Outcome evaluation: Governance Programme in Suriname

Report Cover Image
Evaluation Plan:
2012-2016, Suriname
Evaluation Type:
Outcome
Planned End Date:
01/2013
Completion Date:
05/2013
Status:
Completed
Management Response:
Yes
Evaluation Budget(US $):
30,000

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Title Outcome evaluation: Governance Programme in Suriname
Atlas Project Number:
Evaluation Plan: 2012-2016, Suriname
Evaluation Type: Outcome
Status: Completed
Completion Date: 05/2013
Planned End Date: 01/2013
Management Response: Yes
Focus Area:
  • 1. Democratic Governance
  • 2. Cross-cutting Development Issue
Corporate Outcome and Output (UNDP Strategic Plan 2018-2021)
  • 1. Electoral laws, processes and institutions strengthen inclusive participation and professional electoral administration
  • 2. Legislatures, regional elected bodies, and local assemblies have strengthened institutional capacity, enabling them to represent their constituents more effectively
  • 3. Effective, responsive, accessible and fair justice systems promote the rule of law, including both formal and informal processes, with due consideration on the rights of the poor, women and vulnerable groups
  • 4. Strengthened capacities of national human rights institutions
  • 5. Strengthened national-, regional- and local-level capacity to implement anti-corruption initiatives
  • 6. UNDP programmes/projects integrate capacity development
Evaluation Budget(US $): 30,000
Source of Funding: UNDP & Gov. C/S
Joint Programme: No
Joint Evaluation: No
Evaluation Team members:
Name Title Nationality
Claudia Pineda Ms. NICARAGUA
GEF Evaluation: No
Key Stakeholders: Ministry of Foreign Affairs, Ministry of Finance, Ministry of Justice and Police and Ministry of Home Affairs
Countries: SURINAME
Comments: Field mission of Evaluation Expert completed and presentation held on preliminary findings.
Lessons
Findings
Recommendations
1 For guaranteeing the sustainability of the political will it is important to establish political dialogue with the government coalition, but also maintaining communication with the opposing coalitions in order to measure the level of consensus that would be achieved by any initiative that wants to be set forth.
2 For the political dialogue with the government, UNDP needs to establish with clarity which are its work principles so that no mistrust exists with regards to the defense of principles such as transparency, participation, rights of vulnerable groups, etc.
3 To advocate for stakeholders to be included in the national agenda setting UNDP can organize discussion meetings with social actors, the academia, and the private sector, in order to obtain inputs for its own work and for promoting the prioritized themes in the common agenda that should have with the government. UNDP can contribute to build an inclusive and participatory national agenda.
4 To improve its strategic and operational system of planning and monitoring, the UNDP CO will have to design a strategy, aimed at analyzing the country's governance/political situation and determining a programmatic strategy for UNDP, taking into account the global and national priorities. The problem of lacking a strategic document is that the historic memory of the programme will be lost with change of officers of UNDP.
5 UNDP CO should follow the good lessons from the Election and Parliamentary support projects in mobilization resources from the Government of Suriname. Beside the traditional donors such as IADB, attention should also be given to the non-traditional donors for Suriname, such as Korea, China, and India which could be financial partners for UNDP.
6 To improve the internal coordination in each project and in the programme, it would be recommended that coordination committees are conformed and for the follow-up of each Project, especially when there is more than one implementing institution, as is the case of the Project for the reduction of disparities in the access for information and services through the ICT. Based on an annual plan, trimestral follow-up meetings can be established
7 To improve the implementation of the Democratic Governance Programme under the UNDAF/UNDAP 2012-2016: Outcome 2, a flexible intervention mechanism has to be formulated, such as a Project for the strengthening for the formulation and follow-up of public policies, particularly those that promote the reduction of social disparities. A mechanism as such can be linked and can be shared with the other programmes derivate from the UNDAF 2012-2016 such as the one on Poverty and Social Development as well as with the Energy and Environment Programme.
1. Recommendation: For guaranteeing the sustainability of the political will it is important to establish political dialogue with the government coalition, but also maintaining communication with the opposing coalitions in order to measure the level of consensus that would be achieved by any initiative that wants to be set forth.
Management Response: [Added: 2014/01/31]

Accepted. UNDP is already in contact with government coalition and will seek opportunities to establish communication with the opposing coalition.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Continue discussions with Government and other political parties on Governance programme
[Added: 2014/01/31] [Last Updated: 2019/01/30]
DRR, M&E and Gov. PO 2018/12 Completed The UNDP Suriname CO is maintaining contact with the Government coalition and with the oppositional political parties. On a multitude of occasions both sides of the isle have been consulted when new programming is initiated (e.g. Programme for Elections Support; Assistance to the National Assembly of Suriname). It should however be noted that guaranteeing the sustainability of political will is quite difficult taking into consideration the political system of Suriname History
2. Recommendation: For the political dialogue with the government, UNDP needs to establish with clarity which are its work principles so that no mistrust exists with regards to the defense of principles such as transparency, participation, rights of vulnerable groups, etc.
Management Response: [Added: 2014/01/31]

Accepted. Regarding transparency, participation and rights of vulnerable groups, there are clear UNDP work principles. The CO will ensure that these work principles are taken into account in project formulation and implementation.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Ensure that the indicated work principles are taken into account during project formulation/design
[Added: 2014/01/31] [Last Updated: 2019/01/30]
DRR, M&E and Gov. PO 2018/12 Completed Work principles are clear and are included in all UNDP programming documents, country documents and communicated during dialogue History
3. Recommendation: To advocate for stakeholders to be included in the national agenda setting UNDP can organize discussion meetings with social actors, the academia, and the private sector, in order to obtain inputs for its own work and for promoting the prioritized themes in the common agenda that should have with the government. UNDP can contribute to build an inclusive and participatory national agenda.
Management Response: [Added: 2014/01/31]

Accepted. Under the current programmes discussion/feedback meetings are being held regularly. The CO will ensure that this practice is maintained.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Ensure that social actors, academia and private sector are included in stakeholder meetings and discussions where possible and relevant
[Added: 2014/01/31] [Last Updated: 2019/01/30]
CO Management, M&E and Governance program staff 2018/12 Completed Stakeholder meetings with the aim of receiving feedback and inputs from all relevant actors has become common practice for the CO. The CO will ensure that this practice is maintained. History
4. Recommendation: To improve its strategic and operational system of planning and monitoring, the UNDP CO will have to design a strategy, aimed at analyzing the country's governance/political situation and determining a programmatic strategy for UNDP, taking into account the global and national priorities. The problem of lacking a strategic document is that the historic memory of the programme will be lost with change of officers of UNDP.
Management Response: [Added: 2014/01/31]

Accepted. The design of a Governance programme strategy for the CO will be explored

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Have internal discussion (within UNDP) on the importance and detail components of the strategy
[Added: 2014/01/31] [Last Updated: 2019/02/25]
DRR, M&E and Gov PO 2018/12 No Longer Applicable [Justification: The CO does not have the funding to outsource the design of a Democratic Governance Strategy. The CO made an attempt to work on this with the assistance of the Regional Center in 2016, but this attempt was not successful. ]
Internal and external discussions have been had on the design of a Governance Programme Strategy. The actual strategy document however is pending. History
5. Recommendation: UNDP CO should follow the good lessons from the Election and Parliamentary support projects in mobilization resources from the Government of Suriname. Beside the traditional donors such as IADB, attention should also be given to the non-traditional donors for Suriname, such as Korea, China, and India which could be financial partners for UNDP.
Management Response: [Added: 2014/01/31]

Accepted. The CO will more actively engage the Government and other donors in talks regarding financial contributions to the UNDP programme.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
The resource mobilization strategy will be discussed as part of the design/formulation of an overall Governance strategy
[Added: 2014/01/31] [Last Updated: 2019/01/30]
DRR, M&E and Gov PO 2018/12 Completed All development partners active within the country and those non – resident (e.g. EU, Canada) have been approached when initiating new programming within the Democratic Governance area History
6. Recommendation: To improve the internal coordination in each project and in the programme, it would be recommended that coordination committees are conformed and for the follow-up of each Project, especially when there is more than one implementing institution, as is the case of the Project for the reduction of disparities in the access for information and services through the ICT. Based on an annual plan, trimestral follow-up meetings can be established
Management Response: [Added: 2014/01/31]

Accepted.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Coordination committees will be established as needed, per project (in cases where there is more than 1 implementing partner). Coordination will be done through the PCG framework
[Added: 2014/01/31] [Last Updated: 2019/01/30]
DRR, M&E and Gov PO 2018/12 Completed Up until 2017 Coordination was indeed done through the PCG framework. With the introduction of the UNMSDF the PCGs were discontinued and a new framework is pending. Meanwhile project follow up is done through the GOV PO. History
7. Recommendation: To improve the implementation of the Democratic Governance Programme under the UNDAF/UNDAP 2012-2016: Outcome 2, a flexible intervention mechanism has to be formulated, such as a Project for the strengthening for the formulation and follow-up of public policies, particularly those that promote the reduction of social disparities. A mechanism as such can be linked and can be shared with the other programmes derivate from the UNDAF 2012-2016 such as the one on Poverty and Social Development as well as with the Energy and Environment Programme.
Management Response: [Added: 2014/01/31]

Accepted. The CO will strive to bring more linkage between the different programme areas

Key Actions:

Key Action Responsible DueDate Status Comments Documents
In the process of design and formulation of the programme strategy, the CO will also explore possible linkages between the various programme areas.
[Added: 2014/01/31] [Last Updated: 2019/01/30]
DRR, M&E and Gov PO 2018/12 Completed The CO has brought some linkages between the different programme areas namely between Governance and Social Development with the assistance to the Ministry of Social Affairs (e.g. PAPEP) and Governance and Energy & Environment through the exchanges towards the development of the REDD+ Grievance and Redress Mechanism History

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