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Evaluation of UNDP Suriname Country Programme 2017-2021 »
Management Response
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Evaluation of UNDP Suriname Country Programme 2017-2021
| Commissioning Unit: | Suriname |
|---|---|
| Evaluation Plan: | 2017-2021 |
| Evaluation Type: | Country Programme Evaluation |
| Completion Date: | 06/2021 |
| Unit Responsible for providing Management Response: | Suriname
|
| Documents Related to overall Management Response: |
Key Action Update History
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1. Recommendation:
- 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.
- 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;
- Determine the potential sources of funding in advance to avoid overambitious outcomes and outputs, which cannot be implemented because of the lack of funds;
- Identify the areas of greatest political sensitivity and risk and seek alliances to build alternative proposals;
- 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:
- 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.
- 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:
- 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.
- 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;
- 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:
- 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.
- Consider the concept of attribution/contributing, when developing the CPD outputs, to ensure the coherence and alignment with outcomes;
- 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:
- 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.
- 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;
- 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;
- Carry out regular training on Results-Based Management and ensure timely planning and accountability;
- 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:
- 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.
- Ensure continuous monitoring of progress according to the Theory of Change and risk analysis;
- 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:
- Relevance, Effectiveness, Efficiency, Sustainability: Improve the visibility and strategic positioning by increasing the communication and awareness on UNDP mandate, focus and programme portfolio.
- 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;
- 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;
- Allocate funds for communication and public relations and outreach activities
- 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:
- Efficiency, Effectiveness: Strengthen the HR capacity in the area of SD and DG.
- 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:
- Sustainability: Strengthen sustainability strategies in projects and for the CPD
- 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 |