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Independent Country Programme Evaluation: Haiti
Commissioning Unit: Independent Evaluation Office
Evaluation Plan: 2018-2021
Evaluation Type: ICPE/ADR
Completion Date: 12/2020
Unit Responsible for providing Management Response: Haiti
Documents Related to overall Management Response:  
1. Recommendation:

UNDP should strengthen its strategic positioning by elaborating a sound theory of change of its programme to allow better visibility of interventions and to facilitate communication and shared understanding with its partners. UNDP should also make efforts to expand the coverage and impact of its interventions by consolidating its partnerships and establishing new ones with other actors. UNDP must consolidate its integration with the BINUH using a single planning document and annual work plans according to the integrated strategic framework put in place, as well as revisiting coordination and management structure. UNDP must also strengthen coordination with the UN agencies around the strategic objectives of the joint programmes for greater visibility and changes induced.

UNDP should elaborate a sound theory of change to better articulate its priorities and highlight the results achieved. Programme initiatives should be designed with a deliberate emphasis on cross-sectoral linkage. Consequently, it should avoid spreading its action over a wide variety of projects which may lack thematic integration or synergistic complementarities. If the intention is to implement pilot projects whose results will be transformed into public policies or large-scale programmes, this should be adequately communicated and programmed. The programme must be designed taking into account the situation of recurrent political and institutional instability in Haiti. The political, social and health crises that the country is going through make programming complicated and require the country office to be able to rely on programmatic flexibility and contingency scenarios adapted to this environment in order to ensure its institutional resilience.

Institutional anchoring of UNDP at the public sector level is important. The programmatic approach must focus on providing strategic advice and supporting the Government to steer the development of the country. To have an impact on development planning and implementation, UNDP needs to strengthen relationships with key institutions involved. With donors, UNDP should refine and adapt its resource mobilization strategy, continuing to engage with traditional partners with whom it enjoys established credibility while also exploring other partnership opportunities and new international cooperation mechanisms such as the SDG fund. UNDP should also strengthen partnerships with civil society and private sector. The choice of partner institutions should be made on the basis of their capacity to have a lasting impact and to be able to respect performance contracts.

UNDP should support the establishment of a joint management structure (UNCT, ISF/Benchmarks technical working groups) and agree on responsibilities, decision-making processes and have an appropriate internal quality control system for effective accountability and oversight.




Management Response: [Added: 2021/06/21] [Last Updated: 2021/10/27]

The country office fully accepts the recommendation and is currently working on its strategic positioning for the next CPD cycle to align with national plan and objectives and UN agencies frames and plan (One UN)

Key Actions:

Key Action Responsible DueDate Status Comments Documents
1.1 Elaboration dans le cadre de son nouveau CPD d’une solide théorie de changement permettant de mieux articuler les priorités et mettre en évidence les résultats atteints Conception de nouveau Programme ayant un fort accent sur les connexions intersectorielles, intégrant davantage dans la programmation les scenarii de contingence adaptés aux crises et fluctuations du contexte politique et institutionnel, et davantage concentré sur l'intégration thématique et les complémentarités synergiques. Les projets pilotes feront l’objet d’une communication et programmation spécifique
[Added: 2021/10/27]
Senior Management Team (SMT) 2021/12 Overdue-Initiated La date initiale de livraison de ce livrable est a Septembre 2021 : 1 draft de la Théorie du changement est disponible mais requiert une validation. Consultation en cours, appui externe devant permettre d’accompagner la formulation de la théorie du changement History
1.2 Renforcement de l’ancrage institutionnel national du portefeuille de projets par le biais d’une approche axée sur des conseils stratégiques au Gouvernement haïtien dans l’optique des actions plus durables. - Développement d’une stratégie de mobilisations de ressources plus centrée sur la consolidation du dialogue avec les partenaires traditionnels auprès desquels il bénéficie d’une crédibilité établie, renforcement de partenariat avec les institutions de la société civile et le secteur privé, tout et en diversifiant les partenariats et les nouveaux mécanismes de coopération internationale
[Added: 2021/10/27]
Management Support Unit (MSU) 2021/12 Overdue-Initiated Portefeuille de l’Unité ayant initie des actions de diversification des ressources du bureau notamment a travers l’approche du secteur privé.
1.3 Appui à la mise en en place d’un cadre intégré de gestion dans le cadre du One UN (UNCT, ISF / Benchmarks groupes de travail techniques) Appui à la mise en place d'un système de contrôle qualité interne adapté pour une responsabilisation et une supervision effective.
[Added: 2021/10/27]
Senior Management Team 2022/02 Overdue-Initiated Contributions du bureau pays au - CCA - Leadership des groupes thématiques au besoin - Rapport pays UNCT report et SG Report - Groupe M&E interagences fonctionnel - Groupes des PTF (Partenaires Techniques et Financiers) sous le lead de la CTP (Gouvernance Locale, État de Droit, Police/Sécurité, Prison, Environnement, GRD etc.).
2. Recommendation:

In terms of programmatic offer, UNDP responses should tackle the deepest structural challenges faced by the country, notably related to social cohesion, governance, economic vulnerabilities and disaster risks. UNDP must work primarily on technical assistance and training for the various partners, while continuing to focus efforts on activities that bring about change and generate a lasting multiplier effect. In addition, as several of the challenges are intergenerational, UNDP should strengthen its support to the youth including capacity development for effective participation in public life, as well as economic empowerment.

In the area of governance and the rule of law, UNDP should focus on technical support and advice to re-establish an environment of social peace on the path to sustainable development, offering opportunities for women and young people to participate in public life. The objective is to ensure the promotion of initiatives leading to transformations while taking into account the needs in terms of equipment and infrastructure by sharing costs with other donors and stakeholders for the provision of basic services and social cohesion. In view of this, UNDP must focus on the advancement of transformative normative frameworks in collaboration with the BINUH and the UN agencies.

The fight against poverty is a multidimensional and dynamic challenge. UNDP can draw inspiration from its projects to help the Government define transformational public policies. It must generate through multi-institutional advocacy the political will essential to achieve results. UNDP is creating its niche in pre-carious urban neighbourhoods through inclusive employment and economic empowerment projects. UNDP must quickly capitalize on this experience. UNDP could also strengthen its work on the themes of women’s entrepreneurship and youth entrepreneurship for economic empowerment.

For a more integrated implementation of disaster risk management and climate change adaptation interventions going forward, UNDP should take an explicit resilience capacity-building approach in terms of: (i) Absorption capacity targeting exposed and vulnerable groups in risk awareness and prevention measures; (ii) Adaptive capacity for risk management including diversification of livelihoods and increased efficiency of energy consumption and improved climate-smart agricultural techniques and practices; and (iii) Transformation capacity including integration of climate change into sectoral strategies, scaling up of good practices on community disaster risk management, integration of disaster risk management into urban management, etc. This must be accompanied by actions aimed at safeguarding the country’s natural environment, including the implementation of natural resource management approaches and practices

Management Response: [Added: 2021/06/21] [Last Updated: 2021/10/27]

The country office fully accepts the recommendation. As part of transitional period leading to the next CPD round Country Office has already started reshaping its Programme to focus more on transformational solutions or effects.    

Key Actions:

Key Action Responsible DueDate Status Comments Documents
2.1 Réalisation de projets promouvant des initiatives normatives et transformatrices offrant des opportunités aux femmes et aux jeunes de participer à la vie publique en lien avec la gouvernance et l’état de droit, par le biais de l’appui technique-conseil et en partenariat avec le BINUH et le SNU. Promotion d’initiatives porteuses de transformations prenant en compte les nécessités en matière d’équipements et d’infrastructures en partageant les coûts avec d’autres bailleurs et intervenants pour la fourniture des services de bases et de cohésion sociale.
[Added: 2021/10/27]
Unité Réduction de la Pauvreté Unité Résilience 2022/06 Initiated Portefeuille constitué d’au moins 3 projets au cours des 18 prochains mois en vue d’offrir des solutions et opportunités économiques et d’emploi durables pour des transformations structurelles en vue de renforcer la cohésion sociale E. g : RRF / SDG and Integrated National Financing Framework / Inclusive development/ CVR-PBF
2.2 Renforcement des capacités institutionnelles / gouvernementales dans la définition des politiques publiques transformationnelles dans le cadre de la lutte contre la pauvreté avec comme vecteur les projets en cours dans les zones précaires péri-urbaines en matière d’emplois inclusifs, d’habilitation économique, d’entreprenariat féminin, d’entreprenariat jeunesse pour l'autonomisation économique. Renforcement du plaidoyer multi-institutionnel dans l’optique d’associer la volonté politique dans l’atteinte des résultats
[Added: 2021/10/27]
Réduction de la Pauvreté Toutes les unités du Programme 2022/06 Initiated Portefeuille constitué d’au moins 3 projets au cours des 18 prochains mois en vue d’offrir des solutions et opportunités économiques et d’emploi durables pour des transformations structurelles en vue de renforcer la cohésion sociale E. g : RRF / SDG and Integrated National Financing Framework / Inclusive development/ CVR-PBF
2.3 Mise à jour de la stratégie de mise en œuvre intégrée des interventions de gestion des risques de désastres et d'adaptation au changement climatique orientée vers des d’approches et pratiques de gestion des ressources naturelles mais aussi une approche explicite de renforcement des capacités de résilience en termes de : (i) Capacité d'absorption ciblant les groupes exposés et vulnérables dans la sensibilisation aux risques et les mesures de prévention. (ii) Capacité d'adaptation pour la gestion des risques comprenant la diversification des moyens d’existence et l’augmentation de l'efficacité de la consommation d'énergie et l’amélioration techniques et pratiques agricoles climato-intelligentes. (iii) Capacité de transformation y compris l'intégration du changement climatique dans les stratégies sectorielles, la mise à l'échelle des bonnes pratiques sur la gestion communautaire des risques de catastrophe, l'intégration de la gestion des risques de catastrophe dans la gestion urbaine.
[Added: 2021/10/27]
Unité Résilience 2022/09 Initiated - Portefeuille de projets ayant de de fortes synergies avec le Ministère de l’Environnement au niveau national pour renforcement des stratégies nationales intégrées et avec les plateformes régionales spécifiques à pour le partage d’expériences. - Des actions de réduction de la vulnérabilité des communautés exposées aux risques de désastres sont en cours et se réalisent à travers des activités de sensibilisation de masse et ciblées mises en œuvre dans les départements du Nord-Ouest, l’Artibonite et le Sud. - Contribution pertinente au renforcement des mesures de prévention des risques en accentuant sur une meilleure connaissance et distribution de ces derniers par la cartographie multirisque et l’identification participative. - Des initiatives de diversification des moyens de subsistance sont mises en œuvre au niveau des communautés côtières pour augmenter leur résilience aux changements climatiques et réduire la pression anthropique sur les écosystèmes et les ressources naturelles. - Poursuite de l’assistance technique au processus d’intégration des changements climatiques dans les stratégies nationales à travers l’élaboration de documents stratégiques tels que le plan national d’adaptation
3. Recommendation:

UNDP should continue to support capacity-building for partners with an emphasis on upstream and downstream project management to optimize the sustainability of the results obtained. It should strengthen planning, M&E mechanisms and support national partners in results-based management.

UNDP could consider developing a framework to determine what capacity-building means and to have a common understanding with the Government. This framework should include an assessment allowing to identify within a targeted ministry, the key units and mechanisms involved in the planning, budgeting and execution of the socio-economic development projects linked to the country's strategic plan and UNDP plan. For a better contribution to the country, development planning, UNDP should work with the planning unit of each target ministry. UNDP could also involve higher education institutions in a partnership to maintain a continuing education programme for government staff engaged in the planning and execution of the development projects.

Within the framework of the projects, UNDP worked mainly with central authorities. In addition to the authorities working upstream, it is recommended to work with local elected officials (mayors, municipal councillors), and municipal officials, but also local development partners of municipalities (NGOs, grassroots community organizations, etc.), and build their capacity for project management as well. In order for the theoretical knowledge acquired to be transformed into pragmatic actions, training must be followed by adequate post-training support for continuous learning, in particular during the implementation of local development plans. This support must be organized taking into account the specificities of each partner and the level of their skills in project management.

UNDP must also ensure that the design and execution of projects take into account the opportunities to strengthen the partner institutions and tackle the recurring conjunctural problems. In this regard, the duration of projects should be considered to allocate enough time for the most complex interventions. To address the problem of poor knowledge of project management procedures at the institutional level, UNDP can strengthen the training on its procedures and develop operational capacity-building training on project development, project management as well as results-based M&E

Management Response: [Added: 2021/06/21] [Last Updated: 2021/10/27]

The country office fully accepts the recommendation and may rely on the sound theory of change to be elaborated to align its results-based monitoring and evaluation system.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
3.1 Elaboration d’un cadre commun de renforcement de capacités avec le Gouvernement en lien avec l’unité de planification de chaque ministère ciblé et parallèlement mise en place d’un partenariat avec l'enseignement supérieur en vue d’un renforcement continu des compétences du personnel engagé dans la planification et l'exécution du projet de développement.
[Added: 2021/10/27]
Unité Gouvernance MSU 2022/06 Initiated Au niveau du Programme, stratégie de renforcement des capacités des institutions partenaires, en lien avec les accords de collaboration avec les universités pour l’intégration dans les curricula de formations des cadres de la fonction publique et en se basant sur les micro-évaluations HACT là où pertinent.
3.2 Renforcement de la proximité et des capacités de gestion de projet des élus locaux (maires, conseillers municipaux), cadres communaux, partenaires de développement des communes (ONG, organisations communautaires de base, etc.)
[Added: 2021/10/27]
Unité Gouvernance MSU 2022/06 Initiated Portefeuille appuyant la stratégie nationale de déconcentration, de décentralisation, d’aménagement du territoire par le soutien à la formulation, au pilotage des politiques publiques, puis à leur mise en œuvre dans les collectivités territoriales (projet AGLDT)
3.3 Conception et exécution de nouveaux projets en fonction des opportunités de renforcement des institutions étatiques partenaires et des problèmes conjoncturels récurrents. Renforcement des capacités opérationnelles des partenaires en matière de maîtrise des principes d’élaboration, de gestion de projets et de suivi évaluations axées sur les résultats.
[Added: 2021/10/27]
Senior Management Team Management Support Unit 2022/06 Initiated Pipeline Projects
4. Recommendation:

UNDP should strengthen its own M&E system so that it is able to provide data on the progress of results against targets for all defined indicators, and to generate in a timely manner the information on changes in terms of outcome and impact that are directly related to the UNDP contribution. It is important to integrate a knowledge management component into this system to bring the lessons learned from projects deemed innovative, from the local and regional levels to the levels of planners and political decision-makers in the country.

The current UNDP M&E system meets the minimum requirements for traditional reporting on project implementation. However, this system needs to be strengthened so that it can provide information based on concrete data and analysis on the outcome and impact or benefits of UNDP interventions in order to inform decision-making during programme implementation and maintain donor confidence. Also, it is desirable to readjust the results framework with outcome indicators articulated in a way that allows to capture the contribution of output results to outcome to allow assessing transformational changes. UNDP must pay particular attention to the importance of data collection through greater involvement of the M&E officers of the UN partner agencies in monitoring data analysis while implementing joint programmes.

UNDP should make an inventory and systematically capitalize on its experiences and results achieved in Haiti, identifying the areas where gaps exist. It is essential to consolidate the results and lessons learned from projects to optimize experiences and progress and continue the role of providing strategic advice on programmatic aspects. In general, theories of change appropriate for the respective thematic areas and projects as well as M&E systems should be designed in such a way as to encourage active learning. The knowledge thus gathered could be shared with national partners, project beneficiaries and the public through a user-friendly communication mechanism, with a greater emphasis on positive changes resulting from UNDP interventions.

Management Response: [Added: 2021/06/21] [Last Updated: 2021/10/27]

The country office fully accepts the recommendation and is considering building up its monitoring and evaluation system aligned to the theory of change of the future CPD while fitting with One UN ongoing M&E system in the country.  

Key Actions:

Key Action Responsible DueDate Status Comments Documents
4.2 Capitalisation systématique des expériences et résultats en Haïti par le biais de mécanismes dynamiques de partage et de diffusion de connaissances favorables à l’apprentissage actif, à la prise de décisions, et à la mise en œuvre de la théorie du changement en vue d’un cercle vertueux de développement durables.
[Added: 2021/10/27]
Management Support Unit (MSU) 2022/06 Initiated La mise en place et la contribution d’outils d’aide à la décision stratégiques tels CRD, UNINFO a vocation à renforcer le partage et la systématisation des expériences
4.1 Renforcement du système de suivi-évaluation axé davantage sur les résultats, favorable aux analyses sur les effets et impacts ou bénéfices du Programme Intégration du suivi-évaluation dans le contexte d’implémentation en lien avec les agences partenaires du SNU
[Added: 2021/10/27]
Management Support Unit (MSU) 2023/12 Not Initiated Mise en place de mécanismes d’appuis au Programme et soutien à la programmation intégrée et le renforcement des capacités organisationnelles en
5. Recommendation:

UNDP should accelerate its efforts to strengthen the gender dimension of its programming and further support the structuration and capacities of women as agents of change which could bring a new dynamic in the consolidation of the social fabric and also the network of women’s associations at the municipal level by bringing together all the potential public or private actors. UNDP should continue to advocate for the participation of women in governance and mechanisms for the consolidation of peace, social cohesion and the protection of women’s rights, for example by promoting the active participation of women in community exchange structures or spaces for dialogue between the national police and the population.

UNDP should strengthen collaboration with civil society partners, especially feminist organizations. It must also continue efforts to support the economic empowerment of women. In the area of resilience, a participatory vulnerability assessment with particular attention to gender specificities could be useful in identifying key issues for gender equality and women’s empowerment and to inform the choices of disaster risk reduction and climate change adaptation strategies for this vulnerable group.

Management Response: [Added: 2021/06/21] [Last Updated: 2021/10/27]

The country office fully accepts the recommendation as the gender dimension has increasingly been integrated for the last two years in all the new projects and Programme with the support of a dedicated staff. Thus said, despite being in a transitioning year for its future CPD, CO all new projects are systematically gender-oriented.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
5.1 Plaidoyer en faveur de la participation des femmes à la gouvernance et aux mécanismes de consolidation de la paix, de la cohésion sociale et de la protection des droits des femmes, l’inclusion économique des femmes. Consolidation du diagnostic participatif des enjeux clés pour l'égalité des sexes et l'autonomisation des femmes en lien avec la résilience en vue d’éclairer les choix des stratégies de réduction des risques de catastrophes et de l’adaptation au changement climatique pour ce groupe vulnérable.
[Added: 2021/10/27]
Unité Gouvernance 2022/06 Initiated Portefeuille gender-oriented qui fait de la participation des femmes un des leviers du développement à travers une batterie d’approches, de stratégies et d’actions pour favoriser leur inclusion effective dans les actions de développement

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