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Independent Country Programme Evaluation: Haiti Annexes
Contents
ANNEX 1. TERMS OF REFERENCE ............................................. 2
ANNEX 2. EVALUATION FRAMEWORK ................................... 14
ANNEX 3. PEOPLE CONSULTED .............................................. 17
ANNEX 4. DOCUMENTS CONSULTED ..................................... 24
ANNEX 5. STATUS OF COUNTRY PROGRAMME OUTCOME AND
OUTPUT INDICATORS ............................................................ 29
ANNEX 6. PROJECT LIST ......................................................... 39
1ANNEX 1. TERMS OF REFERENCE
INTRODUCTION
The Independent Evaluation Office (IEO) of the United Nations Development Programme (UNDP) conducts
independent country programme evaluations (ICPEs), previously called “Assessment of Development
Results) (ADRs) to capture and demonstrate evaluative evidence of UNDP’s contributions to development
results at the country level, as well as the effectiveness of UNDP’s strategy in facilitating and leveraging
national efforts for achieving development results. The purpose of an ICPE is to:
- Support the development of the next UNDP Country Programme Document
- Strengthen accountability of UNDP to national stakeholders
- Strengthen accountability of UNDP to the Executive Board
ICPEs are independent evaluations carried out within the overall provisions contained in the UNDP
Evaluation Policy.1 The IEO is independent of UNDP management and is headed by a Director who reports
to the UNDP Executive Board. The responsibility of IEO is two-fold: (i) provide the Executive Board with
valid and credible information from evaluations for corporate accountability, decision-making and
improvement; and (ii) enhance the independence, credibility and utility of the evaluation function and its
coherence, harmonization and alignment in support of United Nations reform and national ownership.
Based on the principle of national ownership, IEO seeks to conduct ICPEs in collaboration with the national
authorities where the country programme is implemented.
This is the first ICPE for Haiti and will be conducted in 2020 towards the end of the current UNDP
programme cycle of 2017-2021, with a view to contributing to the preparation of UNDP’s new programme
starting from 2022. The ICPE will be conducted in close collaboration with the Government of Haiti, UNDP
Haiti country office, and UNDP Regional Bureau for Latin America and the Caribbean.
NATIONAL CONTEXT
Haiti is a country located on the island of Hispaniola in the Caribbean Sea. It occupies one third of the island
which it shares with the Dominican Republic.
On January 2010, Haiti's capital, Port-au-Prince, was struck by an earthquake of magnitude 7. The
earthquake killed an estimated 230,000 people and displaced 1.5 million. It resulted in damages and losses
of US$7.9 billion (120 percent of GDP) and in US$11.3 billion in estimated reconstruction needs2. The
disaster exacerbated Haiti’s many preexisting development challenges as well as most of its socioeconomic
indicators. Compounding these challenges, cholera broke out in 2010, sickening 760,000 people and killing
almost 9,000. Intensified control efforts—including an ambitious vaccination campaign—have resulted in
a significant decline in cases, from more than 41,000 suspected cases and 440 deaths in 2016, to over 3,000
suspected cases and 37 deaths from January through August 20183, and there have been no laboratory-
confirmed cases since January 2019.
1 http://web.undp.org/evaluation/documents/evaluation-policy.pdf.
2 Country Partnership Framework (2015), World Bank
3 Haiti’s Political and Economic Conditions (2020), Congressional research service
2Haiti is the poorest country in the western hemisphere. Almost 60 percent of Haiti’s population, 6.3 million
people, remain poor, and 2.5 million, extremely poor. Poverty incidence is highest and deepest in rural
areas4 where 48.1 percent of the population lives5. Haiti’s annual population growth remains high, at 1.3
percent6. Inequality in Haiti is also the highest in the Americas with a Gini indicator at 0.6 7.
In 2019, Haiti ranked 169th out of 189 countries on Human Development Index (9.5 expected years of
schooling and 2.4 percent of GDP expenditure in education, 63.7 life expectancy at birth with a GDP
expenditure in health of 5.4 percent). The country is also severely affected by HIV (2.2 percent of adults
between the ages of 15-49).
After a 5.3 percent contraction in GDP in 2010 due to the earthquake, Haiti experienced a growth rate
averaging 2.8 percent, from 2011 to 2017, spurred in part by high levels of reconstruction aid and
remittances. According to the IMF, the growth projection for 2020 is 1.7 percent 8. Indeed, the situation
has deteriorated in 2019. The political instability has hindered Haiti’s economic development. The country
has experienced rapid currency depreciation (close to 30 percent), high levels of inflation (close to 20
percent), and a contraction in GDP. The fiscal deficit narrowed compared to the previous year (projected
at 2.9 percent) but it has been achieved through drastic cuts in capital investment and social
programmes. Energy subsidies represent a large fiscal burden estimated at some 3.5 percent of GDP. 9
The structure of production of the Haiti’s economy is still dominated by agriculture (70 percent of working
population and less than 25 percent of GDP). Youth unemployment is a destabilizing factor that affects 30
percent of people aged between 15-24 and that contribute to propagation of armed gangs and criminal
networks.
Haiti made significant progress in improving governance prior to the 2010 earthquake, but recovery since
then has been slow. Democratic institutions remain weak and stability fragile10. Over the past couple of
years, public protests requested the government to do more to fight corruption. The Senate’s Special
Commission of Investigation released a report detailing alleged fraud by current and former Haitian officials
in loans from Venezuela’s PetroCaribe discounted oil programme. The report was received with street
protests against corruption. According to the corruption perception index11, Haiti ranks 161 of 180
countries.
Excellency M. Jovenel Moïse was inaugurated as president on February 7, 2017, marking a return to
constitutional order after having been without an elected president from February 2016 to February 2017.
In September 2017, the president’s budget for 2018 was approved, which included several tax increases.
The public greeted these tax increases with violent street protests. In 2018, decision to end oil subsidies
also sparked massive protests and the worst political and social unrest the country has seen in years.
Several other similar lockdown movements lasting several weeks and even months, calling for the
resignation of President Jovenel Moise, and more recently, schools were closed between September and
December 2019. Population distrust in their government remains high with a participation in election
below 25%, compared to 60% in 2006 election 12. In October 2019 legislative elections were not held
exacerbating political instability, and this in addition to the legislature’s mandate expiring in January 2020.
4 Poverty assessment (2015), World Bank
5 Country Programme Document (2017), UNDP
6 UNDP, ibid
7 Human Development Index (2019), UNDP
8 Haiti, country at a glance, IMF
9 Haiti overview (2019), World Bank
10 Haiti’s Political and Economic Conditions (2020), Congressional research service
11 Corruption perception index (2018), Transparency International
12 Addendum au bilan commun de pays (2020), UN
3As a result, President Moïse is now ruling by decree. Although attempts were made for a national dialogue
between October and February, tension between the executive and legislative continued, and in early
March 2020, President Moise appointed a new government, led by Prime Minister Joseph Jouthe. The next
presidential elections are due in 2021 and are expected to be volatile. 13
Political instability and weak economic recovery facilitated the resurgence of gang violence leading to
further instability in Haiti.14 An aggravating factor is Haiti geographical position. Haiti is a transit point for
cocaine from South America and marijuana from Jamaica headed to U.S. and other markets.15 According
to the United Nations Mission for Justice Support in Haiti (MINUJUSTH), 159 gangs are actives in Haiti in
2019. The general security situation has become unpredictable, and crime levels are high.16 While the
capacity of the Haitian National Police has improved in recent years (expanded from 3 000 in 2004 to
15 000 in 2018), the recent exchange of gunfire between protesting police officers and soldiers of the
recently reinstated Haitian Armed Forces on February 23 could lead to a fragmentation of security forces
and a further deterioration of the security situation.17
Haiti is one of the most exposed countries in the world to natural hazards and the country remains
vulnerable. More than 96 percent of the population is exposed to hurricanes, floods and
earthquakes. Recovery efforts continue more than three years after Hurricane Matthew (2016), which
caused losses and damages estimated at 32 percent of 2015 GDP18. From 1994-2013, Haiti was considered
the third most affected country by extreme weather events in terms of lives lost and economic damages 19.
Climate change is expected to exacerbate the risk of hazards by increasing the frequency and/or intensity
of extreme events and thus further increasing Haiti’s vulnerability. Climate change may also reduce
agricultural productivity and pose a significant threat to food security (70 percent of the population is
currently affected by food security20 and 5.5 percent of the population is dependent of humanitarian aid21).
Extensive use of wood fuels has caused massive deforestation and soil erosion (in 2012, 92.7 percent of
the population used wood for cooking22), worsening the impacts of disasters related to climate change.
Haiti is also facing a new challenge brought by the COVID-19 outbreak. Fifteen cases were confirmed within
its borders at the end of March 2020. The Government announced a number of measures to slow the
spread of COVID-19, including the implementation of a curfew, temporally closing its border including
commercial flights and closing schools, universities, and factories. Nevertheless, the weak health structure
of the country makes it very challenging for the Government to respond to the COVID-19 crisis.
Though Haiti is close to achieving gender equality in primary and secondary education, women and girls
have far much less access to justice, economic opportunity and maternal health. Evidence from the 2015
Poverty Assessment showed that women and girls in Haiti face significant obstacles when accumulating
assets (women are 20 percent more likely to be unemployed, face greater economic insecurity and earn
32 percent less than men). Women also are more likely to be illiterate and register lower education and
health outcomes. Only 4 percent of all parliamentary seats are occupied by women, placing Haiti 136th of
13 Congressional research service, ibib
14 World report (2019), Human Rights Watch
15 Department of State’s 2019 International Narcotics Control Strategy Report
16 Safety and security (2019), gov.uk
17 Haitian Police and Army Gunfire Exchange Indicates Potential Fragmentation of Security Forces, Raising Civil War Risks (2020),
IHS Global Insight Daily Analysis
18 World Bank, ibid
19 Global Facility for Disaster Reduction and Recovery on Haiti,
20 Country Program Document (2017), UNDP
21 Addendum au bilan commun de pays (2020), UN
22 UNDP, Ibid
4142 countries. In 2018, the country had a Gender Inequality Index of 0.620 and a gender development
index of 0.890.
UNDP PROGRAMME IN HAITI
The United Nations Stabilization Mission in Haiti (MINUSTAH) was established in 2004 to restore security
and stability, support the political process, strengthen government institutions and rule-of-law structures,
and promote and protect human rights. In 2017, the UN Security Council, in its resolution 2350 decided
that MINUSTAH would close on 15 October 2017, transitioning to a smaller follow up peacekeeping mission
(United Nations Mission for Justice Support in Haiti – MINUJUSTH) which would support government
efforts to strengthen rule of law institutions, further develop the Haitian National Police and engage in
human rights monitoring, reporting and analysis. MINUJUSTH completed its mandate on 15 October 2019,
putting an end to 15 consecutive years of peacekeeping operations in the country. The UN Security Council,
in its resolution 2476 of 25 June 2019, established the United Nations Integrated Office in Haiti (BINUH), a
special political mission working on strengthening political stability and good governance, advancing a
peaceful and stable environment, including through supporting an inclusive inter-Haitian national dialogue,
and protecting and promoting human rights. The activities of the mission are integrated with those of the
19 agencies, funds and programmes of the United Nations Country Team.
The UNDP country programme in Haiti for the period 2017-2021 is aligned with the United Nations
Sustainable Development Framework for Haiti (UNSDF) for the same period. The UNSDF 2017-2021
includes a total of 5 outcomes, with indicative resources amounted to around 1,085 million USD. The
humanitarian response is considered a crosscutting theme integrated in key interventions of the 5
outcomes. UNDP is involved in all 5 outcomes but plays a lead role in 3: (i) democratic governance and rule
of law; (ii) poverty reduction; and (iii) reducing vulnerability and strengthening resilience, with a total of 10
outputs. UNDP plans to partner with the UN mission to further its activities. It also plans to partner with
several UN agencies and other organizations in different initiatives and interventions.
In the area of democratic governance and rule of law, UNDP plans to pursue three priority areas of work:
(a) institutional strengthening of the public administration and local governance for fairer access
throughout the country to basic services, livelihood opportunities and territorial development; (b)
strengthening the rule of law and human rights through interventions on citizen security, justice, the
national police, prison management, and access to justice and legal aid; and (c) increased citizen
participation in more credible democratic processes, including support for the modernization of civil status.
This is an area where UNDP plans to build on the progress in terms of stabilization through MINUSTAH. In
2016, UNDP launched a joint Rule of Law programme in Haiti with the participation of MINUSTAH, UNICEF
and UN Women, aiming at pooling efforts and resources to support the area of rule of law (reducing
community violence and increasing access to justice, especially for minors and women) in a context marked
by the transition. Integration efforts are a major feature of UNDP’s work in democratic governance and
rule of law.
With regard to poverty reduction, UNDP plans to work in three areas: (a) inclusive growth (employment,
support to small and medium-sized enterprises, development of value chains focusing on traditional
Haitian products); (b) social inclusion (supporting the Ministry of Planning, the Haitian Statistics Institute
5and the Observatory Unit on Poverty and Social Exclusion to better direct public policies towards the most
vulnerable, with a focus on social protection); and (c) strengthening of the agricultural sector (institutional
capacity building to transform the sector, including through initiatives for better access to small-scale
irrigation).
In the area of reducing vulnerability and strengthening resilience, UNDP plans to work on environment and
disaster risk reduction, promoting the mainstreaming of environmental considerations into strategies,
policies and development programmes, placing emphasis on ecosystem resilience and services, pursuing
advocacy and awareness/education on the challenges of conservation and responsible natural resources
management, and strengthening national and local capacities to collect and use information on climate
risk and disseminate hydro-meteorological and environmental warnings, including the development of a
system for monitoring progress and analyzing risks, and the establishment of a national database on
disaster-related loss and damage.
The UNSDF outcomes which UNDP is involved in, UNDP programme outputs and indicative resources are
summarized in the following table:
Table 1: UNSDF outcomes which UNDP is involved in, UNDP programme outputs and indicative
resources (2017-2021)
Indicative resources
UNSDF outcomes which UNDP is involved in and UNDP country programme (US$ thousands)
outputs Regular Other
resources resources
Outcome 1: The public Output 1: The capacities of State legal institutions
institutions and civil are reinforced, allowing women and men to enjoy
society improve the rule greater access to formal justice and a safe
of law and environment
decentralization for Output 2: The functions, financing and capacities of
good governance at all subnational institutions are strengthened in order
decision-making levels to provide basic services and respond to the
population’s needs 4,100 22,300
Output 3: Subnational development plans are
gender-sensitive and in line with the Sustainable
Development Goals
Output 4: Mechanisms, instruments and spaces of
communication, dialogue and interaction between
the State and citizens to increase citizen control are
in place and operational
Total outcome 1 26,400
6Outcome 2: The Output 1: The available options for inclusive and
population, particularly sustainable social protection are operational and
the most vulnerable, supported
have equitable access to Output 2: Women and youth benefited from
livelihoods, decent facilitated access to economic opportunities,
“green” jobs and including in the formal job market
7,300 99,400
productive resources to Output 3: National and territorial agricultural
reduce poverty in all of institutions are operational in order to carry out in-
its forms, within a depth transformation of agricultural production
favorable and inclusive methods, which would be both sustainable and
socio-economic and employment- and income-generating
cultural environment
Total outcome 2 106,700
Outcome 3: National, Output 1: National actors have the knowledge,
regional and local capacities and necessary tools to improve natural
institutions and civil resources management and risk reduction and
society improve the management
management of rural Output 2: Mechanisms and partnerships are set up
and urban areas, to promote sustainable models of production,
agriculture and the distribution and consumption
environment, and Output 3: The capacities of public administrations 5,842 62,200
mechanisms for to enforce the application of environmental norms
preventing and reducing and good practices are strengthened
risks in order to improve
the resilience of the
population to natural
disasters and to climate
change
Total outcome 3 68,042
Grand total 201,142
Source: UNDP Haiti Country Programme Document 2017-2021
SCOPE OF THE EVALUATION
ICPEs are conducted in the penultimate year of the ongoing UNDP country programme in order to feed
into the process of developing the new country programme. The ICPE will focus on the present programme
cycle (2017-2021) while taking into account interventions which may have started in the previous
programme cycle (2013 - 2016) but continued for a few more years into the current programme cycle.
As a country-level evaluation of UNDP, the ICPE will focus on the formal UNDP country programme
approved by the Executive Board but will also consider any changes from the initial CPD during the period
under review. The ICPE covers interventions funded by all sources of finance, core UNDP resources, donor
funds, government funds, etc. It is important to note that a UNDP country office may be involved in a
number of activities that may not be included in a specific project. Some of these “non-project” activities
may be crucial for advancing the political and social agenda of a country. The ICPE will also capture UNDP’s
integration efforts and collaboration with the UN missions (MINUSTAH, MINUJUSTH, BINUH).
7Special efforts will be made to capture the role and contribution of UNV and UNCDF through undertaking
joint work with UNDP. This information will be used for synthesis in order to provide corporate level
evaluative evidence of performance of the associated fund and programme.
METHODOLOGY
The evaluation methodology will adhere to the United Nations Evaluation Group (UNEG) Norms &
Standards.23 The ICPE will address the following three main evaluation questions. 24 These questions will
also guide the presentation of the evaluation findings in the report.
1. What did the UNDP country programme intend to achieve during the period under review?
2. To what extent has the programme achieved (or is likely to achieve) its intended objectives?
3. What factors contributed to or hindered UNDP’s performance and eventually, to the sustainability
of results?
To address question 1, a Theory of Change (ToC) approach will be used in consultation with stakeholders,
as appropriate, to better understand how and under what conditions UNDP’s interventions are expected
to lead to democratic governance, poverty reduction and strengthened resilience in the country.
Discussions of the ToC will focus on mapping the assumptions behind the programme’s desired change(s)
and the causal linkages between the intervention(s) and the intended country programme outcomes.
As part of this analysis, the progression of the programme over the review period will also be examined. In
assessing the CPD’s progression, UNDP’s capacity to adapt to the changing governance, economic and
humanitarian context in Haiti (including the political crisis since July 2018, the deteriorating security
situation and economic situation due to political and institutional instability, the transition from MINUSTAH
to MINUJUSTH and BINUH, and UNDP’s collaboration with these missions, etc.) and respond to national
development needs and priorities will also be looked at.
The effectiveness of UNDP’s country programme will be analyzed in response to evaluation question 2.
This will include an assessment of the achieved results and the extent to which these results have
contributed to the intended CPD objectives and responded to the Government's priorities. In this process,
both positive and negative, direct and indirect as well as unintended results will be identified.
To better understand UNDP’s performance, the specific factors that influenced - positively or negatively -
UNDP’s performance and eventually, the sustainability of results in the country will be examined in
response to evaluation question 3. In addition to country-specific factors that may explain UNDP’s
performance, the utilization of resources to deliver results (including managerial practices), the extent to
which the CO fostered partnerships and synergies with other actors (including through south-south and
triangular cooperation), and the integration of gender equality and women’s empowerment in design and
implementation of the CPD are some of the aspects that will be assessed under this question.
23 http://www.uneval.org/document/detail/1914
24The ICPEs have adopted a streamlined methodology, which differs from the previous ADRs that were structured according to
the four standard OECD DAC criteria. More detailed sub-questions will be developed during the desk review phase of the
evaluation.
8DATA COLLECTION
Assessment of existing data and data collection constraints. An assessment was carried out for each
outcome area to ascertain the available information, identify data constraints, to determine the data
collection needs and methods. The assessment outlined the level of evaluable data that is available. The
assessment indicated that there were seven decentralized evaluations undertaken during the period from
2017 to present, which were all project evaluations. Six of the decentralized evaluations were quality-
assessed by IEO: one report was rated as satisfactory (rating of 5), three reports were rated as moderately
satisfactory (rating of 4), one report was rated as moderately unsatisfactory (rating of 3) and one report
was rated as unsatisfactory (rating of 2). Where the quality was acceptable, the evaluations will serve as
inputs into the ICPE. The majority of projects have project documents, and some annual progress reports
are available. Overall, the programme has sufficient information to conduct the ICPE.
With respect to indicators, the CPD list 10 indicators for the 3 outcome results, and 27 indicators to
measure the 10 outputs, with baseline and targets. To the extent possible, the ICPE will seek to use these
indicators to better understand the intention of the UNDP programme and to measure or assess progress
towards the outcomes. The indicators mostly indicated national statistics, and reports of various ministries
as data sources, and the evaluation’s ability to measure progress against these indicators will therefore
depend on national statistical capacities, including the periodicity of the national data system and the
availability of disaggregated data by age, sex, geographic area, etc.
It is also important to note that UNDP projects that contributed to different outcomes are at different
stages of implementation, and therefore it may not always be possible to determine the projects’
contribution to results. In cases where the projects/initiatives are still in their initial stages, the evaluation
will document observable progress and seek to ascertain the possibility of achieving the outcome given the
programme design and measures already put in place.
Regarding field work, due to the volatile security situation of the country (currently the security level of
the capital Port-au-Prince is defined as level 3 (moderate) by UNDSS), there might be some restrictions on
the evaluation team’s ability to travel in the city and in different parts of the country. The evaluation team
will work closely with the CO and consult UNDSS in determining the necessary security measures and the
sites for field visits.
Data collection methods: The evaluation will use data from primary and secondary sources, including desk
review of documentation and information and interviews with key informants, including beneficiaries,
partners and managers. An advance questionnaire will be administered to the country office before the
data collection mission in the country. A multi-stakeholder approach will be followed and interviews will
include government representatives, civil-society organizations, private-sector representatives, UN
agencies, multilateral organizations, bilateral donors, and beneficiaries of the programme. Focus group
discussions will be used to consult some groups of beneficiaries as appropriate.
The evaluation team will also undertake field visits to selected project sites to observe the projects first-
hand. It is expected that regions where UNDP has a concentration of field projects (in more than one
outcome area), as well as those where critical projects are being implemented will be considered. There
should be a coverage of all outcome areas. The coverage should include a sample, as relevant, of both
successful projects and projects reporting difficulties where lessons can be learned, both larger and smaller
pilot projects, as well as both completed and active projects.
9The IEO and the country office have identified an initial list of background and programme-related
documents which is posted on an ICPE SharePoint website. The following secondary data will be reviewed,
among others: background documents on the national context, documents prepared by international
partners during the period under review and documents prepared by UN system agencies; programme
plans and frameworks; progress reports; monitoring self-assessments such as the yearly UNDP Results
Oriented Annual Reports; and evaluations conducted by the country office and partners.
In line with UNDP’s gender mainstreaming strategy, the ICPE will examine the level of gender
mainstreaming across all of UNDP Haiti programmes and operations. Gender disaggregated data will be
collected, where available, and assessed against its programme outcomes.
Validation. The evaluation will use triangulation of information collected from different sources and/or by
different methods to enhance the validity of findings.
Stakeholder involvement: A participatory and transparent process will be followed to engage with multiple
stakeholders at all stages of the evaluation process. During the initial phase a stakeholder analysis will be
conducted to identify all relevant UNDP partners, including those that may have not worked with UNDP
but play a key role in the outcomes to which UNDP contributes. This stakeholder analysis will serve to
identify key informants for interviews during the main data collection phase of the evaluation, and to
examine any potential partnerships that could further improve UNDP’s contribution to the country.
MANAGEMENT ARRANGEMENTS
Independent Evaluation Office of UNDP: The UNDP IEO will conduct the ICPE in consultation with the
UNDP Haiti Country Office, the Regional Bureau for Latin America and the Caribbean and the Government
of Haiti. The IEO Lead Evaluator will lead the evaluation and coordinate the evaluation team. The IEO will
meet all costs directly related to the conduct of the ICPE.
UNDP Country Office in Haiti: The country office will support the evaluation team to liaise with key
partners and other stakeholders and ensure that all necessary information regarding UNDP’s programmes,
projects and activities in the country is available to the team, and provide factual verifications of the draft
report on a timely basis. The country office will provide the evaluation team in-kind organizational support
(e.g. arranging meetings with project staff, stakeholders, beneficiaries; assistance for project site visits).
To ensure the independence of the views expressed, country office staff will not participate in interviews
and meetings with stakeholders held for data collection purposes. The country office will jointly organize
the final stakeholder meeting, ensuring participation of key government counterparts, through a
videoconference with the IEO, where findings and results of the evaluation will be presented. Additionally,
the country office will support the use and dissemination of the final outputs of the ICPE process.
UNDP Regional Bureau for Latin America and the Caribbean (RBLAC): RBLAC will support the evaluation
through information sharing and will also participate in discussions on emerging conclusions and
recommendations.
Evaluation Team: The IEO will constitute an evaluation team to undertake the ICPE. The IEO will ensure
gender balance and take into account the country's working language (French) in the team which will
include the following members:
10• Lead Evaluator (LE): IEO staff member with overall responsibility for managing the ICPE, including
preparing for and designing the evaluation (i.e. the present ToR) as well as selecting the evaluation
team and providing methodological guidance. The LE will be responsible for the synthesis process
and the preparation of the draft and final evaluation reports. The LE will be backstopped by
another evaluator also from the IEO.
• Associate Evaluator (AE): The AE will support the LE in the preparation and design of the evaluation,
including background research and documentation, the selection of the evaluation team, and the
synthesis process. The AE will review the draft report and support the LE in other aspects of the
ICPE process as may be required.
• Consultants: 3 consultants (international and national) will be recruited and will be responsible for
the outcome areas. Under the guidance of LE, they will conduct preliminary research and data
collection activities, prepare outcome analysis, and contribute to the preparation of the final ICPE
report.
The roles of the different members of the evaluation team can be summarized in Table 2.
Table 2: Data collection responsibilities by outcome areas
Outcome Report Data collection
Democratic governance and rule of law
Consultant/LE Consultant/LE
(outcome 1)
Poverty reduction (outcome 2) Consultant/ALE Consultant/ALE
Reducing vulnerability and strengthening
Consultant/LE/ALE Consultant/LE/ALE
resilience (outcome 3)
General strategic and management issues LE/ALE LE/AE/consultant
EVALUATION PROCESS
The evaluation will be conducted according to the approved IEO process. The following represents a
summary of the five key phases of the process, which constitute the framework for conducting the
evaluation.
Phase 1: Preparatory work. The IEO prepares the ToR and the evaluation design, including an overall
evaluation matrix. Once the TOR is approved, additional evaluation team members, comprising
international and/or national development professionals will be recruited. The IEO starts collecting data
and documentation internally first and then filling data gaps with help from the UNDP country office.
Phase 2: Desk analysis. Evaluation team members will conduct desk review of reference material, and
identify specific evaluation questions, and issues. Further in-depth data collection will be conducted, by
administering an advance questionnaire and interviews (via phone, Skype, etc.) with key stakeholders,
including country office staff. Based on this, detailed evaluation questions, gaps and issues that require
validation during the field-based phase of the data collection will be identified.
Phase 3: Field-based data collection. During this phase, the evaluation team undertakes a mission to the
country to engage in data collection activities. The estimated duration of the mission is around 2-2.5 weeks.
The evaluation team will liaise with CO staff and management, key government stakeholders and other
11partners and beneficiaries. At the beginning of the field mission, the evaluation team will hold a kick-off
meeting at the CO to introduce the evaluation, its objectives and process to ensure good understanding
and involvement. At the end of the mission, the evaluation team will hold a debrief presentation of the key
preliminary findings at the CO. Efforts have been made to coordinate the timing of the evaluation mission
with the audit mission by the Office of Audit and Investigation, planned to take place in the period of 22
June – 4 July 2020. Overlapping the evaluation and the audit missions to have some joint meetings in the
country will facilitate sharing of information, minimizing any duplication in data collection efforts between
IEO, OAI and the CO itself, thus enhancing the efficiency of both exercises.
Phase 4: Analysis, report writing, quality review and debrief. Based on the analysis of data collected and
triangulated, the LE will undertake a synthesis process to write the ICPE report. The draft will first be subject
to peer review by IEO and its Evaluation Advisory Panel. Once the draft is quality cleared, it will be
circulated to the country office and the UNDP Regional Bureau for Latin America and the Caribbean for
factual corrections. The second draft, which takes into account any factual corrections, will be shared with
national stakeholders for further comments. Any necessary additional corrections will be made and the
UNDP Haiti country office will prepare the management response to the ICPE, under the overall oversight
of the regional bureau.
The report will then be shared at a final debriefing where the results of the evaluation are presented to
key national stakeholders. The way forward will be discussed with a view to creating greater ownership by
national stakeholders with respect to the recommendations as well as to strengthening accountability of
UNDP to national stakeholders. Taking into account the discussion at the stakeholder event, the evaluation
report will be finalized and published.
Phase 5: Publication and dissemination. The ICPE report will be written in English. It will follow the
standard IEO publication guidelines. For better engagement of the national partners in the process and
better utilization of the final report at the national level, arrangements will be made for the translation of
the report into French as needed. The ICPE report will be widely distributed in both hard and electronic
versions. The evaluation report will be made available to UNDP Executive Board by the time of approving
a new Country Programme Document. It will be widely distributed by the IEO within UNDP as well as to
the evaluation units of other international organisations, evaluation societies/networks and research
institutions in the region. The Haiti country office and the Government of Haiti will disseminate to
stakeholders in the country. The report and the management response will be published on the UNDP
website25 as well as in the Evaluation Resource Centre. The Regional Bureau for Latin America and the
Caribbean will be responsible for monitoring and overseeing the implementation of follow-up actions in
the Evaluation Resource Centre.26
25 web.undp.org/evaluation
26 erc.undp.org
12TIMEFRAME FOR THE ICPE PROCESS
The timeframe and responsibilities for the evaluation process are tentatively27 as follows in Table 3:
Table 3: Tentative timeframe for the ICPE process going to the Board in September 2021
Activity Responsible party Proposed timeframe
Phase 1: Preparatory work
TOR completed and approved by IEO Director LE March 2020
Selection of consultant team members LE April 2020
Notification and Identification of the institutions & LE/CO April/May
partners to be met
Phase 2: Desk analysis
Preliminary desk review of reference material Evaluation team March-April 2020
Advance questionnaires to the CO LE/AE/CO April 2020
Phase 3: Field-based data collection
Mission to Haiti LE/AE/Consultants 22 June – 4 July 2020
Phase 4: Analysis, report writing, quality review and
debrief
Analysis of data and submission of background Consultants July – August 2020
papers
Synthesis and report writing LE/AE August-September 2020
Zero draft for internal IOE clearance/EAP comments LE October 2020
First draft to CO/RBLAC for comments LE/CO/RBLAC End October 2020
Second draft shared with the government, key LE/CO/GOV End November 2020
donors and national stakeholders
Draft management response CO November-December
2020
Stakeholder workshop via videoconference IEO/CO/RBLAC December 2020
Phase 5: Publication and dissemination
Editing and formatting IEO January 2021
Final report and evaluation brief IEO January 2021
Dissemination of the final report IEO February 2021
27 The timeframe, indicative of process and deadlines, does not imply full-time engagement of evaluation team during the period.
13ANNEX 2. EVALUATION FRAMEWORK
Evaluation Data collection methods and
Sub-questions Data/Info to be collected Data analysis (e.g.)
Questions tools (e.g.)
UNDP’s specific areas of work and Desk/literature review of Map a theory of change to identify the
approaches for contribution under relevant documents (including logic, sequence of events and
CPD/UNDAF outcomes. problem analysis conducted by assumptions behind the proposed
UNDP’s interventions strategy, e.g. theory the CO) programme
of change that maps an expected pathway
of change, logic and assumptions, including Semi-structured interviews/ Problem/risk analysis of underlying
1.1 What are
plans detailing required financial resources group discussions with relevant development challenges
UNDP’s outcomes
and capacity for programme stakeholders conducted
as defined in the
implementation (and evidence of their remotely Stakeholders analysis
CPD?
EQ 1. What did the provision).
UNDP country Evidence of design tailored to meeting CO Questionnaire Survey SMART analysis of CPD indicators
programme intend development challenges and emerging Triangulate data collected from
to achieve during needs of the country. various sources and means (e.g. cross
the period under Evidence of design based on a clear and check interview data with desk review
review? comprehensive risks analysis. to validate or refute TOC).
1.2 If there have Evidence of existence and application of
been any changes relevant measures to respond to the
to the programme changes put and their
design and coordination/consistency across the
implementation implemented activities.
from the initial CPD,
what were they,
and why were the
changes made?
EQ 2. To what 2.1 To what extent Progress towards achievement of intended Desk/literature review of Contribution analysis against TOC
extent has the and with which objectives per sector (including a list of relevant documents assumptions
programme results did UNDP indicators chosen for the CPD and those
achieved (or is likely achieve its specific used for corporate reporting, baselines, Assessment of ROARs, GRES as Counterfactual analysis to check
to achieve) its objectives (CP targets; and status) well as indicators status to whether results could have been
intended outputs) as defined assess progress and trends delivered without UNDP
14objectives? in the CPD and Evidence of achievement of results within
other strategies (if the governance - poverty- Project QA data extraction Analysis of evaluations and audits;
different)? environment/energy-climate nexus
Semi-structured interviews/ Summary of outcome indicators and
Clear linkages between UNDP’s specific group discussions with relevant status
2.2 To what extent
interventions and UNDAF-defined outcome stakeholders conducted
did the achieved
level changes remotely Analysis of corporate surveys
results contribute
Evidence of contribution to GEWE
to the outcome?
Evidence of contributions to the SDGs CO Questionnaire Survey Trend analysis of ROARs & GRES
2.3 Were there Evidence of positive or negative, direct and
positive or indirect unintended outcomes derived from Project implementation reports Triangulate data collected from
negative, direct and UNDP’s interventions various sources and means.
indirect unintended
outcomes?
3.1 What Key factors affecting the results (Typology Project QA data extraction Completion of a template of ‘factors’
programme design of key factors to be created, e.g.): with analysis of ‘strength of influence
and • Degree of alignment with national Semi-structured interviews/ (extent the factors affect UNDP’s
implementation- priorities group discussions with relevant ability to achieve its objectives)’
related factors have • Programme focus/design and stakeholders (conducted Contribution analysis against TOC
EQ 3. What factors contributed to or implementation approach (e.g. mix of remotely)- focus on validating or assumptions; Counterfactual analysis
contributed to or hindered results? interventions, up/downstream, refuting lines of inquiry and to check whether results could have
hindered UNDP’s short/long-term, appropriateness of collecting perceptions and been delivered without UNDP
performance and 3.2 How have the indicators) observations on the “why” and Analysis of evaluations and audits;
eventually, to the key principles of the • Business environment to promote GEWE factors that influence or impede Analysis of corporate surveys
sustainability of Strategic Plan been • Use of partnerships (incl. UNV/UNCDF, effectiveness. Trend analysis of ROARs & GRES
results? applied to the PUNS, IFI, CSO, Private sector, think tanks) Tabulation of corporate surveys Cross-check interview data with desk
country • Innovation and knowledge management data review to validate or refute lines of
programme • Use of SSC to enhance results CO Questionnaire Survey inquiry – highlighting data on the
design28 • Measures to ensure efficient use of “why” and factors that influence or
resources impede effectiveness; (check for
• M&E capacity unintended outcomes);
28 As the CPDs under review may be based on the previous Strategic Plan (2014-2017), we should select a set of key principles reflected in both old and new Strategic Plan for our
purpose, to examine how they have been reflected in programme design and used to enhance the results). For example, in the new Strategic Plan 2018-2021, the key issues
include: (1) ‘Working in partnership’: i) Within UN System; and ii)Outside UNS (South-South; civil society; private sector; and IFIs); (2) ‘Helping to achieve the 2030 Agenda’; (3) ‘6
Signature Solutions’: i) Keeping people out of poverty; ii) Strengthen effective, accountable, inclusive governance; iii) enhance prevention and recovery for resilient society; iv)
promote nature-based solutions for sustainable plant; v) close the energy gap; and vi) strengthen gender equality; (4) ‘Improved business models (Performance; and Innovation)
15• ‘Social & Environment Standards’ (incl Triangulate data from desk review and
human rights, environment sustainability) interviews with survey to close gaps
• Project delivery modality (NIM/DIM) and findings
3.3 What • Level of capacity of partner
mechanisms were institutions/organisations/beneficiaries
put in place at the • Supported government policies and
design and mechanisms encourage continuation
implementation • Government mechanisms and budgets in
stage to ensure the place for managing, operating and
sustainability of maintaining set of supported institutional
results, given the measures
identifiable risks? • Evidence of appropriate sustainable
results at project level with typology of
“lessons learnt” and “best practices”
• Evidence of further funding and
implementation of activities following up
on results achieved with support of UNDP
16ANNEX 3. PEOPLE CONSULTED
Government of Haiti
ALTIDOR Nicole, Ministre MAST, Ministère des Affaires Sociales et du Travail (MAST)
ALY Jean Roudy, Office de Management des Ressources Humaines
ASTREL Joseph, Directeur Général MDE, Ministère de l'Environnement (MDE)
AUGUSTE Amoce, Directeur Général OPC, Office de Protection du Citoyen
BERNADEL Audain Fils, Ministre du MICT, Ministère de l'Intérieur et des Collectivités Territoriales
BRANLY Eugène, Directeur Général Ministère de l’Agriculture, des Ressources naturelles et du
Développement Rural (MARNDR)
CAZEAU Harmel, Directeur de la CNSA, Coordination Nationale de la Sécurité Alimentaire (CNSA)
CELESTIN Jean, Directeur de la Direction des projets sociaux, Fonds d’Assistance Économique et Sociale
(FAES)
COFFY Jonas, Ministre du MCI, Ministère du Commerce et d'Industrie
CONSTANT Jean Robert, Secrétaire Technique, CSPJ
COUDO Prénor, Agence Nationale des Aires Protégées (ANAP)
DELICES Max, Directeur Exécutif, Conseil Électoral Provisoire
Elie JEAN PHILIPPE, Office de Management des Ressources Humaines
EUGENE Geraldy, Office de Management des Ressources Humaines
FRITZNER Joseph, Ministre du MAST, MAST
GUERRO Plancher Louis, Direction Administrative et Pénitentiaire, Ministère de la justice et de la sécurité
pénitentiaire (MJSP)
Guy SERGE, Institut Haïtien des Statistiques et d'Informatique
HERIVEAUX Rudy, Directeur Général MAST, Ministère des Affaires Sociales et du Travail (MAST)
HERTELOU Jean Pierre, Officier de programme FAES, Coordinateur
James CADET, Directeur Changements climatiques MDE, Ministère de l'Environnement (MDE)
JEANTEL Joseph, Directeur Général ANAP, Agence Nationale des Aires Protégées (ANAP)
LAJOIE Eudes, Directeur Général, Service Nationale de Gestion des Résidus Solides (SNGRS)
LAMARCHE Philippe, JSSP
LOUIS Raymond Jacques, Directeur Général Ministère de la justice et de la sécurité pénitentiaire (MJSP)
MAGLOIRE René, CNAL, Ministère de la justice et de la sécurité pénitentiaire (MJSP)
MARSEILLE Jean Cyrus, Office de Management des Ressources Humaines
14MERJUSTE Give Laure, Office de Management des Ressources Humaines
MOMPREMIER Marie Giselhaine, Ministre du MCFDF Ministère à la condition féminine et aux droits des
femmes (MCFDF)
MOMPREVIL Saint Juste, Conseiller CSCCA, Cour supérieure des comptes et du contentieux administratif
(CCSCCA)
ORIOL Michèle, Comité Interministériel d'Aménagement du Territoire
PAUL Reginald, Chef de Cabinet du MPCE, Ministère de la Planification et de la Coopération Externe
PIARD Boby Emmanuel, Directeur Général MPCE / CNIGS, MPCE / CNIGS
RICOT Pierre Rodney, Directeur Unité d'étude et de programmation MAST, Ministère des Affaires Sociales
et du Travail (MAST)
SANON Wislene, Ministère du Commerce et d'Industrie
SEJOUR Rodriguez, Directeur de Cabinet, Service Nationale de Gestion des Résidus Solides (SNGRS)
SYLVESTRE Rene, Président de la Cour de Cassation et du CSPJ, CSPJ
TANIRA Gay Marie, Service Nationale de Gestion des Résidus Solides (SNGRS)
THOMAS Wisner, Office de Management des Ressources Humaines
Wilson FIEVRE, Directeur Général, Institut Haïtien des Statistiques et d'Informatique
ZAKARI Mahamadou Bassirou Hassan, IGPNH
UNDP
ALCIDE Marie Antolaine, Operations Manager
ALEXANDRE Jean Ronald, Chef Projet
ALEXIS Ardrouin
BANGOURA Sekou, Finance Specialist
BENJAMIN Guerda, Gender Focal Point
BLAIN Marie Kathleen, Chargé de Projet
BONIFAY Claudia, Point focal Etat de Droit / Accès Justice
BOUBAKRI Amor, Point focal Elections
CALIXTE Mulineca, M&E Officer
CARRIER Adeline, Programme Specialist
CEUS Stendelet
CUPIDON Marc Joanis, Chargé de Projet
FENELON Leopold, Programme Analyst
FRANCOIS Marie Pascale, Programme Specialist
18GEORGES Yvio, Chef Projet
GERMAIN Guims, Chef Projet
HIDALGO Olivier, Expert gouvernance locale, point focal frontière, jeunesse, UNDP HQ RBLAC
JEAN-MICHEL Durosca, Chef Projet
JEANTY Hervens, Chef Projet
JN PAUL Dorine, Programme Specialist
JOSEPH Jacques-Washington, Chef Projet
JUVIGNY Jacques, Point focal projet DDR/CVR
LACONI Jessica
LAVENTURE Patrice, Expert Technique
LOUIS Obnerson, Chef Projet
MERARD Othniel
NEUVIEME Gerald
PREVINA Kerlande Eliacin
SCIARRA Rita
SOLON Moliere, Communication focal point
TERMILUS Wilner, Chef Projet
VOLTAIRE Renaud
ZIEBELL Stephanie, DRR
Other UN agencies
AGUERO Alejandro, UNICEF
ALVAREZ Pilar, Représentante Résidente, UNESCO
AMBROISE Stephanie, UN Women
BOSCO Valerio, BINUH - Justice, Affaires Politiques, BINUH
CLARK Jeffrey, UNESCO
CONSTIL Wilfrid, UNOPS
DE TORCY Raoul, Deputy Representative UNICEF, UNICEF
DeOLIVIERA Walter, Représentant adjoint FAO, FAO
DIOMANDE Moussa, BINUH Correction
EKOUE Dede, Country Representative UN Women, UN Women
ETIENNE Marjorie, Assistante Représentant Résident, UNFPA
19FILS Snkwenkeu, UNICEF
KRSMANOVIC Milos, DDR/CVR, BINUH
LA LIME Helen, SRSG BINUH, BINUH
LECLERCQ Fabrice, Représentant du Bureau International du Travail (BIT) en Haïti, BIT
LOPRETE Giuseppe, Chef de mission -OIM, OIM
LOUIS CHARLES Sadrax, UN Women
LYNCH Marie, BINUH
MELLON-VALLÈS Nyrlande, Assistante Représentante Résidente, UNESCO
MELTON Jennifer, UNICEF
MONCOEUR Alian, National programme Officer FIDA, IFAD
MONFORT Darline, UNV Coordinator Haiti, UNV
MONTEILS Fabien, PNUE
MUNEVAR Felipe, UNOPS
MUPHTAH Elmehdi AG, UNESCO
NICOLAS Patrick, FAO
POULARD Lisemene Ketty, OIM
SASSENRATH Yves, Représentant Résident, UNFPA
TALBI Hanan, BINUH/droit de l'homme, BINUH
TONDREAU Jean Luc, UNESCO
Donors and bilateral partners
BEAU BLANC Magdala, USAID
COTÉ Alexandre, Chef de la Coopération Canada, Canada
DORLEON Nicolas, Coopération Japonaise, Japan
DUPUY Regine, USAID
EDA AUGMA Augustin Maud-Fana, Suisse
GERMAIN Juline, European Union
GILLES Daniella, Canada
GILMORE Olivia, USAID
GUILLEMOIS Murielle, European Union
INOUE Taisei, Japan
LEBELON Eddy, USAID
20MAJERNIK Juli, USAID
PORETTI Fabrizio, Ambassade de Suisse, Suisse
PRASAD Shally, USAID
REVOLUS Georges Jasme, USAID
RODRIGUEZ-RUIZ Aniceto, Chef de la Coopération de l’Union Européenne, European Union
SAINT-CYR Camilien, USAID
SAVAGE Stuart, Coopération Canada, Canada
SIPP Caroline, Ancienne Cheffe des opérations BID, BID
TAYLOR David, USAID - Disaster Response and Assistance, USAID
Civil society, Private sector, Academia, Programme beneficiaries
ALONCE Pierre, CCPC Les Irois, Beneficiaire
BARRIENTOS Natalia Corro, Croix Rouge Francaise
BIEN-AIMÉ Paul-Antoine, Professeur, Université d'État d'Haiti
BILLY Gontran, Représentant, FENAMH (Fédération Nationale des Maires d'Haïti)
BOISSON Dominique, Professeur, Université d'État d'Haiti
BRANCHEREAU Amelie, Croix Rouge Francaise
BRAUM Pedro, Viva Rio
BRUNETTI Chiara, Gestion intégrée des marchés, Beneficiaire
CANTAVE Pascale, Représentante, FENAFEMH (Fédération Nationale des Femmes Maires d’Haïti
CERNEUS Bertrand, Coordonnateur CROSE, Beneficiaire
CHANCY Elcia, Jeunes ODD, Beneficiaire
CLAUDE Enrico, Brigadier, Beneficiaire
CLEDANOR Montisino, CTD, Département de la Grande Anse, Coordination CCPC Grande Anse
CLERVEAU Gepson, Jeunes ODD, Beneficiaire
CRAAN Bernard, Président de la Chambre de Commerce et d’Industrie d’Haïti (CCIH), Chambre de
Commerce et d'Industrie d'Haiti
DESCARDES Arnoux, Volontariat pour le développement d'Haiti
DESSIPE Venadia, Jeunes ODD, Beneficiaire
DIEUNIE Edouard, Plate-forme communautaire et bénéficiaire projet femmes entrepreneures a Pétion-
ville, Beneficiaire
EDMIDE Joseph Guenin, FACSDIS Femme en Action Contre la Stigmatisation el la Discrimination Sexuelle
21FEDNEL Joseph, Plateforme Pétion-ville
FOTSO Appolinaire, Chef de mission, ASF (Avocat Sans Frontière)
GUERLINE Thermilus, Membre Plateforme Canapé-vert, Beneficiaire
JEAN-PHILIPPE Rancon , Directeur adjoint, BGRM Geoscience for a sustainable Earth
JEANTY Yolette, Kay Fanm
JOSEPH Gueurson, Coordonnateur de OJADGA, Beneficiaire
LAROSE Vanessa, Bénéficiaire projet Femmes entrepreneures, Beneficiaire
LOVE-Kendy, Coordonnateur, Association des Jeunes de la Ville de Jérémie
MAGLOIRE Daniele, Collectif contre l'impunité
MARIE DOMINIQUE Jeannot, Plate-forme communautaire et bénéficiaire projet femmes entrepreneures a
Pétion-ville, Beneficiaire
MARS Louis-Henri, Lakou Lape
MEUS Stephenson, Coordonnateur KOURAJ, LGBTI Community groups
MICHEL Paulemont, Coordonnateur de CODGA, Beneficiaire
MULTY Margareth, Brigadier, Beneficiary
NICOLAS Fidèle, CTD, Département des Nippes, Coordination CCPC Nippes
ODDIN Constant, Bénéficiaires projet Cholera, Beneficiaire
OLGUINE Dena, Plate-forme communautaire et bénéficiaire projet femmes entrepreneures a Pétion-ville,
Beneficiaire
PÉTILLON Gael, ASF (Avocat Sans Frontière)
PETIT FRÊRE Rosemila, Représentante, FENAFEMH (Fédération Nationale des Femmes Maires d’Haïti
PHILIPPEAUX Marie Yolaine, Représentante, FENAFEMH (Fédération Nationale des Femmes Maires d’Haïti
PIERRE Jude Édouard, Représentant, FENAMH (Fédération Nationale des Maires d'Haïti)
PIERRE-LOUIS Michele, FOKAL Fondation Connaissance et Liberté
POMPILUS Jean Joseph, CCPC Corail, Beneficiary
PROPHENE Jeudy, Coordonnateur MPPB, Beneficiary
RODRIGUEZ Megan, INL
Rose Midrène Francois, Membre Plateforme Communautaire de Jérémie, Beneficiaire
SAINTE ANNE Germain, Bénéficiaire projet Femmes entrepreneures á Canapé-vert, Beneficiaire
TAPINASSI Silvia, Croix Rouge Francaise
TERRIER Monique, BGRM Geoscience for a sustainable Earth
THILL Magaly, Beneficiary
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