show that UNDP Botswana is perceived to be less innovative now (30 percent in 2017) than before (50 percent in 2012). Innovation is evident at design stage and delivery in some projects (for example engagement with the private sector in the SDP 96 and Biodigester projects). The country office also supported the Ministry of Youth to conduct virtual dialogues that were simultaneously broadcast to several different locations in the country. Despite this positive feature of the portfolio, only 50 percent of project documents addressed scale-up or replication approaches for innovative projects, and many through a generic paragraph on replication and upscaling with an unclear strategy after the pilot phase. Those projects don’t identify and quantify the financial requirements for scaling, the potential bottlenecks or supportive ecosystem needs for replication, or the data requirements for decision-making on replication. For some projects, replication and scale-up were integrated as part of the results framework.97 As a result, there are few examples where the Government adopts, and replicates interventions introduced as an innovation with UNDP technical and financial support.98 South-South and Triangular Cooperation is often highlighted as a key UNDP value proposition, used to generate new ideas and improve existing methodologies and tools. While UNDP supported the development of a SSTC Strategy with the Government, and has applied SSTC features in some interventions, 99 there is still space to systematize this approach and document learning for replication and scale-up of results.
4. Recommendations and Management Response Recommendation 1 [Linked to findings 1-8] - For the next programme cycle, UNDP should reinforce its strategic focus on overcoming barriers; on capacity development for policy implementation; and on data for planning and monitoring. Innovation and leveraging UNDP knowledge and expertise should be at the centre of its value proposition. UNDP should also conduct specific analysis in key areas of intervention to strengthen its targeted response, such as relaunching the cancelled evaluation on UNDP contribution to data for planning, monitoring and evaluation. It should ensure an integrated programme approach and mainstream gender and human rights in all of its focus areas. Management response: Partially accepted – the country office will continue to provide technical support on unbundling implementation bottlenecks as faced by its implementing partners. Each UNDP Programme Manager has been trained to discuss the WHAT and HOW of programme implementing and this approach will continue as a tool to unbundle issues around capacity for implementation in government. On data for planning and monitoring, UNDP has agreed a collective approach with other United Nations agencies to support the National Statistical System through a Joint Programme. The country office will continue advocating for the inclusion and application of innovation in all projects. The relaunch of the cancelled evaluation on the UNDP contribution to data for planning, monitoring and evaluation will be done in agreement with the national partners and their priorities, and also based on adherence to the evaluability criteria. UNDP has launched two specific studies around inequalities to understand more the causes, as this has not been documented in 96
Consultants act as hubs between small suppliers and big buyers and set up supply arrangements that boost business revenues and create jobs. 97 Support to the Cubango-Okavango River Basin Strategy, Promoting Production and Utilization of Biomethane 98 E.g. lessons learned from charcoal production using bush encroachment from Ngamiland applied in Kgalagadi and Ghanzi or SLM projects, as well as climate smart agriculture (from the Bio-chobe project) replicated in the SLM Makgadikgadi project and the GEF Small Grants Programme and now rolled out nationally. 99 E.g. SDP with UNDP Pakistan and Ngamiland SLM with Nam-Barbeque (Namibia), Conservation International (South Africa)
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