End of Project Evaluation - Joint Programme on Youth Employment

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Evaluation Plan:
2018-2020, Somalia
Evaluation Type:
Final Project
Planned End Date:
10/2018
Completion Date:
05/2018
Status:
Completed
Management Response:
Yes
Evaluation Budget(US $):
80,000

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Title End of Project Evaluation - Joint Programme on Youth Employment
Atlas Project Number: 85376
Evaluation Plan: 2018-2020, Somalia
Evaluation Type: Final Project
Status: Completed
Completion Date: 05/2018
Planned End Date: 10/2018
Management Response: Yes
Focus Area:
  • 1. Poverty and MDG
  • 2. Others
Corporate Outcome and Output (UNDP Strategic Plan 2014-2017)
  • 1. Output 6.1. From the humanitarian phase after crisis, early economic revitalization generates jobs and other environmentally sustainable livelihoods opportunities for crisis affected men and women
Evaluation Budget(US $): 80,000
Source of Funding: Project funds
Evaluation Expenditure(US $): 80,000
Joint Programme: No
Mandatory Evaluation: No
Joint Evaluation: Yes
  • Joint with UN Agencies
Evaluation Team members:
Name Title Email Nationality
Richard Mahachi Chiwara, PhD Mr
Hussein Yusuf Ali Mr SOMALIA
GEF Evaluation: No
Key Stakeholders: ILO, UNHabitat
Countries: SOMALIA
Lessons
1.

Establishment of an inclusive national steering committee

The design had provision for of an inclusive national PSC with membership of key line Ministries at federal and regional level, donors and PUNOs at Head of Agency level ensured quick decision-making as well as mutual accountability.

 

Support to the Federal MOLSA in its coordination function

The allocation of 3% of available funds to the government enhances their capacity for programme planning, monitoring and coordination. 

 

Applying the programme strategy in the fisheries sector

 

Full implementation of the programme strategy in Bossaso provided a good case study the efficacy of the strategy as well as for joint programming. Also, positive results were achieved through private sector engagement in Bossaso.

 

Lessons Learnt

 

Fragmented implementation of programme components

Lack of a broad consensus on the programme approach and strategy, can result in fragmented implementation and discourages collaboration among partner UN agencies.

 

Duplication of roles among JP partners

Lack of clearly defined roles and responsibilities at design level can lead to duplication and reduces the benefits of joint programming.

 

Lack of enabling environment, including national institutional capacity

Employment creation cannot happen in a vacuum, it requires investment of resources to develop conducive enabling environment as well as institutional capacity development. 

 

Lack of targeted private sector engagement

Key success factors and programme risks should be managed and integrated in the programme design, such as for example targeted private sector engagement and development strategies.

 

All players should play at the same level

Effective implementation requires ‘all hands on deck’, which requires deliberate and programmed institutional capacity development of the key players, particularly government capacity at subnational level.


Findings
1.

Programme is aligned with relevant national and international development frameworks

Widely considered to be among the key push factors that drive youth migration as well as recruitment of youth into extremists groups such as Al Shabab, youth unemployment is among the high priorities outlined in the National Development Plan (NDP), the New Partnership for Somalia (NPS) and the United Nations Strategic Framework (UNSF). The JP is therefore well aligned with the national and international development frameworks for Somalia, and also addresses one of the key challenges and push factors that drive instability and youth migration in Somalia.

 

Programme strategy lacked critical enabling multipliers

The programme approach was anchored on value chain development to identify both supply and demand side factors constraining employment creation opportunities in targeted value chains. These constraints would then be addressed through combination of skills development interventions as well as infrastructure development through short-term cash-for work jobs. However, the programme strategy did not include targeted interventions to address enabling multipliers such as private sector development and institutional capacity development.

 

Programme model was not fully implemented in all locations

Many activities and interventions were carried out in line with the programme’s three components. However, in the exception of the interventions undertaken in the dry fish sector in Bossaso, in most other locations visited, the interventions appeared fragmented and not necessarily structured around a unified value chain analysis, thereby losing the key benefit of joint programming.

 

There is no consensus among JP partners on which value chains to target

Three value chains were initially targeted – fisheries, livestock and sesame; with construction, information technology and renewable energy agreed later on. However, only the fisheries value chain has been implemented fully in Bossaso. Based on the apparent duplication and fragmented implementation, it appeared that PUNOs lacked coordinated approach on sectors or value chains with the greatest potential to create jobs.

 

There are mixed views among stakeholders about the skills development component

Most of the PUNOs were engaged in skills development in one way or another. There was a good gender balance among youth beneficiaries, and they all valued very highly the training that they were getting. However, there appeared to be less buy-in from other stakeholders who tended to see the training packages as traditional and short term to make an impact on long term employment. In addition, while some agencies had mechanisms to follow up on the youth after completion of training, this was not institutionalised in the joint programme.

 

Cash-for-work was sometimes used as social safety net

Some infrastructure was developed through cash-for work, including rehabilitation of roads and bridges. However, some stakeholders observed that some of the infrastructure did not have much economic value, while in some cases, the cash-for-work activities were used for emergency response as a social safety net for vulnerable communities.

 

Inconsistent monitoring of indicators

The programme provided quarterly and annual reports covering the activities undertaken during respective quarters. However, the reporting was inconsistent and varied from quarter to quarter. In particular, not all output indicators were covered in all the quarterly reports consistently, and very rarely were outcome indicators reported on. Consequently, it was difficult to get an overview of the programme’s progress over time.

 

Delayed delivery by PUNOs on the Daldhis project

Most of the PUNOs received funding from the PBF aimed at building synergies with other joint programmes through an area-based approach. As at the time of the evaluation, UNDP had delivery of 55%, UN Habitat – 17%, and UNIDO - 26%. The Daldhis project provides an opportunity for the UN to leverage on its collective comparative advantage and contribute to a bigger outcome to extend state authority to other districts beyond the state capitals in collaboration with other joint programmes.

 

Programme lacks visibility among stakeholders

The JP provided 3% of available funding to government, which funds were used to engage Technical Advisors and regional focal points. The focal point position was abolished after a few months due to lack of clarity about their roles and responsibilities. However, at federal Member State (FMS) level, there was lack of coordination among key line Ministries, and in some cases no knowledge about the programme.

 

Planned programme management arrangements were not fully implemented

At its formulation, the programme envisaged a four-tier structure including the Programme Steering Committee (PSC), Technical Committee, Regional Implementation Units (RIUs), and Programme Management Unit (PMU). The PSC was established and was fully functional, while the Technical Committee had stopped functioning after some time. However the RIUs were not established as per plan. Furthermore, there is no PMU, but only a JP Coordinator with an Assistant. Some of the PUNOs do not have staff directly dedicated to the JP due to their capacity and low staffing levels. The JP Coordinator does not have decision-making authority over the PUNO staff, which presents difficulties in terms of day-to-day management of activities from a ‘big picture’ perspective.

 

Weak information sharing

The up-down flow of information within some of the PUNOs appeared to be weak, with field-based staff sometimes not familiar with the JP document or activities happening in their areas. Lateral communication between field-based staff was also weak, and in some cases staff did not even know each other, let alone share information about the joint programme.

 

Overall low delivery rate

From initial planned budget of $54 million, the programme received $23 million (42%) in available funds. The overall delivery rate as at December 2017 was 64% with $8.2 million remaining to be delivered in the remaining six months of the planned implementation period.

 

Sustainability risk is high

The major risk to sustainability is the weak institutional capacity at FMS level. For example, the State MOLSA in one of the states did not have any staff, thereby making it difficult to engage the Ministry in any meaningful way, let alone to coordinate implementation at the state level. The second risk is about engaging the private sector. Ultimately employment creation has to be done by private sector, including small and medium enterprises (SMEs). ILO has started to engage through the employability eco-system approach led by the consortium Africa Working. However, there is also need to have more targeted private sector development strategy to ensure long term sustainability.

 

This chapter contains a review of the programme processes, from its design, implementation, coordination, monitoring and reporting in order to draw out any good practices and lessons learnt that may inform the programme’s implementation during the remainder of its life cycle as well as future programming.


Recommendations
1

Redesign the programme approach based on Government’s employment strategy

Programme implementation has been fragmented with evidence suggesting lack of consensus on the efficacy of the strategy and its potential to create sustainable employment. This was further compounded by the absence of a national employment strategy and associated policy instruments. For the programme to move forward with all its partners contributing towards a common result, it is imperative that stakeholders, including PUNOs and donors, led by the Federal MOLSA revisit the design and develop an agreed programme strategy and approach.

2

Recommendation No. 2: Develop government institutional capacity at all levels

Job creation requires the right policies as well as adequate capacity to enforce implementation of those policies. The programme should aim to develop government capacity in these three critical areas:

a)       Capacity to coordinate all actors in the employment sector, including development partners to ensure coherence and avoid duplication,

b)       Capacity to develop and monitor implementation of its employment policies and strategies, and

Capacity to develop, implement and coordinate programmes.

3

Recommendation 3: Effective engagement with private sector

The private sector is the main driver for employment creation. The private sector’s capacity and ability to create employment is not only critical to the programme’s success, but also a major risk. The programme should therefore invest some of its resources towards managing this risk, by engaging the private sector and demonstrating added value for its participation.  As ‘private sector’ covers a wide range of actors and sectors; engagement should include (a) business development policy, strategy and services, (b) business linkages and value chain development, and (c) access to finance and credit.

4

Recommendation No. 4:  Establish an e-information management system

Considering the finding of weak of information flow at all levels, the Government with support of the PUNOs should consider establishing an e-information management system to enable integrated data collection, analysis, documentation, dissemination and lessons learned on employment creation. The e-platform should be based within Government and linked to M&E systems, as well as decentralised and integrated to FMS level.

5

Recommendation 5: Extend programme to December 2018 through no-cost extension

In light of Recommendation 1 above, programme implementation may have to be stalled for a month or two. It will therefore be unlikely that available funds can be exhausted by June 2018. The PSC should therefore consider a no-cost extension to extend the programme timeline to December 2018.

6

Recommendation No. 6: Donors should consider funding second phase of the programme

In light of the strategic recommendations above, and given the overall relevance and importance of youth employment in the broader context of stability and economic development, donors should consider funding a second phase of the programme. In the second phase, donors should also consider providing specific funding for a micro-credit revolving fund to facilitate the development of a small and medium enterprise (SME) sector. On the other hand, the government, with support of relevant PUNOs, should develop relevant legislative instruments, including for example, (a) SME policy and strategy, (b) micro-finance policy and strategy, and (c) TVET capacity development.

7

Recommendation No. 7: Clearly defined roles and responsibilities for PUNOs

Joint programming entails inter-agency collaboration as well as efficiency gains arising from the collective comparative advantages of more than one UN agency working together. The programme should clearly define the roles and responsibilities of individual UN agencies such that their respective activities have mutual dependability and are demonstrably linked to and contribute to the expected outcomes.

8

Recommendation No. 8: Revive the programme Technical Committee

As the programme intends to work across multiple sectors and value chains, it is imperative that there is an institutional mechanism to drive the programme daily activities with a broad-picture lens. The PSC should therefore consider reviving the Technical Committee with clear terms of reference, and performance indicators for accountability. The Technical Committee should be accountable to the PSC and be required to report at every PSC meeting.

9

Recommendation No. 9 Establish Regional Implementation Units

As programme implementation is based in the respective FMS, the PSC should consider establishing or strengthening the existing RIU as per the planned management arrangements. In addition, the PSC may also consider establishing an Extended PSC which includes the chairpersons of the RIUs and would meet at least biannually or on an ad hoc basis particularly if/when there are major changes and/or decisions to be made about the programme strategy, funding or activities.

10

Recommendation No. 10: Establish a Programme Management Unit

Focusing on local problem identification implies facilitating the creation of local solutions. This also suggests the need for a shift from classroom training of individuals towards creating a conducive environment for working in teams.  This approach would encourage the generation of diverse approaches to mitigating existing problems. 

11

Recommendation No.11 Progress reporting should be consistently based on the programme results, monitoring and evaluation framework

An important part of building a team approach is the provision of frequent opportunities to celebrate success with peers in other parts of the country.  Solutions that work in one part of Somalia have a greater chance of being adapted in other parts of the country than will ‘international best practices’ introduced by a consultant who has no ‘skin in the game’.  A substantial part of future UNDP programming should be devoted to peer-based exchange of experiences, joint assessment of lessons and codification of those lessons in simple to use guides that can be widely disseminated.  Such an approach provides a framework for double-loop learning to assist partners go institutionalize new learning by continually assessing it within the local socio-economic context.

12

Recommendation No. 12: Accelerate implementation of the Daldhis project

A focus on team-based efforts calls for the provision, and use, of communication tools and skills.  Identification, provision and support for such tools should dominate UNDP assistance, replacing the current over-emphasis on the preparation of written technical analyses.  There are enough of these in circulation that needs to become institutionalized already.  Communication should be supported both for horizontal (including with non-state actors) and vertical (beginning at the level of the District Commission and ending with the FGS) linkages

1. Recommendation:

Redesign the programme approach based on Government’s employment strategy

Programme implementation has been fragmented with evidence suggesting lack of consensus on the efficacy of the strategy and its potential to create sustainable employment. This was further compounded by the absence of a national employment strategy and associated policy instruments. For the programme to move forward with all its partners contributing towards a common result, it is imperative that stakeholders, including PUNOs and donors, led by the Federal MOLSA revisit the design and develop an agreed programme strategy and approach.

Management Response: [Added: 2018/05/23]

Programme Management Response:

DSP: With respect to the fragmentation of programme implementation there needs to be some consideration that the YES programme involves specific outcomes for UNIDO and UNDP under the DALDHIS programme. Further, sustainability enhancing mechanisms tend to be introduced later in programme cycles so the employment enhancing support might be picked up in the final EVAL report. Regarding commitment to programme strategy, there is broad consensus that the work of each agency is committed to the original YES strategy which was to stimulate the productivity of major sectors, especially through strengthening the links in the relevant value chains, and through improving infrastructure for transport, markets, trade and energy. The approach taken will need to also formalize different outputs between DALDHIS and YES as well as endorse the value chains we are supporting. Finally, there are a number of value chain upgrading strategies being funded in the country (OUTREACH, GEEL, PIMS, etc) and greater linkages should be established to avoid duplication and amplify in-the-fields results.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
1. Programme design inputs for Phase II will include initiatives to integrate relevant employment/labour strategies and greater attention to government-led coordination;
[Added: 2018/05/23]
UNDP Project Manager 2019/03 Initiated (1) YES-DALDHIS Synergy: Daldhis’ socio-economic rehabilitation and employment creation as well as rehabilitation of infrastructure for creating short-term job opportunities could be well aligned with the specific value chains to be selected either in dry fish, agriculture, livestock, or others. At present, all the Daldhis activities in UNDP YES project have already been planned – so it is now not possible to link with fish or other value chain. It is possible, only if all the new programme activities are designed for the certain value chain development.
2. Ensure UNDP technical assistance includes more focused commitment to the original YES theory of change between the three components and will allocate sufficient resources given scope;
[Added: 2018/05/23]
UNDP project manager 2019/03 Initiated (2) Original YES Theory of Change and Implementation Strategy: As recommended, there is need to stick to the original YES Theory of Change and strategy. It could be only possible in the fully-fledged new programme to be designed according; and the relevant resources would be allocated in line with this.
3. Will continue to work to see the finalization of a national employment strategy, to be endorsed by the Ministry of Labour;
[Added: 2018/05/23]
UNDP Project Manager 2019/03 Initiated (3) Consultant’s recommendation for linking the new programme design to government’s employment strategy – the strategy is now non-existence; and thus, it is not a concrete recommendation. Consultant is to provide a clear way forward of the next programme, after evaluating the ongoing programme in Somali context.
4. UNDP project managers will prioritize value chain upgrading strategies in line with available resources, community action plan requests, and synergies with other value chain programmes in the country;
[Added: 2018/05/23]
UNDP Project Manager 2019/03 Initiated (4) Too many value chains – fishery, agriculture, transport, solar energy, etc. We need to focus our interventions in few specific value chains, with geographic focus, for best use of the available resources.
5. Support a Ministry led review of the current value chains proposed for technical assistance. Greater resource will be allocated to improve coordination activities.
[Added: 2018/05/23]
UNDP Project Manager 2019/03 Initiated (5) Number of value chains developed, greater linkage and avoid duplications: In order to streamline all the value chains developed, the respective lead government ministries are to lead the process for reviewing the existing value chain strategies, developed by different agencies/ programmes. In this case, Govt is to coordinate all the relevant agencies/ programmes at national level. All the programmes are to assist the lead Govt’s efforts to implementing the value chain in a coordinated way. For this, YES needs to support the Govt/ line ministries – it needs to be reflected in the new programme design and implementation modality.
2. Recommendation:

Recommendation No. 2: Develop government institutional capacity at all levels

Job creation requires the right policies as well as adequate capacity to enforce implementation of those policies. The programme should aim to develop government capacity in these three critical areas:

a)       Capacity to coordinate all actors in the employment sector, including development partners to ensure coherence and avoid duplication,

b)       Capacity to develop and monitor implementation of its employment policies and strategies, and

Capacity to develop, implement and coordinate programmes.

Management Response: [Added: 2018/05/23]

Programme Management Response:

DSP: UN agencies working under YES work directly with ministerial counterparts. Further, Letters of Agreement are in place that provide significant resources (3% of total funds) to the Ministry of Labour. These funds are used for the payment of salaries, purchase of IT and office infrastructure/assets, cover the costs of transportation and conferences. In addition to direct support to the ministry, UN agencies are working with the MoLSA to roll out M&E capacity building initiatives, information management upskilling, and study tours focused on promoting youth employment in fragile operating environments. In the future, there will be support being directed at MoLSA to fund positions like a Job Creation Specialist and a Communication/Advocacy Officer for the YES programme. YES now has a dedicated Programme Coordinator that is working with the YES technical focal points at MoLSA on calibrating YES programming between FGS and RMS (regional member states).

Key Actions:

Key Action Responsible DueDate Status Comments Documents
• Will continue to work to strengthen support to the MoLSA (FGS/RMS); • UNDP Phase I close out (DALDHIS) and Phase II design efforts will work with the YES Programme Coordinator to build greater federal, regional, and district linkages to support implementation and M&E activities; • Will work to finalize a MoLSA endorsed national employment strategy.
[Added: 2018/05/23]
UNDP Project Manager 2019/03 Initiated JP YES has been providing support to FGS MOLSA and its 5 regional ministries in effective planning, coordination, M&E and overall advisory roles. It is not fully operational yet. As evaluation report recommends, there is need to have regional/district level coordination forums that are to be operationalized. In this case, YES needs to work directly with Regional MOLSA /MOY&S and sign LOAs - linking to FGS MOLSA. Local/regional authority should lead the coordination, M&E and oversight role, instead of working only with FGS MOLSA. New programme with new resources, allocated specifically for this (assessing the existing capacities, finding out the gaps) will be better way to implement this. At this stage, UNDP has already taken action to work with the existing government structures at the regional level in an ad hoc basis, especially under YES-Daldhis project. We are also working with MOLSA to support them in developing the employment strategy, led by MOLSA. Besides, developing fish exporting certification and capacity building of fishery ministries in Puntland, Somaliland and Jubaland. In the new programme, emphasis should be given to vertical and horizontal coordination and capacity development of key coordinating institutions more strategic fashion.
3. Recommendation:

Recommendation 3: Effective engagement with private sector

The private sector is the main driver for employment creation. The private sector’s capacity and ability to create employment is not only critical to the programme’s success, but also a major risk. The programme should therefore invest some of its resources towards managing this risk, by engaging the private sector and demonstrating added value for its participation.  As ‘private sector’ covers a wide range of actors and sectors; engagement should include (a) business development policy, strategy and services, (b) business linkages and value chain development, and (c) access to finance and credit.

Management Response: [Added: 2018/05/23]

Programme Management Response:

DSP: The original project document, if fully funded, would include efforts and interventions to address sector-specific enabling environment issues, such as: i) microfinance and matching grant schemes to improve access to finance for youth and businesses, ii) technology for value addition and iii) business development services. However, when only partial funding is available some interventions need to be scaled back and/or dropped. It is certainly the case that these sorts of recommendations can be integrated into Phase II design and development activities. Further, there should be greater attention to and commitment to providing an analysis of systematic constraints in the various value chain diagnostic studies.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
• Phase I will seek funds for its micro-grant based enterprise development proposals targeting the renewable energy and fisheries value chains; • Phase I close out and Phase II design inputs will look to develop more substantive engagement with the private sector so as to systematize and better coordinate programme implementation activities;
[Added: 2018/05/23]
UNDP Project Manager 2019/03 Initiated YES Project has been closely working with the partners in developing private sector in its programme activities. Recently, UNDP has developed proposals for setting up 50 solar energy and fishery enterprises and provision of revolving micro-grants for the existing and new enterprises – this is 1st of its kind in YES Programme. More substantive engagement of private sector in YES will only be possible, when all the partners agree on the strategy to engage the private sector in planning and policy development as well as coordination and management of project – it needs systematic steps and constant engagement with the private sector from the initial stage of project planning and implementation.
4. Recommendation:

Recommendation No. 4:  Establish an e-information management system

Considering the finding of weak of information flow at all levels, the Government with support of the PUNOs should consider establishing an e-information management system to enable integrated data collection, analysis, documentation, dissemination and lessons learned on employment creation. The e-platform should be based within Government and linked to M&E systems, as well as decentralised and integrated to FMS level.

Management Response: [Added: 2018/05/23]

Programme Management Response:

 DSP: Agencies have been working modestly to help develop the Ministry of Labour to develop a basic M&E platform. This includes the procurement of IT hardware and software packages for MoLSA. At the Programme Coordination level a Dropbox-centered information sharing portal is being rolled out that will provide MoLSA and YES-linked technical ministries with technical assessments, value chain handbooks, project advocacy efforts, and other reports to support government-led initiatives to engage in the process of Youth Employment in the country.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
YES Phase II design inputs will include providing resources for setting up e-information management system to link vertical/horizontal data collection, info and document management, and info sharing platforms
[Added: 2018/05/23]
UNDP Project Manager 2019/03 Initiated In addition to effective communication with our government counterparts and helping them to monitor their respective areas’ initiatives, we have not yet initiated the establishment of an e-information management system. It is not part of the programme work plan, although it has great significance in institutional capacity development, policy, planning and decision-making processes. In the new programme designing process, this area needs to be considered and agreed, so that a strategy would provide on how to set up an e-management system that will link to the vertical and horizontal information collection, documentation and sharing in a systematic and results-oriented way.
5. Recommendation:

Recommendation 5: Extend programme to December 2018 through no-cost extension

In light of Recommendation 1 above, programme implementation may have to be stalled for a month or two. It will therefore be unlikely that available funds can be exhausted by June 2018. The PSC should therefore consider a no-cost extension to extend the programme timeline to December 2018.

Management Response: [Added: 2018/05/23]

Programme Management Response:

DSP: In addition to this justification, looking at the expenditure profile since the start of the programme confirms that there is a need to extend the project into the end of 2018. There is no evidence to support a claim that UN agencies have the rate of delivery required to exhaust all available resources. Further, some additional funds are available to re-focus the programme back on a rigorous value chain-based upgrading strategy. Having said that, the 01 March 2018 YES Technical Working Group meeting endorsed this recommendation to extend to the end of 2018.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Phase I Annual Work plan has been updated to extend operations until the end of 2018. For this, we need additional MPTF resources to cover 2018.
[Added: 2018/05/23]
UNDP Project Manager 2019/03 Initiated As per the endorsement of the Technical Working Group, we have already taken action to amend the 2018 AWP of YES until the end of 2018. We have allocated resources against all the planned activities to be completed by December 2018. The LPAC also endorsed the extension of YES Project implementation period. The available resources with UNDP is not enough to cover the whole period of 2018.
6. Recommendation:

Recommendation No. 6: Donors should consider funding second phase of the programme

In light of the strategic recommendations above, and given the overall relevance and importance of youth employment in the broader context of stability and economic development, donors should consider funding a second phase of the programme. In the second phase, donors should also consider providing specific funding for a micro-credit revolving fund to facilitate the development of a small and medium enterprise (SME) sector. On the other hand, the government, with support of relevant PUNOs, should develop relevant legislative instruments, including for example, (a) SME policy and strategy, (b) micro-finance policy and strategy, and (c) TVET capacity development.

Management Response: [Added: 2018/05/23]

Programme Management Response:

DSP: I would put the recommendation to consider micro-credit/revolving fund windows for the micro and small-scale enterprise sector and legislative instruments as a second order priority below building ministerial capacity to undertake value chain research, analysis, mapping, monitoring, and reporting. With respect to micro-finance there are serious institutional challenges to be addressed that will require work with the local finance/banking sector, government, remittance services, etc. These are long term financial product development challenges that will need to be addressed that are conceivably and likely to take much longer than a targeted value chain-based job creation programme initiative.  Although ILO is working to update the country’s current labour law and employment law(s) other multilaterals (like World Bank) who’s mandate is closely aligned to SME and Enterprise Finance and that have attempted to implement a SME focused strategy (like SCORE: Somali Core Economic Institutions and Opportunities’ project face continual implementation delays that are unlikely to be addressed differently by UN agencies working in the sector. With respect to legislative instruments aimed at TVET policy the challenge will be to link policy to the economic drivers and the capital, human, and technological assets that already existing VoTech service providers have at their disposal.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
• Will work with the YES Programme Coordinator to design a demand driven, government led, Phase II technical assistance programme targeting high return and commercially viable sections of endorsed value chains • Will reach out to UN sister agencies to identify subject matter experts who can advise on higher level policy development strategies to support YES outputs and objectives. • Will work with Programme Coordinator in designing a strategy for resource mobilization for the new generation YES programme
[Added: 2018/05/23]
UNDP Project Manager 2019/03 Initiated There is need for an agreed upon strategy/action plan at YES Programme Coordination level on how to present the recommendations of YES Programme evaluation for resource mobilization. There is possibility of donors to fund the 2nd generation programme, if we come up with a plan for not ‘business usual’ but in a new way of working together for developing potential value chains, having taken into consideration of the evaluation recommendations. WE NEED TO START THE PROCESS OF DESIGNING THE NEW GENERATION PROGRAMME PROPOSAL AS EARLY AS POSSIBLE, INVOLVING THE DONORS, GOVERNMENTS, PRIVATE SECTOR AT ALL LEVELS, AT EACH STAGE OF THE PLANNING PROCESS. In this case, we need to position ourselves (UN partners) and agree on certain key points, as highlighted in the evaluation report. Some of them are to provide technical support to relevant government partners in leading and developing value chain strategy as well as implementation of it. In this case, all our resources should be focused on value chain development and addressing the issues, based on the partners’ competitive advantages and developing local key actors’ capacities, including private sector. In the current ongoing programme, UNDP is about to implement its 3 initiatives to create at least 50 MSMEs (private sector development) and set up micro-grant revolving funds in solar energy and fishery value chains, in line with the value chain recommendations. UNDP, based on its core mandate of institutional capacity development, should directly be involved in capacity development of TVET, SME, Chambers, and key coordination bodies at all levels, in the next phase of programme, as this is critical for value chain development. On the other hand, for the recommendations of the YES evaluation report for development of strategy in microfinance, UNDP can partner with UNCDF to make it happen – in the next phase, although UNDP does not have mandate.
7. Recommendation:

Recommendation No. 7: Clearly defined roles and responsibilities for PUNOs

Joint programming entails inter-agency collaboration as well as efficiency gains arising from the collective comparative advantages of more than one UN agency working together. The programme should clearly define the roles and responsibilities of individual UN agencies such that their respective activities have mutual dependability and are demonstrably linked to and contribute to the expected outcomes.

Management Response: [Added: 2018/05/23]

Programme Management Response:

DSP: This recommendation is an important reminder of the importance of working collaboratively from the initial design phase to leverage presence, capacity, and mandate into the delivering of joint programming interventions. As the YES programme moves from Phase I close out towards Phase II intervention design there should be a focus on mandate, presence, and capacity. Based upon those criterion we can move towards roles and associated responsibilities. Sequencing of actions should also be looked at closely.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
• Under Phase II, will work with the YES Programme Coordinator to strengthen planning, coordination, activity implementation, between the YES UN agencies and other stakeholders
[Added: 2018/05/23]
UNDP Project Manager 2019/03 Initiated In 2018 YES project planning and implementation, we have already linked our activities on solar energy enterprise and fish value chain development with FAO and ILO. It needs to be strategic at all levels – planning, coordination, implementation and management. There should be more frequent communication and review meetings with the UN partners. In next phase, YES needs to consider more coherent and collaborative approach, with a workable strategy in place to move this agenda; and review the way forward for learning and undertaking corrective measures.
8. Recommendation:

Recommendation No. 8: Revive the programme Technical Committee

As the programme intends to work across multiple sectors and value chains, it is imperative that there is an institutional mechanism to drive the programme daily activities with a broad-picture lens. The PSC should therefore consider reviving the Technical Committee with clear terms of reference, and performance indicators for accountability. The Technical Committee should be accountable to the PSC and be required to report at every PSC meeting.

Management Response: [Added: 2018/05/23]

Programme Management Response:

DSP: The Programme Coordinator arrived in the middle of February and on 01 March held its first Technical Working Group meeting. During that meeting the TWG reviewed the Mid Term Evaluation recommendations and the Annual Workplans for the agencies. During the TWG meeting new Terms of References for the TWG were presented and endorsed. Technical Working Group members are now coordinating to set up a Heads of Agencies meeting and a follow up YES Steering Committee meeting. The YES Programme Coordinator is travelling to the Ministry of Labour on Wednesday, 14 March to discuss the MTE recommendations and an update on agency workplans, MoLSA-focused potential capacity building initiatives, and how to strengthen FGS/RMS ministerial communication and coordination.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
• Under Phase I, will work to expand the TWG to become a forum of YES multi-stakeholders meeting regularly and presenting their inputs to the YES Steering Committee.
[Added: 2018/05/23]
UNDP Project Manager 2019/03 Initiated Responded by YES Programme Coordinator (above). It is very critical to reorganize the existing or form the new multi-stakeholder technical working forums in line with the PSC; and hold meetings more frequently in close interval basis.
9. Recommendation:

Recommendation No. 9 Establish Regional Implementation Units

As programme implementation is based in the respective FMS, the PSC should consider establishing or strengthening the existing RIU as per the planned management arrangements. In addition, the PSC may also consider establishing an Extended PSC which includes the chairpersons of the RIUs and would meet at least biannually or on an ad hoc basis particularly if/when there are major changes and/or decisions to be made about the programme strategy, funding or activities.

Management Response: [Added: 2018/05/23]

Programme Management Response:

DSP: At this time, there are extremely limited funds to set up these RIU. However, improving programme objectives, intervention logic, and FGS/RMS coordination are Phase I goals for the Project Coordinator. There appears to be a role for the technical focal points at regional ministerial counterparts. Building up the capacity of these project stakeholders is possible within the current resource constraints of the PUNOs.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
• Phase I programme and operational efforts will strengthen coordination activities in Baidoa and Kismaayo. • Will work with other YES UN agencies to expand and replicate this model of regional/district coordination; and • Direct the recently recruited YES Technical Advisors at the federal and regional level to take a more active role in monitoring results being reported in the field.
[Added: 2018/05/23]
UNDP Project Manager 2019/03 Initiated It is extremely critical for developing ownership, accountability, sustainability and overall effective implementation of initiatives, while developing the capacity of the sub-national authorities, especially in Somali context. We have already advised our government counterparts in Baidoa and Kismayo – they have been organizing their coordination meetings on an ad hoc basis and monitoring our activities in these states and reporting us the development. This could be replicated to other regions. We need to provide them technical support, including the TOR of the YES coordination, like the one we have developed at the national or Somaliland level. Due to the funding constraints, we cannot roll out full-fledged coordination at local level now – but we can convince the local authority, as we did in Baidoa and Kismayo. The recruited YES Technical Advisors in the states will play key roles in organizing such coordination mechanism and following up our activities.
10. Recommendation:

Recommendation No. 10: Establish a Programme Management Unit

Focusing on local problem identification implies facilitating the creation of local solutions. This also suggests the need for a shift from classroom training of individuals towards creating a conducive environment for working in teams.  This approach would encourage the generation of diverse approaches to mitigating existing problems. 

Management Response: [Added: 2018/05/23]

Programme Management Response:

DSP: Initial discussion with PUNOs indicate that each agency has an already existing Programme Management Unit. Efforts will be directed at better coordination between these various agency-specific PMUs.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
• Supports the efforts of the YES Programme Coordinator to pull various YES managers closer together at the operational and monitoring levels.
[Added: 2018/05/23]
UNDP Project Manager 2019/03 Initiated Better coordination is very essential. Additionally, field presence of key officials/management staff of YES (at least in UNCC Mogadishu)/ UN partners is critical for effective coordination and collaboration on daily basis. UNDP project staff are all Mogadishu-based. However, several partners are not in the same compound – this makes difficult for regular coordination and collaboration.
11. Recommendation:

Recommendation No.11 Progress reporting should be consistently based on the programme results, monitoring and evaluation framework

An important part of building a team approach is the provision of frequent opportunities to celebrate success with peers in other parts of the country.  Solutions that work in one part of Somalia have a greater chance of being adapted in other parts of the country than will ‘international best practices’ introduced by a consultant who has no ‘skin in the game’.  A substantial part of future UNDP programming should be devoted to peer-based exchange of experiences, joint assessment of lessons and codification of those lessons in simple to use guides that can be widely disseminated.  Such an approach provides a framework for double-loop learning to assist partners go institutionalize new learning by continually assessing it within the local socio-economic context.

Management Response: [Added: 2018/05/23]

Programme Management Response:

DSP: With the re-establishment of a structured Technical Working Group it was agreed that the Programme Coordinator would invite private sector informants to make short discussions on what works in establishing and growing private sector initiatives in the country. The creation of a sharing portal via Dropbox will also support this recommendation. Furthermore, joint monitoring missions will also provide project managers with evidence based intervention feedback. 

Key Actions:

Key Action Responsible DueDate Status Comments Documents
• Under Phase I, will work to strengthen current efforts to promote State to State knowledge and info exchanges; and • Under Phase II, will develop a more robust monitoring and results based Phase II programme framework
[Added: 2018/05/23]
UNDP Project Manager 2019/03 Initiated This recommendation is an important factor for the programme success, learning, advocacy and capacity development for all. Twinning up mechanism, such as exchange of human resources, knowledge and skills, good practices and lessons learned, is very critical in any programming. It needs to be strategized, with action plan to implement – one of the activities is e-information management (one of the recommendations). Knowledge exchange should be within the project team, between the UN partners as well as between the project sites. We have already started knowledge exchange between one State to other for learning and improving in an ad hoc basis – Regional/local authorities have expressed great interest in it. It is expected that we need to take it seriously in our programming in present and in the next phase.
12. Recommendation:

Recommendation No. 12: Accelerate implementation of the Daldhis project

A focus on team-based efforts calls for the provision, and use, of communication tools and skills.  Identification, provision and support for such tools should dominate UNDP assistance, replacing the current over-emphasis on the preparation of written technical analyses.  There are enough of these in circulation that needs to become institutionalized already.  Communication should be supported both for horizontal (including with non-state actors) and vertical (beginning at the level of the District Commission and ending with the FGS) linkages

Management Response: [Added: 2018/05/23]

Programme Management Response:

DSP: This issue is being addressed through the DALDHIS project. It will involve a rebalancing of funds and with commercial agreements with service providers and suppliers coming into effect.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
• Under Phase I efforts will continue to be made to speed up the delivery rate now that previous constraints and activity barriers have been resolved; • Under Phase II, greater resources will be allocated in programme components to ensure more effective support in the field for building up the capacity of ministerial staff and experts involved in various Phase II outputs and activities.
[Added: 2018/05/23]
UNDP Project Manager 2019/03 Initiated It is not well understood of the consultant’s explanation on: “Identification, provision and support of such tools should dominate UNDP assistance, replacing the current over-emphasis on the preparation of written technical analyses.” At the initial stage, the planning of some activities was delayed due to several controversial decisions in selection of infrastructure, provided by the local authorities in Jubaland – which was clarified and resolved later on. We have developed excellent working relationship with the sub-national partners in Daldhis both in Baidoa/SWS and Kismayo/Jubaland. There is always a 2-way communication set up with the partners. Since the key local government partners in newly liberated states (Jubaland, SWS and other) are facing extremely capacity gaps that affect to function smoothly, it is priority to institutionalize the good practices – for which YES Project has been working closely with the government authorities. There should be strategic institutional capacity development initiatives in place – which could be considered for the next generation of project implementation.

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