Evaluation of UNDP Suriname Country Programme 2017-2021

Report Cover Image
Evaluation Plan:
2017-2021, Suriname
Evaluation Type:
Country Programme Evaluation
Planned End Date:
03/2021
Completion Date:
06/2021
Status:
Completed
Management Response:
Yes
Evaluation Budget(US $):
33,950

The final evaluation of the Country Programme of the United Nations Development Programme (UNDP) Suriname 2017-2021 was carried out in February – May 2021. The evaluation was requested by the UNDP Suriname and carried out from Panama and Suriname by a two-person external Evaluation Team. The timing of the evaluation was related to the preparation of United Nations Multi-Country Sustainable Development Framework (UNMSDF) 2021-2025 and the development of a new mid-term (5 years) development plan, the National Development Plan of Suriname (NDP) 2021-2026. The objective of the Evaluation is to generate relevant and useful information to support evidence-based decision making and provide strategic direction and inputs to the preparation of the next UNDP CPD and the next UNMSDF, both scheduled to be prepared in the 1st quarter of 2021.

As per the Terms of Reference, this Evaluation has been designed with dual purposes:  1) to allow national counterparts and UNDP to meet their accountability objectives, and 2) to capture good practices and lessons learned. It also aimed to assess the relevance of the CPD and UNDP’s overall intervention, including an assessment of the appropriateness of its design, including objectives, planned outputs, activities, and inputs, factors (both positive and negative) that have affected the implementation of the programme, the extent to which adequate monitoring was undertaken throughout the period and the extent to which evaluation systems were adequate to capture significant developments and inform responsive management. The primary users of the evaluation results are UNDP Suriname and the Government of Suriname.

The present evaluation was a summative and formative non-random process and result evaluation at the outcome level. Using the standard evaluation criteria of Relevance, Coherence, Effectiveness, Efficiency and Sustainability, and the additional criterion of Gender Equality, Equity and Human Rights, the evaluation assessed the CPD in its entirety, covering the period from January 2017 to-date, including the Results Matrix that constitutes the basis for the monitoring and evaluation of the 3 established outcomes, its 23 indicators, baselines and targets for 2021, budget and funding sources and the responsible parties. The evaluation also assessed the extent to which the programme contributes to the advancement of human rights for the rights holders, especially the women and most disadvantaged, marginalized, and excluded or those at risk of exclusion.

The evaluation reviewed more than 120 sources of written information and conducted forty-eight virtual individual and group interviews with eighty-three respondents representing the Government of Suriname, the UN Agencies operating in the country (both in-country as well as from exterior), international development partners, national and civil society representatives, including the private sector. The evaluation did not encounter major limitations, the most notable ones were related to limited timeframe and delays in confirmations from stakeholders, which resulted in the extension of the timeline as well as absence of stakeholders from the past Government. The most important challenge was absence of important documentation, such as annual, quarterly and final reports, annual workplans, project extensions and other such information.

Share

Document Type Language Size Status Downloads
Download document FINAL TOR Suriname CPD Evaluation 201120_.pdf tor English 265.83 KB Posted 844
Download document Final Report.pdf report English 1932.04 KB Posted 872
Download document Summary.pdf summary English 177.25 KB Posted 838
Title Evaluation of UNDP Suriname Country Programme 2017-2021
Atlas Project Number:
Evaluation Plan: 2017-2021, Suriname
Evaluation Type: Country Programme Evaluation
Status: Completed
Completion Date: 06/2021
Planned End Date: 03/2021
Management Response: Yes
Corporate Outcome and Output (UNDP Strategic Plan 2018-2021)
Evaluation Budget(US $): 33,950
Source of Funding: UNDP
Evaluation Expenditure(US $): 33,547
Joint Programme: No
Joint Evaluation: No
Evaluation Team members:
Name Title Nationality
Nana Gibradze International Consultant PANAMA
Faranaaz Guman-Pahalwankhan National Consultant SURINAME
GEF Evaluation: No
Key Stakeholders: GOS; Other Partners; UNDP
Countries: SURINAME
Lessons
1.

The Government term and the UNDP programme cycle do not coincide. In the year that the CPD is being evaluated and developed, the new Government is initiating the preparations of the next National Development Plan. This happens every 5 years and is a good opportunity for the CO to test the validity of the Country Programme Theory of Change, its assumptions and risks and engage with the Government in strategic consultations on its priorities. This will allow, on the one hand, to make necessary adjustments to the ongoing programme and on the other, offer the incoming Government a package of customizable UNDP’s services that can reinforce UNDP’s comparative advantages and facilitate UNDP’s early engagement in planning the national development priorities, thus advancing the preparations of the next CPD.


2.

Sometimes old ways can be most innovative – while rightly pursuing modern digital communication platforms and tools, it is important to remember that many communities, especially those in the hinterlands and rural areas, those deprived of liberty, the elderly or people with hearing or vision impairments, may not be able or willing to use modern technologies. In these circumstances, old-fashioned means such as the radio, community message boards and networks, billboards and newspaper ads can be a cost effective and efficient way to reach the most vulnerable and excluded


3.

Getting all the key stakeholders on board and reaching a common understanding of the context of the programme to be implemented is a time consuming and challenging process. This was visible with the REDD+ programme where different viewpoints were at play role and stakeholders were adamant on protecting their interests, which caused certain delays.


4.

Capacities and institutional frameworks both for Government and Civil Society are weak and will negatively impact the implementation of proposed programmes and projects. When developing the CPD, national stakeholders may propose and agree with proposed outcomes and outputs but may not be fully aware on the intensity of implementation process and not be equipped and skilled to independently coordinate and implement programmes and projects. This points to the necessity for the UNDP CO to go through an extensive advocacy process with the national stakeholders, to ensure the buy-in necessary for the delivery of planned results and long-term sustainability.


5.

Community based activities are essential, not only to advance the UNDP goals and achieve SDGs, but to foster the visibility and increased the awareness about UNDP’s work. However, these activities should be integrated into a larger vision towards the overall outputs and outcomes. Since the communities will reach out to the UNDP with proposals of a small reach, UNDP should strive to simultaneously engage the key government institutions with these communities while strengthening and facilitating the community organizations to independentize, expand their scope and expand their outreach.


6.

Under the current CPD, the UNDP has provided the coordination and implementation support to other international partners e.g., the CDB and the EU. This has strengthened the CO’s capacity to mobilize, coordinate and engage with partners. This capacity should be thoroughly examined to determine the potential in the coming CPD and identify international partners as potential financial contributors.


Findings
1.

Relevance, Effectiveness, sustainability: The Country Programme (CP) was formally relevant as it correctly identified the country’s development challenges and needs and offered a logical programmatic response; however, its actual scale does not fully match the identified needs and the implemented programme is disconnected from the intended goals. This disconnect limits the CP’s overall effectiveness and sustainability to the area of Environment and Natural Resource Management, where it has achieved most notable results and has the best potential for sustaining them.


Recommendations
1
  1. Relevance, Effectiveness, Efficiency, Sustainability: Improve coherence and the programmatic logic of the future CPD by developing a programme Theory of Change as a basis for the new CPD RRF, based on an in-depth understanding of structural and underlying causes, assumptions and risks, including contextual risks and own limitations and strengths.
    1. Conduct a thorough stakeholder analysis, including the government, civil society and donor community, and carry out stakeholder consultations to identify their priorities, areas of convergence, partnership and financing opportunities and priorities and to define the niches where UNDP has a greater added value and can develop partnerships to ensure the sufficiency of outcomes and complementarity;
    2. Determine the potential sources of funding in advance to avoid overambitious outcomes and outputs, which cannot be implemented because of the lack of funds;
    3. Identify the areas of greatest political sensitivity and risk and seek alliances to build alternative proposals;
    4. Using the findings of the CCA and consultations with the stakeholders and UNCT, identify key deprivations to be addressed and carry out a causal analysis of the main gaps and barriers; define what is needed to address those gaps and barriers and who can address them.
2
  1. Relevance, GEEHR: Ensure that the process involves both duty bearers and rights holders to generate actions from the perspective of human rights and equality, including gender equality and women’s empowerment. 
    1. Consider carrying out surveys and focus group consultations with key population groups to identify bottom-up needs and build consensus on strategic solutions that transcend the temporality of five-year planning.
3
  1. Relevance, Effectiveness, Efficiency: Consider developing programme portfolios with cross-sectoral synergies to increase horizontal integration and enhance programme relevance and effectiveness, using the ENR area as a possible point of entry.
    1. Using the available corporate resources, consider carrying out “sense-making” exercises to kick-start the thinking about new approaches to complex challenges and develop a comprehensive vision of collective assets, capabilities, relationships and system effects of the entire country programme instead of a separate set of projects;
    2. Based on the identified strengths and assets, develop packages of proposals for donor funding, leveraging IFIs, private sector and thematic/trust funds.
4
  1. Relevance, Effectiveness: Develop the CPD Results Framework based on the Theory of Change (ToC) validated with a broad participation of the key stakeholders with the underlying assumptions and risks reflecting the realistic commitment and participation of all responsible parties, resource availability and mobilization perspectives, etc.
    1. Consider the concept of attribution/contributing, when developing the CPD outputs, to ensure the coherence and alignment with outcomes;
    2. Consider developing intermediate outputs, to reduce the gap between the outcomes and outputs following the if/then logic of the ToC.
5
  1. Relevance, Effectiveness, Efficiency, GEEHR: Improve the RBM capacities and gender-responsive M&E culture in the CO and improve the monitoring at project and output level to track progress towards the outcomes.
    1. Strengthen the mechanisms for monitoring, evaluation and reporting, establishing minimum reporting benchmarks (at least annual and final) and minimum common formats and standards for project and programme monitoring;
    2. Ensure that the CO collects quality data disaggregated by gender, age, and other parameters for the construction of the baselines and targets and monitoring the progress of projects, and ensuring the Human Rights and Gender-Based approach in programming;
    3. Carry out regular training on Results-Based Management and ensure timely planning and accountability;
    4. Consider a position for a M&E specialist, through core or project funding.
6
  1. Relevance, Effectiveness, Efficiency, Coherence: Ensure constant course correction and adjustment of the CPD ToC, especially after the elections and subsequent changes in government, or other major events that affect the programme and the country in general.
    1. Ensure continuous monitoring of progress according to the Theory of Change and risk analysis;
    2. Carry out mid-term review of the CPD regularly to verify the validity of the ToC and its assumptions and risks.
7
  1. Relevance, Effectiveness, Efficiency, Sustainability: Improve the visibility and strategic positioning by increasing the communication and awareness on UNDP mandate, focus and programme portfolio.
    1. Consider communication as the development tool and develop a communication strategy and innovative tools based on a clear understanding of different audiences (government, CSO, donors, private sector, youth, ITPs, PWD, women, rural/urban populations), their needs, and expectations and access to different communication modalities;
    2. Develop a CO knowledge management strategy and link it with the communication strategy to promote the UNDP offer and generate the demand for UNDP services;
    3. Allocate funds for communication and public relations and outreach activities
    4. Identify champions to promote topics of interest (SDG, Violence/GBV, Human Rights (ITPs, PWD), migration, gender, resilience, climate change, youth) in collaboration with the UN Agencies.
8
  1. Efficiency, Effectiveness: Strengthen the HR capacity in the area of SD and DG.
    1. Look for opportunities to fund additional posts to enhance the DG and SD areas, especially if the separate position of Gender Focal Point is not envisaged.
9
  1. Sustainability: Strengthen sustainability strategies in projects and for the CPD
    1. Ensure to develop adequate sustainability and exit strategies for activities and projects under the CPD, based on the original ToC assumptions and risks and follow up through continuous situational and performance monitoring.
1. Recommendation:
  1. Relevance, Effectiveness, Efficiency, Sustainability: Improve coherence and the programmatic logic of the future CPD by developing a programme Theory of Change as a basis for the new CPD RRF, based on an in-depth understanding of structural and underlying causes, assumptions and risks, including contextual risks and own limitations and strengths.
    1. Conduct a thorough stakeholder analysis, including the government, civil society and donor community, and carry out stakeholder consultations to identify their priorities, areas of convergence, partnership and financing opportunities and priorities and to define the niches where UNDP has a greater added value and can develop partnerships to ensure the sufficiency of outcomes and complementarity;
    2. Determine the potential sources of funding in advance to avoid overambitious outcomes and outputs, which cannot be implemented because of the lack of funds;
    3. Identify the areas of greatest political sensitivity and risk and seek alliances to build alternative proposals;
    4. Using the findings of the CCA and consultations with the stakeholders and UNCT, identify key deprivations to be addressed and carry out a causal analysis of the main gaps and barriers; define what is needed to address those gaps and barriers and who can address them.
Management Response: [Added: 2021/06/07] [Last Updated: 2021/07/12]

Agreed

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Using the findings of the CCA and consultations with the stakeholders and UNCT, identify key deprivations to be addressed and carry out a causal analysis of the main gaps and barriers; define what is needed to address those gaps and barriers and who can address them.
[Added: 2021/06/07] [Last Updated: 2022/02/02]
Deputy Resident Representative Heads of Programme Units 2022/12 Initiated Recommend this be extended to June 2022 History
Conduct a thorough stakeholder analysis, including the government, civil society and donor community, and carry out stakeholder consultations to identify their priorities, areas of convergence, partnership and financing opportunities and priorities and to define the niches where UNDP has a greater added value and can develop partnerships to ensure the sufficiency of outcomes and complementarity;
[Added: 2021/06/07] [Last Updated: 2022/02/02]
Deputy Resident Representative Heads of Programme Units 2021/09 Completed Stakeholder meetings were ongoing and conducted from August 2020 through to August 2021 to identify priorities, areas on convergence, partnership opportunities. Minutes of Meeting available. History
Determine the potential sources of funding in advance to avoid overambitious outcomes and outputs, which cannot be implemented because of the lack of funds;
[Added: 2021/06/07] [Last Updated: 2022/02/02]
Deputy Resident Representative Heads of Programme Units HQ and Regional Focal Points 2021/09 Completed No new projects have been designed without adequate sources of funding identified. History
Identify the areas of greatest political sensitivity and risk and seek alliances to build alternative proposals;
[Added: 2021/06/07] [Last Updated: 2022/02/02]
Deputy Resident Representative Heads of Programme Units 2021/09 Completed Political sensitivities and risks identified in new CPD and IWP 2022 planning History
2. Recommendation:
  1. Relevance, GEEHR: Ensure that the process involves both duty bearers and rights holders to generate actions from the perspective of human rights and equality, including gender equality and women’s empowerment. 
    1. Consider carrying out surveys and focus group consultations with key population groups to identify bottom-up needs and build consensus on strategic solutions that transcend the temporality of five-year planning.
Management Response: [Added: 2021/06/07] [Last Updated: 2021/07/12]

Agreed

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Consider carrying out surveys and focus group consultations with key population groups to identify bottom-up needs and build consensus on strategic solutions that transcend the temporality of five-year planning.
[Added: 2021/06/07] [Last Updated: 2022/02/02]
Deputy Resident Representative Heads of Programme Units 2026/12 Completed Surveys and focus group consultations have been carried out to inform the CPD 2022-2026. These include the bottom up needs from ITPs, vulnerable groups, etc. History
3. Recommendation:
  1. Relevance, Effectiveness, Efficiency: Consider developing programme portfolios with cross-sectoral synergies to increase horizontal integration and enhance programme relevance and effectiveness, using the ENR area as a possible point of entry.
    1. Using the available corporate resources, consider carrying out “sense-making” exercises to kick-start the thinking about new approaches to complex challenges and develop a comprehensive vision of collective assets, capabilities, relationships and system effects of the entire country programme instead of a separate set of projects;
    2. Based on the identified strengths and assets, develop packages of proposals for donor funding, leveraging IFIs, private sector and thematic/trust funds.
Management Response: [Added: 2021/06/07] [Last Updated: 2021/07/12]

Partially Agreed. Programme portfolios will consider cross-sectoral synergies to increase horizontal integration and enhance programme relevance and effectiveness.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Using the available corporate resources, consider carrying out “sense-making” exercises to kick-start the thinking about new approaches to complex challenges and develop a comprehensive vision of collective assets, capabilities, relationships and system effects of the entire country programme instead of a separate set of projects;
[Added: 2021/06/07] [Last Updated: 2022/02/02]
Deputy Resident Representative Heads of Programme Units 2022/12 Not Initiated Recommend this action be extended to December 2022 and Sense-making be conducted through the Accelerator lab. History
Based on the identified strengths and assets, develop packages of proposals for donor funding, leveraging IFIs, private sector and thematic/trust funds.
[Added: 2021/06/07] [Last Updated: 2021/07/12]
Deputy Resident Representative Heads of Programme Units 2026/12 Not Initiated June 2021 to December 2026 History
4. Recommendation:
  1. Relevance, Effectiveness: Develop the CPD Results Framework based on the Theory of Change (ToC) validated with a broad participation of the key stakeholders with the underlying assumptions and risks reflecting the realistic commitment and participation of all responsible parties, resource availability and mobilization perspectives, etc.
    1. Consider the concept of attribution/contributing, when developing the CPD outputs, to ensure the coherence and alignment with outcomes;
    2. Consider developing intermediate outputs, to reduce the gap between the outcomes and outputs following the if/then logic of the ToC.
Management Response: [Added: 2021/06/07] [Last Updated: 2021/07/12]

Agreed

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Consider the concept of attribution/contributing, when developing the CPD outputs, to ensure the coherence and alignment with outcomes;
[Added: 2021/06/07] [Last Updated: 2022/02/02]
Deputy Resident Representative Heads of Programme Units 2021/07 Completed Included where appropriate. History
Consider developing intermediate outputs, to reduce the gap between the outcomes and outputs following the if/then logic of the ToC.
[Added: 2021/06/07] [Last Updated: 2022/02/02]
Deputy Resident Representative Heads of Programme Units 2021/07 Completed CPD 2022-2026 completed. History
5. Recommendation:
  1. Relevance, Effectiveness, Efficiency, GEEHR: Improve the RBM capacities and gender-responsive M&E culture in the CO and improve the monitoring at project and output level to track progress towards the outcomes.
    1. Strengthen the mechanisms for monitoring, evaluation and reporting, establishing minimum reporting benchmarks (at least annual and final) and minimum common formats and standards for project and programme monitoring;
    2. Ensure that the CO collects quality data disaggregated by gender, age, and other parameters for the construction of the baselines and targets and monitoring the progress of projects, and ensuring the Human Rights and Gender-Based approach in programming;
    3. Carry out regular training on Results-Based Management and ensure timely planning and accountability;
    4. Consider a position for a M&E specialist, through core or project funding.
Management Response: [Added: 2021/06/07] [Last Updated: 2021/07/12]

Partially Agreed.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Strengthen the mechanisms for monitoring, evaluation and reporting, establishing minimum reporting benchmarks (at least annual and final) and minimum common formats and standards for project and programme monitoring;
[Added: 2021/06/07] [Last Updated: 2022/02/02]
Deputy Resident Representative Heads of Programme Units 2026/12 Initiated M&E ongoing for all projects History
Carry out regular training on Results-Based Management and ensure timely planning and accountability;
[Added: 2021/06/07] [Last Updated: 2022/02/02]
Deputy Resident Representative Head of Programme Units 2026/12 Initiated CO Staff have access to all online training resources including M&E History
Ensure that the CO collects quality data disaggregated by gender, age, and other parameters for the construction of the baselines and targets and monitoring the progress of projects, and ensuring the Human Rights and Gender-Based approach in programming;
[Added: 2021/06/07] [Last Updated: 2022/02/02]
Deputy Resident Representative Heads of Programme Units 2021/07 Completed Disaggregated data was collected were available. History
Consider a position for a M&E specialist, through core or project funding.
[Added: 2021/06/07] [Last Updated: 2022/02/02]
Deputy Resident Representative Heads of Programme Units 2026/12 Not Initiated No availability of funding or approval by HQ for 2022. History
6. Recommendation:
  1. Relevance, Effectiveness, Efficiency, Coherence: Ensure constant course correction and adjustment of the CPD ToC, especially after the elections and subsequent changes in government, or other major events that affect the programme and the country in general.
    1. Ensure continuous monitoring of progress according to the Theory of Change and risk analysis;
    2. Carry out mid-term review of the CPD regularly to verify the validity of the ToC and its assumptions and risks.
Management Response: [Added: 2021/06/07] [Last Updated: 2021/07/12]

Agreed.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Ensure continuous monitoring of progress according to the Theory of Change and risk analysis;
[Added: 2021/06/07] [Last Updated: 2022/02/02]
Deputy Resident Representative Heads of Programme Units 2026/12 Initiated N/A History
Carry out mid-term review of the CPD regularly to verify the validity of the ToC and its assumptions and risks.
[Added: 2021/06/07] [Last Updated: 2022/02/02]
Deputy Resident Representative 2024/06 Not Initiated Mid-term Review of CPD will be carried out once, at the Mid Term period. History
7. Recommendation:
  1. Relevance, Effectiveness, Efficiency, Sustainability: Improve the visibility and strategic positioning by increasing the communication and awareness on UNDP mandate, focus and programme portfolio.
    1. Consider communication as the development tool and develop a communication strategy and innovative tools based on a clear understanding of different audiences (government, CSO, donors, private sector, youth, ITPs, PWD, women, rural/urban populations), their needs, and expectations and access to different communication modalities;
    2. Develop a CO knowledge management strategy and link it with the communication strategy to promote the UNDP offer and generate the demand for UNDP services;
    3. Allocate funds for communication and public relations and outreach activities
    4. Identify champions to promote topics of interest (SDG, Violence/GBV, Human Rights (ITPs, PWD), migration, gender, resilience, climate change, youth) in collaboration with the UN Agencies.
Management Response: [Added: 2021/06/07] [Last Updated: 2021/07/12]

Partially Agreed.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Consider communication as the development tool and develop a communication strategy and innovative tools based on a clear understanding of different audiences (government, CSO, donors, private sector, youth, ITPs, PWD, women, rural/urban populations), their needs, and expectations and access to different communication modalities;
[Added: 2021/06/07] [Last Updated: 2022/02/02]
Deputy Resident Representative 2022/06 Overdue-Initiated CO has a Communication FP. Communication Strategy to be prepared History
Develop a CO knowledge management strategy and link it with the communication strategy to promote the UNDP offer and generate the demand for UNDP services;
[Added: 2021/06/07] [Last Updated: 2022/02/02]
Deputy Resident Representative Heads of Programme Units 2022/06 Overdue-Initiated CO has a Learning FP. Knowledge Management Strategy to be prepared. History
Allocate funds for communication and public relations and outreach activities
[Added: 2021/06/07] [Last Updated: 2022/02/02]
Deputy Resident Representative Heads of Programme Units 2026/12 Initiated Funds will be allocated where available and also through projects. History
Identify champions to promote topics of interest (SDG, Violence/GBV, Human Rights (ITPs, PWD), migration, gender, resilience, climate change, youth) in collaboration with the UN Agencies.
[Added: 2021/06/07] [Last Updated: 2022/02/02]
Deputy Resident Representative Heads of Programme Units 2026/12 Completed CO Focal Points exist for all these areas. Collaboration with UN Agencies is ongoing as needed. History
8. Recommendation:
  1. Efficiency, Effectiveness: Strengthen the HR capacity in the area of SD and DG.
    1. Look for opportunities to fund additional posts to enhance the DG and SD areas, especially if the separate position of Gender Focal Point is not envisaged.
Management Response: [Added: 2021/06/07] [Last Updated: 2021/07/12]

Partially Agreed.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Look for opportunities to fund additional posts to enhance the DG and SD areas, especially if the separate position of Gender Focal Point is not envisaged.
[Added: 2021/06/07] [Last Updated: 2022/02/02]
Deputy Resident Representative 2022/12 Completed New post of National Officer for SD approved and recruited in 2021. No other approvals received from HQ. History
9. Recommendation:
  1. Sustainability: Strengthen sustainability strategies in projects and for the CPD
    1. Ensure to develop adequate sustainability and exit strategies for activities and projects under the CPD, based on the original ToC assumptions and risks and follow up through continuous situational and performance monitoring.
Management Response: [Added: 2021/06/07] [Last Updated: 2021/07/12]

Agreed.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Ensure to develop adequate sustainability and exit strategies for activities and projects under the CPD, based on the original ToC assumptions and risks and follow up through continuous situational and performance monitoring.
[Added: 2021/06/07] [Last Updated: 2022/02/02]
Deputy Resident Representative Heads of Programme Units 2026/12 Initiated Projects are to all include Exit Strategy History

Latest Evaluations

Contact us

1 UN Plaza
DC1-20th Floor
New York, NY 10017
Tel. +1 646 781 4200
Fax. +1 646 781 4213
erc.support@undp.org