Livelihoods interventions impact

Report Cover Image
Evaluation Plan:
2018-2022, Jordan
Evaluation Type:
Outcome
Planned End Date:
08/2020
Completion Date:
11/2020
Status:
Completed
Management Response:
Yes
Evaluation Budget(US $):
40,000

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Title Livelihoods interventions impact
Atlas Project Number: 122366,107000,116901,104537
Evaluation Plan: 2018-2022, Jordan
Evaluation Type: Outcome
Status: Completed
Completion Date: 11/2020
Planned End Date: 08/2020
Management Response: Yes
UNDP Signature Solution:
  • 1. Poverty
  • 2. Governance
  • 3. Sustainable
Corporate Outcome and Output (UNDP Strategic Plan 2018-2021)
  • 1. Output 1.1.2 Marginalised groups, particularly the poor, women, people with disabilities and displaced are empowered to gain universal access to basic services and financial and non-financial assets to build productive capacities and benefit from sustainable livelihoods and jobs
SDG Target
  • 1.1 By 2030, eradicate extreme poverty for all people everywhere, currently measured as people living on less than $1.25 a day
  • 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
  • 1.5 By 2030, build the resilience of the poor and those in vulnerable situations and reduce their exposure and vulnerability to climate-related extreme events and other economic, social and environmental shocks and disasters
  • 12.4 By 2020, achieve the environmentally sound management of chemicals and all wastes throughout their life cycle, in accordance with agreed international frameworks, and significantly reduce their release to air, water and soil in order to minimize their adverse impacts on human health and the environment
  • 13.1 Strengthen resilience and adaptive capacity to climate-related hazards and natural disasters in all countries
  • 13.2 Integrate climate change measures into national policies, strategies and planning
  • 16.3 Promote the rule of law at the national and international levels and ensure equal access to justice for all
  • 5.5 Ensure women’s full and effective participation and equal opportunities for leadership at all levels of decision-making in political, economic and public life
Evaluation Budget(US $): 40,000
Source of Funding:
Evaluation Expenditure(US $): 18,300
Joint Programme: No
Joint Evaluation: No
Evaluation Team members:
Name Title Email Nationality
Nahla Hassan Ms nahla.hassan@outlook.com EGYPT
GEF Evaluation: No
Key Stakeholders:
Countries: JORDAN
Lessons
Findings
Recommendations
1

Livelihoods outcomes do not have a holistic framework for local economic development. There needs to be a clear framework or strategy that all projects contribute towards achieving. This could include the scaling up of some models, the introduction of innovation and acceleration labs or other methods that all projects could contribute to in a coherent and systematic fashion.

2

The CPD for 2013-2017 did not include an outcome/outputs specifically targeting Syria refugees’ livelihoods/inclusive growth, neither does CPD 2018-2022. The Syrian refugee situation has become a protracted crisis that requires a specific focus by development practitioners. There is a need to realign the objectives and outputs of the CPD to the reality on the ground. This could be done either through an evaluation or an internal review and update of the CPD document itself. It is important to realign the objectives and outputs and adjust to rapidly changing socio-economic landscape, challenges and national priorities

3

UNDP has taken large strides to increase women economic participation and empowerment. However, these attempts are disjointed and lack a coherent and systematic approach. There is a need to ensure that all projects encompass strong gender analysis at the design stage and the capacity of the different teams are aware of key concepts in gender mainstreaming such as gender responsive budgeting.

4

UNDP has developed a system for monitoring and evaluation. Further efforts need to be exerted to ensure the development of common indicators and data collection methods to improve data quality and reporting.

5

UNDP has introduced many economic development models to the Jordanian landscape without assessing the value for money of each of the models. There is a need to move beyond the emergency employment schemes into more economic growth and market dynamics. UNDP should focus on rendering technical support to the GOJ on improving the labour market and developing sector strategies or area-based approaches.

6

UNDP has successfully worked on promoting SMEs in Jordan. There is a need to work on the policy reform agenda to ensure the adequate support and access to finance for newly established SMEs. UNDP should focus on creating an enabling environment for businesses by working on legal reform, IT support and software and other key requirements for the development of a sustainable economic growth.

7

Data generated from this evaluation indicate a level of success of smaller projects implemented at the governorate levels such as PLEDJ and the Dairy Production initiatives. It is recommended that the model be studied and replicated through partnership with the government and the private sector in other sectors and in other governorates.

8

MOPICs institutional capacity building for Jordan Response Plan was a positive partnership model developed and supported by UNDP at the onset of the Syrian refugee crisis. To ensure the continued relevance of the interventions the relationship needs to be enhanced considering the protracted nature of Syria crises and multiplicity of challenges facing Jordan.

1. Recommendation:

Livelihoods outcomes do not have a holistic framework for local economic development. There needs to be a clear framework or strategy that all projects contribute towards achieving. This could include the scaling up of some models, the introduction of innovation and acceleration labs or other methods that all projects could contribute to in a coherent and systematic fashion.

Management Response: [Added: 2021/01/27] [Last Updated: 2021/01/27]

These areas are going to be taken in to consideration;a more visable FW for the projects contributing towards the outcomes of this project is going to be considered throuhg the office midterm CPD review. 

 

Key Actions:

Key Action Responsible DueDate Status Comments Documents
CPD indicators to be specified within a strategic framework that design outcomes targeting inclusive local economic development
[Added: 2021/01/27]
IGSL Pillar, and other pillars 2021/04 Not Initiated
Conducting needs assessments and analysis to design an evidence-based holistic strategy/framework for inclusive local economic development Q1 2021 taking into consideration impact of COVID19 and resilient sectors IGSL Pillar, and other pillars
[Added: 2021/01/27]
IGSL Pillar, and other pillars 2021/04 Not Initiated
Introduce and advocate policy dimension for interventions that ensure a holistic programming (i.e. Multidimensional Poverty Index)
[Added: 2021/01/27]
IGSL Pillar, and other pillars 2021/04 Not Initiated
2. Recommendation:

The CPD for 2013-2017 did not include an outcome/outputs specifically targeting Syria refugees’ livelihoods/inclusive growth, neither does CPD 2018-2022. The Syrian refugee situation has become a protracted crisis that requires a specific focus by development practitioners. There is a need to realign the objectives and outputs of the CPD to the reality on the ground. This could be done either through an evaluation or an internal review and update of the CPD document itself. It is important to realign the objectives and outputs and adjust to rapidly changing socio-economic landscape, challenges and national priorities

Management Response: [Added: 2021/01/27]

this is going to be taken in to consideration throuhg the midterm revision of the CPD; in order to reposition the office direction in line with the changing socioeconmic conditions.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Realign and add indicators that are more inclusive and responsive to the Jordanian context, priorities, and national strategies.
[Added: 2021/01/27]
Programme with support from Central Team and IGSL Pillar 2021/04 Not Initiated
Collect data and evidence from different programs targeting Syrian refugees to inform the design of relevant and responsive programs
[Added: 2021/01/27]
IGSL pillar and resilience adviser 2021/04 Not Initiated
Mid Term review of the CPD 2018-2022 taking into consideration long term impact of the Syria crises and compounding effect of COVID-19 pandemic
[Added: 2021/01/27]
Programme in partnerships with IGSL, IPIS and Environment Pillars 2021/04 Not Initiated
3. Recommendation:

UNDP has taken large strides to increase women economic participation and empowerment. However, these attempts are disjointed and lack a coherent and systematic approach. There is a need to ensure that all projects encompass strong gender analysis at the design stage and the capacity of the different teams are aware of key concepts in gender mainstreaming such as gender responsive budgeting.

Management Response: [Added: 2021/01/27]

the office is working on stregnthening this area; now all project documents specially at the design phase are assessed from a gender lens, in order to ensure that gender is mainstreamed through the project's activities. 

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Advocate decent work conditions and policies alongside our interventions to ensure an economic empowerment that provides security and protection not only income-generation
[Added: 2021/01/27]
IGSL with support from Central Team and Gender Specialists 2021/08 Not Initiated
Conduct a thorough analysis for women’s education, skills, competencies, needs, main economic barriers, etc. segregated by nationality, age, and urban-rural context to move ahead towards more gender-responsive interventions that meet the women’s specific needs Q2/2021 IGSL under WEE Scale Up Intervention
[Added: 2021/01/27]
IGSL under WEE Scale Up Intervention 2021/08 Not Initiated
4. Recommendation:

UNDP has developed a system for monitoring and evaluation. Further efforts need to be exerted to ensure the development of common indicators and data collection methods to improve data quality and reporting.

Management Response: [Added: 2021/01/27]

More efforts will be disbursed on the areas of monitoring and evaluation. 

Key Actions:

Key Action Responsible DueDate Status Comments Documents
The IGSL pillar team to be further capacitated in M&E and RBM
[Added: 2021/01/27]
IGSL pillar, and other pillars 2021/04 Not Initiated
Design specific pillar related indicators to measure progress on a semi-annual basis on livelihood outcomes
[Added: 2021/01/27]
IGSL and other pillars 2021/04 Not Initiated
Develop a set of standardized M&E and reporting tools and templates
[Added: 2021/01/27]
Develop a set of standardized M&E and reporting tools and templates Q1-Q2/2021 IGSL and central team 2021/08 Not Initiated
5. Recommendation:

UNDP has introduced many economic development models to the Jordanian landscape without assessing the value for money of each of the models. There is a need to move beyond the emergency employment schemes into more economic growth and market dynamics. UNDP should focus on rendering technical support to the GOJ on improving the labour market and developing sector strategies or area-based approaches.

Management Response: [Added: 2021/01/27]

More collaboration with the government is going to be carried, in order to ensure that the office economic development activtices are in line with the national priorities. 

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Conduct labour market and sectoral demand and supply assessment visioning interventions with time frame within the humanitarian-development nexus
[Added: 2021/01/27]
IGSL pillar 2021/04 Not Initiated
Conduct a feasibility study and cost-benefit analysis of the different IGSL approaches and determine most feasible and return on investment
[Added: 2021/01/27]
IGSL Pillar 2021/04 Not Initiated
Conduct a feasibility study and cost-benefit analysis of the different IGSL approaches and determine most feasible and return on investment
[Added: 2021/01/27]
IGSL Pillar 2021/04 Not Initiated
Moving to sector-focused interventions and programming in resources mobilization and partnerships through a new IG&SL strategy and action plan Q1/2021 IGSL
[Added: 2021/01/27]
IGSL Pillar 2021/04 Not Initiated
Using evidence and success stories from different employment and livelihoods focused programs to develop a policy brief that is presented to the government
[Added: 2021/01/27]
IGSL pillar 2021/08 Not Initiated
6. Recommendation:

UNDP has successfully worked on promoting SMEs in Jordan. There is a need to work on the policy reform agenda to ensure the adequate support and access to finance for newly established SMEs. UNDP should focus on creating an enabling environment for businesses by working on legal reform, IT support and software and other key requirements for the development of a sustainable economic growth.

Management Response: [Added: 2021/01/28]

New private and public partnerships are going to be established in order to enhance access to finance that would result in a sustainable economic growth

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Outreach and advocate public-private dialogue and partnerships to discuss policy reforms for an enabling tech-enabled social entrepreneurship that offer city and community-based solutions in response to post-COVID-19 economic context Q2/2021 enabling environment and advocacy for social entrepreneurship with MODEE through policy dialogue and road map IGSL, and IPIS pillar
[Added: 2021/01/28]
IGSL, and IPIS pillar 2021/08 Not Initiated
7. Recommendation:

Data generated from this evaluation indicate a level of success of smaller projects implemented at the governorate levels such as PLEDJ and the Dairy Production initiatives. It is recommended that the model be studied and replicated through partnership with the government and the private sector in other sectors and in other governorates.

Management Response: [Added: 2021/01/28]

the outcome of this evaluation are going to be taken in to consideration, and successful interventions are going to be examined more throughly in order expand sucess stories to order CO interventions. 

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Programme interventions and activities targeting specific value chains aligned to local economic development strategies and plans
[Added: 2021/01/28]
UNDP Programme team 2021/08 Not Initiated
8. Recommendation:

MOPICs institutional capacity building for Jordan Response Plan was a positive partnership model developed and supported by UNDP at the onset of the Syrian refugee crisis. To ensure the continued relevance of the interventions the relationship needs to be enhanced considering the protracted nature of Syria crises and multiplicity of challenges facing Jordan.

Management Response: [Added: 2021/01/28]

The office will take in to consideration the nature of the Syrian crises, and where UNDP interventions can reach a wider specturm of refugees in partnership with MOPIC.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
MOPIC has requested support from UNDP to support it with JSP unit capacitating and national database established of impact of IG&SL moving into long term and protracted nature of the Syria crises and its accumulated impact on Jordan
[Added: 2021/01/28]
Programme with support from IGSL 2021/04 Not Initiated
Support MOPIC’s assessment and planning through the results of the Public Institutions Support Tracking (PIST) database for Jordan under 3RP
[Added: 2021/01/28]
Programme with support from IGSL 2021/10 Not Initiated

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