHR/CPPRI 2022/09 Overdue-Initiated This is included in the above initiative and is underway. History
8. Recommendation:

UNDP should further improve collaboration with United Nations agencies, the World Bank and bilateral donors for contributions to long-term outcomes in conflict-affected countries.

UNDP has embarked on a strong partnership with humanitarian and peace agencies and with the World Bank. Systematize and clarify expectations for more efficient collaboration to further HDPN at global and country levels. The delinking of the Resident Coordinator function from UNDP has consequences for UNDP programmes in mission countries. UNDP should strengthen partnerships with DPPA and DPO for engagement in the areas of rule of law, the security sector and elections. Instead of one-off project-based partnerships, identify areas of synergy for regular collaboration with FAO and ILO to strengthen value chain and employment interventions.

Leverage the UNDP comparative advantage in conflict-affected countries to strengthen partnerships with the World Bank and develop global thematic initiatives in key areas of prevention and response, to further the HDPN agenda. Consolidate programmatic and advocacy partnerships for a comprehensive Sahel response.

Management Response: [Added: 2020/12/21] [Last Updated: 2021/03/15]

UNDP accepts the recommendation noting that partnerships for delivering on humanitarian-development-peace nexus commitments with the International Organization for Migration, the United Nations Population Fund, UNICEF and the World Food Programme have been strengthened and are showing potential for synergies and complementarities, with shared advocacy work, tools and field support packages. Other partnerships will also be reviewed for synergies in pursuit of shared humanitarian, development and peace objectives.

The flagship joint UNDP-DPPA Programme on Building National Capacities for Conflict Prevention deploys peace and development advisors in 60 countries to provide the resident coordinator with cross-pillar coordination and coherence through provision of analytics and planned responses. Included in this engagement is a strong collaboration with IFIs in different settings, including through joint analysis/assessments and dialogue with governments and national counterparts, particularly in fragile and conflict settings.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
8.1 Undertake review of partnerships in crisis/fragile contexts, to ensure partnerships are sufficient and fit for purpose following the delinking of the resident coordinator system from UNDP; identify gaps and opportunities
[Added: 2021/03/15] [Last Updated: 2022/03/31]
Crisis Bureau/CFPET, BERA, regional bureaux 2022/12 Initiated Completion date for this key action will need to be extended in order to allow for consultations with BERA and the RBx following the launch of CB’s new Crisis Offer and BMS-led OUMA review. History
8.2 Ensure continued engagement with United Nations system-wide review of integration and implement its recommendations in order to strengthen collaboration with the United Nations peace and security pillar
[Added: 2021/03/15] [Last Updated: 2022/01/10]
Crisis Bureau/CFPET, BERA 2021/12 Completed Review completed in February and recommendations are being implemented through the integration working group. UNDP is an active member and has established and inter-bureau working group to ensure UNDP-wide engagement. History
8.3 Build on existing partnerships with IFIs (including tripartite partnership with the World Bank and European Union on post-crisis recovery efforts), to identify thematic initiatives in key areas of prevention and response, leveraging the UNDP comparative advantage
[Added: 2021/03/15] [Last Updated: 2022/01/10]
Crisis Bureau/CFPET, BERA 2021/12 Completed Underway in the context of new UNDP positioning under the Fragility Framework and new Strategic Plan, with particular focus on IFIs/MDBs who have recently issued new fragility strategies. In response to the pandemic developed a joint guidance for assessing impacts of COVID-19 and conducted joint assessments in 10 countries History
9. Recommendation:

UNDP should make private sector engagement integral to its economic revitalization, inclusive growth and service delivery support. UNDP should accelerate the pace and scale of its engagement, with context-specific tools and interventions.

The recently adopted corporate private sector strategy is important for the momentum of private sector development and engagement in conflict-affected countries. While UNDP recognizes the significance of private sector engagement in crisis contexts, and has developed tools to enable it, further efforts and resource investments are needed to systematically pursue this. UNDP should ensure a long-term commitment to private-sector-related support, and this should be integral to country programmes.

Conflict contexts are diverse, and UNDP should have a more customized approach to private sector engagement to address structural constraints in harnessing market opportunities. Innovative private sector finance tools should be developed and promoted. UNDP should strengthen partnerships to address private sector development policy bottlenecks, and catalyze and de-risk private sector investments in conflict contexts. UNDP should select sectors for consistent private sector development.

Management Response: [Added: 2020/12/21] [Last Updated: 2021/03/15]

UNDP accepts the recommendation and agrees on the need to further prioritize private sector engagement, investment and development as integral to economic revitalization, inclusive growth and service delivery, aligned to its private sector strategy and livelihoods and economic recovery policy and programmatic offer, and with a focus on inclusive business and market development approaches. In fragile and conflict-affected contexts, UNDP will strengthen partnerships with United Nations entities and IFIs to design finance strategies and programmes that are conflict-sensitive, complement ongoing peacebuilding efforts, focus on gender-transformative interventions and are inclusive of youth, women and other marginalized populations.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
9.1 Establish corporate practice area and offer on private sector development and engagement in fragile and conflict-affected countries to support regional bureaux and country offices in their private sector engagement, including tools and guidance on inclusive market development, financing and risk management
[Added: 2021/03/15] [Last Updated: 2022/01/07]
Crisis Bureau/RSHM, BPPS/Istanbul International Centre for Private Sector in Development 2021/12 Completed Final draft for Private sector development in crisis and post crisis settings framework completed, under editorial review. History
10. Recommendation:

UNDP should prioritize support to GEWE for enabling gender-inclusive prevention, response and peace solutions.

Notwithstanding the initiatives of specialized agencies, UNDP should take concerted efforts to address the drivers of gender inequality. Improve the effectiveness of gender-responsive and gender-transformative interventions based on a well-grounded programme approach. To this effect, the indicators developed by the United Nations Technical Working Group on Global Indicators for UNSCR 1325, currently being revised, are a suitable framework.

Beyond the mainstreaming approach, UNDP should develop sectoral strategies for enhancing women’s productive capacities and livelihoods. UNDP should increase its capacity of gender expertise, which is on a decreasing trend. Likewise, the Crisis Bureau should build its capacity to support GEWE in conflict-affected countries, in coordination with the regional bureaux. Addressing GEWE in conflict contexts requires dedicated resources. Take measures to mobilize resources for GEWE-related programming in crisis contexts, given the opportunities the range of UNDP programme engagement provides. Take measures to address issues of coherence in the comparative advantages between UNDP and UN Women at the country level.

Management Response: [Added: 2020/12/21] [Last Updated: 2021/03/15]

UNDP accepts the recommendation and will launch a gender and crisis Engagement Facility in 2021, informed by the relevant findings and recommendations from the evaluation, to serve as a one-stop-shop to consolidate, coordinate, communicate and bring coherence to UNDP support to gender equality and women’s empowerment in fragile and crisis-affected countries.

UNDP will prioritize gender considerations in crisis contexts by ensuring: increased deployment of gender-related technical and programmatic capacities on the ground in crisis-affected countries; allocation of the 15 per cent target of TRAC3 for gender-dedicated programme activities; and developing a specific Gender Seal certification track for county offices in crisis settings. UNDP will specifically develop its programmatic offer and sectoral strategies to enhance women’s productive capacities and livelihoods in crisis contexts.

UNDP will continue to deliver its partnership with the United Nations Entity for Gender Equality and the Empowerment of Women (UN-Women), implementing the crisis section of the 2018 MOU between UNDP and UN-Women, and through new gender-responsive conflict analysis initiatives to contribute to country-level planning processes and identify priorities for joint programming in crisis/fragile contexts.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
10.1 Creation of gender and crisis engagement facility
[Added: 2021/03/15] [Last Updated: 2022/06/17]
Crisis Bureau/CFPET, BPPS/Gender team 2021/03 Completed Brief update as of June 2022: The Gender & Crisis Facility was launched in March 2021 and finalized its recruitment by June 2021. By October 2021 the Facility secured funding from the Republic of Korea to develop a transformational integrated women economic empowerment and gender-based violence prevention programme, selecting Sudan and South Sudan and providing initial technical support. The Facility supported UNDP’s early crisis response in Haiti, Libya and Afghanistan by providing technical guidance to the COs on programme design and supporting the inclusion of gender experts in the SURGE Missions. The Facility actively shaped the system-wide WPS agenda by becoming a Catalytic Member and Signatory of the new Compact on Women, Peace and Security and Humanitarian Action, leading sub-groups on Women’s Economic Security, Women’s Leadership and Agency and Peace, Security and Humanitarian Sectors; and became a key contributor to the development of the revised WPS 1325 system-wide indicator framework. The Facility also continued to facilitate the UNDP WPS Coordination Group, which grew to almost 140 practitioners in 2021 from across the GPN, engaging HQ, regional and country office colleagues. History
10.2 In coordination with regional bureaux, launch Gender Seal track for crisis countries
[Added: 2021/03/15] [Last Updated: 2022/01/07]
BPPS/Gender, Crisis Bureau/CFPET 2021/12 Completed The Gender Seal track for crisis countries was launched in July 2021. 14 Country. Offices have voluntarily applied and been selected to join the Gender Seal specialized track for crisis settings. These 14 offices have undergone a Gender Seal baseline assessment to self-evaluate their performance on gender equality standards. A joint workplan is being developed to support the offices to identify and address gender gaps, build capacities, enhance transformational work, and showcase interventions for gender equality. Recruitment has been finalized for a Gender Specialist/Gender Equality Seal Programme Coordinator for Crisis Countries to be based in the Amman Regional Hub with a start date of 17 January 2022. Here is the list of countries in case you need it: Burundi , RBA Eritrea RBA Ethiopia RBA Mali RBA South Sudan RBA Afghanistan RBAP Iraq RBAS Lebanon RBAS Libya RBAS Palestine RBAS Somalia RBAS Syria RBAS Yemen RBAS Haiti RBLAC History
10.3 Development of a sectoral strategy on economic recovery with transformative gender equality outcomes
[Added: 2021/03/15] [Last Updated: 2022/01/07]
BPPS/Gender /Inclusive Growth, Crisis Bureau/CFPET 2021/12 Completed The Economic Recovery and Livelihoods Team, Gender and Crisis Facility and the Gender Team are collaborating on the development of a practitioners guide on gender transformative WEE in crisis contexts. Completed document pending editing review. History

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