SUSTAINABLE INDUSTRIAL DEVELOPMENT PROGRAM IN ETHIOPIA MID TERM EVALUATION REPORT

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Evaluation Plan:
2017-2020, Ethiopia
Evaluation Type:
Mid Term Project
Planned End Date:
12/2018
Completion Date:
11/2018
Status:
Completed
Management Response:
Yes
Evaluation Budget(US $):
35,000

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Title SUSTAINABLE INDUSTRIAL DEVELOPMENT PROGRAM IN ETHIOPIA MID TERM EVALUATION REPORT
Atlas Project Number: 00070488
Evaluation Plan: 2017-2020, Ethiopia
Evaluation Type: Mid Term Project
Status: Completed
Completion Date: 11/2018
Planned End Date: 12/2018
Management Response: Yes
Corporate Outcome and Output (UNDP Strategic Plan 2018-2021)
  • 1. Output 1.5.1 Solutions adopted to achieve universal access to clean, affordable and sustainable energy
SDG Target
  • 1.2 By 2030, reduce at least by half the proportion of men, women and children of all ages living in poverty in all its dimensions according to national definitions
  • 1.4 By 2030, ensure that all men and women, in particular the poor and the vulnerable, have equal rights to economic resources, as well as access to basic services, ownership and control over land and other forms of property, inheritance, natural resources, appropriate new technology and financial services, including microfinance
  • 17.9 Enhance international support for implementing effective and targeted capacity-building in developing countries to support national plans to implement all the Sustainable Development Goals, including through North-South, South-South and triangular cooperation
Evaluation Budget(US $): 35,000
Source of Funding: UNDP
Evaluation Expenditure(US $): 7,640
Joint Programme: No
Joint Evaluation: No
Evaluation Team members:
Name Title Email Nationality
Victor Maziwisa International Consultant cvmaziwisa@hotmail.co.uk UGANDA
GEF Evaluation: No
Key Stakeholders: Ministry of Industry, Ministry of Finance and Economic Development
Countries: ETHIOPIA
Lessons
1.

LESSON LEARNED

 

  • Some of the lessons learned from this MTR are that consultation, participation, sensitization, training and creating a common understanding between IPs and beneficiaries were critical from the commencement of projects and programs in order to create a basis for a common approach and hence there is buy in from IPs and beneficiaries.
  • UNDP has successfully adapted to the theory of change that targets beneficiaries to address questions such as: who are we targeting and what changes are expected? What has changed and how has it impacted on the lives of the target groups? Are there visible signs that they are sustainable? In addition, UNDP has engaged partners for sustainable focus on key and critical areas whilst digging deeper into those areas where they have comparative advantage. (eg: engagement with FAO and UNIDO in undertaking the feasibility study of Integrated Agro Industrial Parks.
  • The consultants found good systems in place for planning and implementation. The planning  and review processes among the UNDP units, and with program partners and stakeholders are well structured, systematic, and continuously under review and undergoing continuing improvements.
  • Ministry of Industry and its institutes, Regional Industrial Bureaus and Regional Industrial Development Corporations (RIDCPs), should work to strengthen internal management (financial and programmatic) systems and ensure close alignment of external support with institutional priorities to ensure relevance, impact and long-term sustainability.
  • Program conception should pay special attention to implementation modalities so as to avoid situations such as more layers of bureaucratic procurement procedures, which have highly created delays in program delivery and implementation when procurement was processed through the implementing party. The lengthy procurement process was not compatible with the time frame requirement of the project.
  • Capacity building takes a very long-time as do the results from the process. Adequate time provisions need to be made for results of success to start emerging from the capacity building processes.

 

 

 

 


Findings
Recommendations
1

Evaluation Recommendation or Issue 1:  Further strengthening the Capacity for industrial Development Program by continuing  to align interventions more closely to the short and medium-terms GOE priorities and introducing greater joint planning and focus on a program approach rather than tackling several projects.

2

Evaluation Recommendation or Issue 2 Building on the achievements, interventions shall continue to be on enhancing industrial output productivity, human capital development in the private sector, women empowerment in the industrial sector as well as job creation.  

3

Evaluation Recommendation or Issue 3:  Consideration of sustainability and exit strategy in any future project design and implementation, otherwise projects risk becoming an end in themselves.

1. Recommendation:

Evaluation Recommendation or Issue 1:  Further strengthening the Capacity for industrial Development Program by continuing  to align interventions more closely to the short and medium-terms GOE priorities and introducing greater joint planning and focus on a program approach rather than tackling several projects.

Management Response: [Added: 2019/01/01]

Agreed

Key Actions:

Key Action Responsible DueDate Status Comments Documents
The Capacity strengthening for industrial Development was designed to be implemented in a program approach. The same mode of implementation will be strengthened. The Program was also be designed following the GOE industrial development priority agendas and thus the program further focuses towards short to long term priorities
[Added: 2019/01/01] [Last Updated: 2020/08/03]
MOIT, UNDP 2019/03 Completed completed History
2. Recommendation:

Evaluation Recommendation or Issue 2 Building on the achievements, interventions shall continue to be on enhancing industrial output productivity, human capital development in the private sector, women empowerment in the industrial sector as well as job creation.  

Management Response: [Added: 2019/01/01]

Agreed

Key Actions:

Key Action Responsible DueDate Status Comments Documents
The Capacity strengthening for Industrial Development program centred on capacity development of the institutions that lead the industries. It had also projects on the private sector development through supporting the chamber of commerce and participation of the private sector leaders in conferences and trainings. This activity of human capital development in the private sector still focusing on the institutional capacity building will be strengthened. The next program cycle incorporates the sustainability of the program achievements continuation and exit strategy
[Added: 2019/01/01] [Last Updated: 2020/11/15]
MOIT, UNDP 2021/06 Initiated History
3. Recommendation:

Evaluation Recommendation or Issue 3:  Consideration of sustainability and exit strategy in any future project design and implementation, otherwise projects risk becoming an end in themselves.

Management Response: [Added: 2019/01/01]

Agreed

Key Actions:

Key Action Responsible DueDate Status Comments Documents
The program design for the Industrial Development program was to be a catalytic and pool other donors to be on board. During, the project implementation period, the support on the program, even though extensive donor mobilization is done , the support was limited to UNDP. Action: Pool partners and donors to support the Programme
[Added: 2019/01/01] [Last Updated: 2020/11/15]
UNDP 2021/06 Initiated History

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