Overview:

The JP was implemented at a time of transition in the country, during the constitutive process but before the approval of the new constitution. The national transition process has three core challenges: i) at the state level; more inclusive institutions that support the Rule of Law, ii) at the popular level; through the incorporation of civil society and citizens in the decision making process; and, iii) in the linkages between the institutional level and the social level so that spaces of dialogue between citizens and institutions exist and lead to closer relations. The programme’s strategy is therefore to support the transition to a democratic model by: 1) support to institutional strengthening of the Rule of Law; 2) support the legislative developments within the new constitutional framework with emphasis on the decentralized autonomous model; 3) the development of capacities to constructively manage conflicts.

The Juridical Unit appears as a major achievement, since it evolved in line with the legislative needs and the political context. A national policy against racism and all forms of discrimination was prepared, and that needed the support of the National Committee against Racism in order to provide an anchor to the policy.  Within the decentralization process the Ministry of Autonomous regions ensured that the institutional structures were in line with the new law on autonomous regions.

Women were identified as central actors of the transition process and were both actors and beneficiaries of the long process of approving the law on Gender Based Violence that will hopefully contribute to ending impunity against violence perpetrators. The recognition of youth as full citizens under the new state constitution also led to greater participation from youth (41% of the population). Different actions were taken with a view of developing inclusive and participatory institutions within the Rule of Law (for example “The Voice of Children” initiative, opening of dialogue spaces within the office of the Ombudsman). As regards to conflict management, the Ombudsman office has seen many changes including increased human resources for their conflict unit (from 2 to 6 staff). A monitoring mechanism was developed for conflicts that will also allow to systematize and use the experiences to enhance their mitigation and mediation capacity.

Outcome 1:

Key dimensions of the rule of law guaranteed in the transition process to a democratic model.

Outcome achievements:

• Law No 045 of 8.10.2010 against racism and all forms of discrimination was passed. A national diagnosis on racism and discrimination was undertaken and the National Committee against racism and all types of discrimination was launched. An action plan to follow up on the law for the period 2012-2015 was approved by the National Committee. Two departmental committees were formed (Tarija and Chuquisaca), as a result, departmental plans were also developed. A national campaign was undertaken with the support of the media on the new law. Accountability was also a key aspect and the JP supported the implementation of the National Policy for institutional transparency and the fight against corruption. Youth advocacy groups were used to disseminate information on and promote the prevention of corruption. A public policy against bullying and political violence against women was developed, as well as care protocols for victims of violence. A national policy on Juridical Pluralism was adopted. A national plan for human rights was developed, and some 80 civil society members and government members were trained. Some thematic issues were identified for the next EPU (Universal Periodic Exam on the Human Rights Situation) for 2014 including violence against women, access to justice, racism and discrimination, rights of indigenous people, etc. The report on the CEDAW has been developed. A national policy to support highly vulnerable Yuqui populations was developed, with 80 inhabitants trained on human rights and legal protection mechanisms.

Outcome 2:

Relevant aspects of legislative development with emphasis on the autonomous model are agreed between central actors.

Outcome achievements:

• A Strategic Institutional Plan was developed for the Ministry of Autonomous Regions, and technical support was provided to the Autonomous Regions Services as well as for the statutes of Autonomous Indigenous populations. These efforts included gender concerns as a specific focus. A series of laws, by-laws and regulations proposals were drafted with the support of the JP (Equal Opportunity Law, Law on Protection of the client and consumer, projected reforms on some codes and procedures).

Outcome 3:

Capabilities on constructive conflict management on strategic issues developed among relevant actors and institutions.

Outcome achievements:

• Focus was placed on strengthening the Ombudsman and its capacity to manage conflict with the development of an incipient national conflict monitoring system. The institutional strategy on conflict management was elaborated. The directorate for conflict resolution in the Ministry of Autonomous Regions was strengthened, and communities of practice were developed. At the local level, the indigenous organizations also received training on constructive conflict management (development of the curriculum, training plan for indigenous organizations, study on the role of indigenous women in conflict resolution).

Best practices:

• The management committees established proved useful spaces for dialogue amongst the national counterparts, local actors and UN agencies and for appraising the results of the programme as well as for identifying the key issues that needed to be addressed.
• The flexibility and openness of the Resident Coordinator and the support of the UN Agencies in a context of transition allowed obtaining quick responses to support important strategic interventions. Initially coordination was done to negotiate which activities should be undertaken in a lineal mode according to the programme document. This evolved into a much more inclusive and coordinated implementation across the programmes. Specific dialogue spaces were created for example through the workshop that took place in April 2010 and included all national implementing agencies and the UN agencies of the four MDG-F Joint Programmes in Bolivia. Four key areas were identified on which to work together amongst the actors: 1) communication (use of a common message); 2) Brainstorming on productive development (concept, focus, methodologies) and its inclusion in public policies; 3) Strengthening of national and local capacities; and, 4) Improved monitoring and evaluation as well as harmonization of financial and administrative procedures.

Lessons learned:

• The entire range of results obtained emanate from the implementation of each agency and national counterpart’s activities. Although it was not necessarily a joint intervention, the reported impact and results are the collected efforts of the agencies and support each of the outcome statements. The lesson is to have a broad vision of the joint work and being able to appraise at what level it needs to be evaluated and measured.
• Synergies were identified across the Joint Programmes, for example between Private Sector and Gender, Conflict prevention and Gender, that contributed to enhancing the results and created a multiplier effect. A holistic vision of the country’s development needs is necessary in order to maximize the results of the individual interventions in line with enhanced results as a result of the four MDG-F interventions.

More details can be found in the final project report: http://mptf.undp.org/document/download/10142