The evaluation generated the following lessons: 1. Any changes that are made to the Programme have to be documented in order to maintain consistence and for the changes to be authentic. When such changes are not document and the principal documents are not formally amended, implementation and evaluation of Programme activities are affected as will accountability of results by implementing partners. 2. It is important to engage participatory processes during programme planning to ensure that all stakeholders contribute to the identification of outcomes and indicators to enable a common understanding of desired results. When outputs and outcomes are not stated clearly, some of the programme activities will have limited relevance and will not contribute to achievement of outcomes. Ideally, there should be more than one indicator per output or outcome in order to capture all the dimensions of success as they occur. 3. In order to make an impact on extreme poverty, it is not enough merely to provide technical knowledge that is not accompanied by access to investment and start-up capital. Individuals that are trapped in extreme poverty often do not meet the minimum requirements to obtain micro credit that is large enough to get them out of poverty. There is need for partnership with other stakeholders who can provide start-up capital to enable the very poor to launch projects at a scale that enables them to generate sustainable income and move out of the poverty trap. Strategic partnerships should therefore be a key element of programme design. 4. When end-users are involved in designing and developing their programmes, they become more committed and accountable for results, thereby making project implementation more successful.