This chapter presents the conclusions of the evaluation on the performance and contributions of UNDP to development results in Haiti, the recommendations and the management response.
3.1 Conclusions Conclusion 1. UNDP enjoys a good reputation and remains a credible partner in Haiti. It benefits from a strategic positioning and a close and trusted relationship with the national authorities. However, the dispersed nature of its projects and the occasional lack of thematic integration and synergistic complementarities between its interventions have prevented a better contribution of the country programme to national development results. Some partners believe that UNDP could play a more central role in the country’s strategic planning to initiate higher-level changes. UNDP has established itself as a privileged partner of national authorities, which often solicit its support in strategic areas. UNDP is strategically positioned vis-à-vis the Government at the national level through the support it provides in the implementation of projects and the provision of strategic and technical advice. This support was an opportunity for UNDP to consolidate its positioning and its role of helping the Government to address the challenges related to poverty reduction, good governance, risk and disaster management and resilience. UNDP has also established partnerships with donors and other UN agencies which have enabled it to mobilize resources and generate the synergies necessary to achieve certain results. However, some national partners believe that UNDP should engage more in strategic planning geared towards long-term transformation. UNDP has been able to quickly adapt some of its interventions to respond to some of the challenges generated by the Covid-19 pandemic. The confidence of the Government and international partners has enabled it to play a leading role in coordinating efforts to fight and mitigate the damage caused by the pandemic.
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UNDP portfolio in Haiti for this period is characterized by a dispersion of projects and themes. The dispersion and the occasional lack of thematic integration and synergistic complementarity between interventions have probably limited the impact of UNDP in Haiti. The programme currently lacks flexible and robust tools to generate appropriate learning in each thematic area and across different components. Therefore, due to the lack of an explicit theory of change to articulate how transformational change should occur in situations of post-disaster reconstruction and socio-political turmoil, the UNDP programme lacks tools for better planning the institutional governance and the development agenda. UNDP also lacks strategic communication to accompany and support the change to be produced by its country programme. Conclusion 2. UNDP support in the field of governance and the rule of law is part of the needed efforts to strengthen technical and organizational capacities intended to contribute to the institutional rebuilding, the consolidation of local governance and social cohesion. Promising results have been achieved. However, UNDP interventions seem more able to respond to immediate needs rather than be anchored in a long-term and holistic development perspective allowing to bring about transformational changes. Following the reconfiguration of the MINUSTAH and MINUJUSTH missions and the establishment of BINUH, UNDP inherited the complex space of support for justice, the rule of law and the reduction of community violence. The multi-agency approach through joint programmes with other UN agencies makes it possible to work in a multi-sector manner. Promising results have been achieved in terms of strengthening local governance and the rule of law, improving citizen participation and social cohesion. It is likely that the programme will achieve the expected results by the end of the programming period apart from those related to the electoral process which is dependent on political decision.
INDEPENDENT COUNTRY PROGRAMME EVALUATION: HAITI
