FIGURE 12. UNDP Partnership Survey historical data 2015-20 PS 2015
A.1 - Valued partner
PS 2017
PS 2020
100
C.4 - Contribution disaster risk reduction
80
A.2 - Favourable image
60 40
C.3 - Contribution poverty eradication
20
A.3 - Aligned to national priorities
0
C.2 - Contribution democratic governance
C.1 - Contribution gender equality & women empowerment
B.1 - Accountability/transparency
B.2 - Innovativeness
Source: UNDP. Figure elaborated by IEO
Finding 18. Partnerships: UNDP played an effective role in forming multisectoral partnerships, enabling it to address relevant issues with a more holistic perspective. UNDP Ecuador demonstrated strategic vision when it recognized the critical role of partnerships to pursue sustainable development and remain relevant in a challenging upper middle-income country context. The dynamics of country income classification for the allocation of international resources have been shown to limit the UNDP ability to respond to the complex challenges of middle-income countries.197 In this sense, UNDP Ecuador did well to develop partnerships and design comprehensive projects with capacity for multisectoral impact, thus broadening possible sources of funding, but as Figure 12 shows, it needs to strengthen its perceived value as a partner. At national level, the strategic alliances with MAAE and MAG as implementing partners for the PROAmazonia programme are a good example. The joint outreach of both institutions achieved a comprehensive scope in terms of policy, sustainable production, sustainable forest management, conservation, restoration and financing. Moreover, under a NIM-supported model requested by the partners, confidence in the UNDP role is reflected in the consecutive projects funded by GEF and GCF. However, this implementation modality creates a significant volume of transactions and workload and, despite the reluctance of authorities, UNDP is in a position to foster the use of full national implementation modalities. The trust of the Technical Planning Secretariat and the National Secretariat of Risk Management was also crucial to coordinate the work of a large spectrum of government institutions.198 The technical capacities and experience of the United Nations country team and the World Bank were used to develop the PDNA. 197 198
UNDP IEO (2020), Evaluation of UNDP development cooperation in middle-income countries. See PDNA Report for the full list of actors: https://www.planificacion.gob.ec/wp-content/uploads/downloads/2020/12/Eval-SocEcon-10-Dic-ok.pdf.
Chapter 2. findings
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