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Final evaluation of the InTerDev project
Commissioning Unit: Kosovo
Evaluation Plan: 2016-2020
Evaluation Type: Project
Completion Date: 09/2017
Unit Responsible for providing Management Response: Kosovo
Documents Related to overall Management Response:
 
1. Recommendation:

Develop clear exit strategy

The present focus on individual/household level, with gradual withdrawal of support to established local producers and focusing on new entrants only. The support to established producers should now be limited to strengthening of Associations and access to markets whereby municipalities and producers contribute with an increased own share at 50%. 

Management Response: [Added: 2017/09/06] [Last Updated: 2021/01/18]

A valid point. In the INTERDEV phase 2, the project foresees a development of an exit strategy as one dedicated activity. Funds have been also set aside in the budget for the development of the exit strategy. It will be developed jointly with the municipal LAGs to ensure that all needs of municipalities are addressed, leading to sustainability of the project and future complementary interventions led by the municipalities themselves. In this regard, mechanisms and products done by the project and the LAGs will be embedded in the exit strategy

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Develop a clear and sustainable exit strategy for InTerDev
[Added: 2017/09/06] [Last Updated: 2020/04/16]
Project Staff 2020/03 Completed The issue was addressed during the second phase of the project, Funds were allocated, local municipal institutions and Local Action Groups were involved and consulted History
2. Recommendation:

Evaluation of farmer’s associations in terms of functioning/organization and economic potential

Management Response: [Added: 2017/09/06] [Last Updated: 2021/01/18]

The project team supports the development of associations throughout the project, both under the LDF and the TEP components. In INTERDEV 2, the project will consider different set of evaluation criteria for associations to benefit from grant schemes, and will also assess the potential of associations in the area in terms of economic development under other project service lines (value chains development, TEP support).

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Set specific criteria and evaluation measures for associations under the project grant schemes.
[Added: 2017/09/06] [Last Updated: 2020/01/03]
Project Staff 2019/12 Completed In the last and final LDF call (2019) the grant scheme was modified by creating conditions for the association to become eligible potential applicants for the scheme. Consequently the evaluation criteria also was modified accordingly. History
Assess the potential of associations and eventual support to them under the various service lines of the project (value chains development, TEPs, etc.)
[Added: 2017/09/06] [Last Updated: 2020/01/03]
Project Staff 2019/12 Completed The monitoring visits were conducted regularly. Unfortunately no specific sustainable cases could be taken as an example showcasing the value chains and TEPs, since the project was mainly even during the phase was supporting small holder farmers and family business initiatives History
3. Recommendation:

Clustering of TEP actions and delivery of trainings across components

In the future under 2-3 entities would make monitoring easier. Furthermore, monitoring could become easier also by placing the training for end-beneficiaries under the components 2 and 3 while including only the training for the institutions under the component 1. 

Management Response: [Added: 2017/09/06] [Last Updated: 2021/01/18]

The INTERDEV2 project does indeed envisage clustering TEP actions more closely, with a set of key actions: active labour market measures, grants and advisory services, social entrepreneurship, and organic farming. The actual design of the TEPs will take this into consideration. However, different target groups and evaluation/selection mechanisms may justify a separate division of the TEP actions.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Design TEPs with effective and efficient clustering of actions in mind, so as to ease delivery of the actions and the subsequent monitoring.
[Added: 2017/09/06] [Last Updated: 2017/09/18]
Project Staff 2017/12 Completed History
Deliver training for end – beneficiaries under the components 2 and 3 while only the training for institutions under component 1.
[Added: 2017/09/06] [Last Updated: 2021/01/06]
Project Staff 2020/12 Completed The training packages were provided during the phase 2 of the project History
4. Recommendation:

Deepen cooperation with central level Institutions (MLSW, MAFRD), as well as with locally based tourist vendors, events, fairs and festivals, tourism associations, ARDA East, LYACs, etc. on the local and regional level.

The project needs to strengthen further the network with locally based tourist vendors, events, fairs and festivals, tourism associations, ARDA East, LYACs, etc., all important for promotion and marketing of Sharri region products. For monitoring purposes, consider adding an age group for young people up to 24 years. For monitoring, be specific when defining concepts such as decent job/formalization/job creation. In connection with collaboration with MLSW, further strengthen the collaboration to improve to statistics related to employment at the local level, for the purposes of targeting the measures and monitoring. 

Management Response: [Added: 2017/09/06] [Last Updated: 2021/01/18]

Indeed, a further cooperation and more linkages to the central institutions is necessary for the project, also with the view of incorporating the TEP methodology as a means of local economic development into national or local policies. Moreover, effective coordination and collaboration among local-level actors is essential for a good delivery of the project activities and the following desired impact. Therefore, the project will focus heavily on both these aspects of cooperation.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Deepen further the cooperation with MLSW and MAFRD and other central level institutions, namely with Kosovo Chamber of Commerce, MCYS, and CYAC as well as with MESP/AEP through dedicated meetings, coordination platforms, visibility, and other events
[Added: 2017/09/06] [Last Updated: 2020/01/03]
Programme Staff 2019/12 Completed Close cooperation happened during second phase with all the relevant stakeholders at local and central level. History
Strengthen further the network with locally based tourist vendors, events, fairs and festivals, tourism associations, ARDA East, LYACs, etc., all important for promotion and marketing of Sharr/Šar region products. (value chains development support, funding of fairs, coordination mechanisms)
[Added: 2017/09/06] [Last Updated: 2020/01/03]
Project Staff 2019/12 Completed Close cooperation was ensured during second phase with all the relevant associations, farmers, communities, participation in fairs and festivals etc History
Work with MLSW and KAS on improving statistics on employment, particularly on the local level
[Added: 2017/09/06] [Last Updated: 2020/01/03]
Project Staff 2019/12 Completed The project ensured that municipal employment offices gained the skill to enrich their databases on employment. History
5. Recommendation:

Maintain training on environmental issues

Management Response: [Added: 2017/09/06] [Last Updated: 2021/01/18]

Environmental elements of agriculture, eco-profit approach, biodiversity protection and other are embedded in the INTERDEV 2. The project will pay special attention on mainstreaming environmental considerations throughout the activities, either through dedicated trainings, awareness campaigns, sharing of best practices and more.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Deliver trainings and other capacity development sessions on environmental considerations of farming and agricultural production, particularly under TEPs, but also for the LDF grantees and other actors in the relevant value chains
[Added: 2017/09/06] [Last Updated: 2017/09/18]
Project Staff 2019/12 Completed History
Organize awareness campaigns, sharing of best practices, and visibility elements on environmental impact of agriculture, biodiversity protection, and more.
[Added: 2017/09/06] [Last Updated: 2020/01/03]
Project Staff 2019/12 Completed In every activity the approach related to environment protection there was highly considered and was included.as cross cutting element wherever applicable. History
6. Recommendation:

Enhance donor coordination to strengthen the linkages to wider development initiatives in the territory as a framework for TEPs and to further develop coordination on other segments of the selected value chains

Management Response: [Added: 2017/09/06] [Last Updated: 2021/01/18]

Donor coordination and complementarity of activities is essential in the framework of the TEPs. The project will reinvigorate a platform for local level collaboration and coordination to maximize impact and eliminate overlapping. 

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Organize a sharing platform with other donors in the partner areas, sharing experiences, synergizing activities and eliminating overlapping.
[Added: 2017/09/06] [Last Updated: 2020/01/03]
Project Staff 2019/12 Completed The project served as an organizer for the meetings related to rural and agriculture development in the region with other donor funded projects. History
7. Recommendation:

Further analyze and develop possibilities of collaboration with other vocational training centers

Management Response: [Added: 2017/09/06] [Last Updated: 2021/01/18]

Collaboration with the VTCs of MLSW is essential in the framework of the TEPs, in particular under the almps and other skills development actions. Depending on the design of the various TEP actions and the demand for skills in the partner areas, the project team will further develop possibilities of collaboration with other Vocational training centres who offer skills development courses.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Depending on the design of the TEP actions, develop collaboration with the vocational training centres of Gjilan/Gnjilane and Ferizaj/Uroševac, also coming from the fact that an additional municipality in the south-east region of Kosovo is part of the project’s second phase (Viti/Vitina Municipality). This will depend on the vocational profiles available in the VTCs and the demand in the partner municipalities.
[Added: 2017/09/06] [Last Updated: 2017/09/18]
Project Staff 2019/12 Completed History
8. Recommendation:

Marketing and commercialization measures to enhance marketing and commercialization segment (branding, identification of markets, sales agents with social entrepreneur background, product licensing and certification, including through tourism) with minimum co-financing municipality/expanding farmers minimum 50%. As well as introduce inter-municipal cooperation initiatives aimed at commercialization, quality assurance and branding of Sharri products; cross- municipal enterprises; sponsoring events and festivals (as facilitator) for example DokuFest and NgomeFest in Prizren, and similar.

Management Response: [Added: 2017/09/06] [Last Updated: 2021/01/18]

The project will introduce measures to enhance marketing and commercialization segment (such as branding, identification of markets, sales agents with social entrepreneur background, product licensing and certification, including through tourism) in order to maximize the valorisation of the territory and improve the access of producers to markets and value chains. Moreover, further development of value chains, business-to-business networking, branding on the regional level are all embedded in the phade 2 of the project.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Explore options to facilitate inter-municipal cooperation initiatives aiming at commercialization, quality assurance and branding of Sharr/ Šar products, cross-municipal enterprises, as well as sponsoring events and festivals, e.g. Regional Gastronomic Fairs, Cultural events, DokuFest, NgomFest in Prizren and similar
[Added: 2017/09/06] [Last Updated: 2020/01/03]
Project Staff 2019/12 Completed All the selected producers/farmers were introduced with branding and marketing activities and are potential and have strengthened their linkages across partner municipalities. History
9. Recommendation:

Neighbour to neighbour know-how focusing on women and interethnic collaboration were possible, primarily targeting those neighbours who have not been able to join the scheme. Successful grant beneficiary should be expected to assist non-successful neighbour as a good principle, on a voluntary basis and possibly a rewarding mechanism developed for such assistance. This would contribute to much needed economic collaboration behaviour at the community level, leading to stronger communities of producers and stronger market position. 

Management Response: [Added: 2017/09/06] [Last Updated: 2021/01/18]

A multiplier effect of the project’s activities whereby the impact trickles down to households that have not been direct beneficiaries of the project is desired (through creation of additional jobs, stronger local markets, etc.). The project indeed should focus on facilitating neighbour exchanges and collaboration as appropriate to maximize the impact of the interventions. 

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Introduce measures to enhance neighbour to neighbour exchange (knowledge, experience, share of the new seedlings, etc.). This may be through village meetings, sharing of best practices, measures of positive deviance, and other mechanisms.
[Added: 2017/09/06] [Last Updated: 2020/01/03]
Project Staff 2019/12 Completed in every LDF grant scheme and TEP action implemented neighbors of beneficiaries had high possibility to learn and practice the know how techniques, so the knowledge was extended and enabled to them. History
10. Recommendation:

Consider organizing mid-calls or sub-calls within the same call with modified criteria, targeting specific neighbour to neighbour assistance activities (e.g. women to women and interethnic neighbour to neighbour assistance activities). This could help to challenge cultural and social gender norms and values

Management Response: [Added: 2017/09/06] [Last Updated: 2021/01/18]

The project team will consider organizing mid-calls or sub-calls within the same call under the Phase 2 of the project. However, these calls for grant applications or expressions of interest require a heavy work load from the project team as well as additional resources in evaluation of the calls. This may hinder the effectiveness of these calls, also taking into account the agriculture season, procurement costs possibly rising, and more.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Explore options and modalities to organize mid-calls and sub-calls with modified criteria, targeting specific neighbour to neighbour assistance activities (e.g. women to women and inter-ethnic neighbour to neighbour assistance activities).
[Added: 2017/09/06] [Last Updated: 2017/09/18]
Project Staff 2018/12 Completed History
11. Recommendation:

Individual purchases instead of group purchases. For cost-efficiency purposes, group purchases have been promoted were possible. However, the feedback from the beneficiary’s side regarding the purchases shows that in some cases the beneficiaries would like to be more closely involved in the selection and acquisition process of agricultural and breeding inputs in order to guarantee that the products are meeting exactly their expectations. In case of group purchase involve representation of farmers to ensure greater compatibility of acquired inputs.

Management Response: [Added: 2017/09/06] [Last Updated: 2021/01/18]

Group purchases of agricultural inputs under the LDF grant scheme was requested by the donor as means of lowering procurement costs and effectivizing delivery. However, taking into account the feedback received from the beneficiaries, the project will explore further what would be the best mechanism of purchasing, either through groups or on an individual basis, in close collaboration with the end-beneficiaries

Key Actions:

Key Action Responsible DueDate Status Comments Documents
If group purchasing required as per donor’s request, involve representation of farmers to ensure greater compatibility of acquired inputs
[Added: 2017/09/06] [Last Updated: 2020/01/03]
Project Staff 2019/12 Completed The recommendation was fully implemented and per donor requirements History
Explore options of sub-group purchases – clustering of purchasing various inputs based on beneficiary feedback and preference, allowing for more tailored, yet effective and efficient procurement.
[Added: 2017/09/06] [Last Updated: 2020/01/03]
Project Staff 2019/12 Completed Whenever applicable for the group purchasing the team implemented it accordingly. History
12. Recommendation:

Introduce a reserved budget line for 100 % grants for valid cases fulfilling the criteria(to be applied in certain cases), making it clear and transparent at the outset of the call. 

Management Response: [Added: 2017/09/06] [Last Updated: 2021/01/18]

The project will introduce a reserved budget line for 100 % grants for valid cases fulfilling the predefined criteria. These 100% grants are dedicated to households living in extreme poverty, or in dire need of socioeconomic support. However, detailed assessment of this situation and subsequent award of the 100% grant must be well documented and justified, to prevent any misuse of this exception or complaints from other beneficiaries.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
In close coordination with LDF, introduce a reserved budget line for 100 % grants for valid cases fulfilling the criteria of extreme poverty or need (to be applied in certain cases), making it clear and transparent at the outset of the call.
[Added: 2017/09/06] [Last Updated: 2020/01/03]
Project Staff 2019/12 Completed Whenever there were social cases during the grant schemes the project team ensured 100% of grant delivery with in kind contribution. History
13. Recommendation:

Open door policy . Introduce a mechanism to facilitate those who cannot articulate the complaint in writing (applications), whereby the complaint can be filled orally. Probably hosted at the municipal project office. On the basis of the feedback received, the municipal project support office could prepare a list of Frequently Asked Questions (FAQ), and submit it to LDF to support information sessions that could possibly be organized after each call.

Management Response: [Added: 2017/09/06] [Last Updated: 2021/01/18]

UNDP operates a stakeholder response mechanism in order to capture and address feedback and potential complaints from end-beneficiaries. This mechanism is operated online. However, as suggested, the project will introduce a mechanism to facilitate complaints for those who cannot articulate the complaint in writing (applications), whereby the complaint can be filled orally.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Establish a complaint response mechanism in the municipal offices, capturing any potential complaints or general feedback locally. This will be done in an anonymous, confidential way and documented.
[Added: 2017/09/06] [Last Updated: 2020/01/03]
Project Staff 2019/12 Completed The complaining mechanisms are functioanl in each partner municipality as discussed and agreed with the stakeholders (as agreed in the project board meetings) History
On the basis of the feedback received, prepare a list of Frequently Asked Questions (FAQ), and submit it to LDF to support information sessions that could possibly be organized after each call, as well as keep these lists available for distribution in the municipal offices.
[Added: 2017/09/06] [Last Updated: 2020/01/03]
Project Staff 2019/12 Completed This has been implemented with each grant scheme call with LDF. History
14. Recommendation:

Translated contracts with beneficiaries. Contracts (LDF) with farmers need to be translated in the three languages. 

Management Response: [Added: 2017/09/06] [Last Updated: 2021/01/18]

The Contracts under the LDF with farmers will be translated in the three languages by the Project team as suggested.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Complete the contracts translated into local languages needed for the grant beneficiaries to understand the content. These will then be used for the subsequent calls throughout the project duration.
[Added: 2017/09/06] [Last Updated: 2017/09/18]
Project Staff 2017/12 Completed The project team will send for translation and will ensure quality of translation in local languages for the LDF grant beneficiaries. History
15. Recommendation:

Abolish additional points given for own-contributions above 10% under the LDF in order to ensure that farmers in less financially favourable position are not discriminated.

Management Response: [Added: 2017/09/06] [Last Updated: 2021/01/18]

The project team in close coordination with LDF will ensure to abolish additional points given for own-contributions above 10% in the LDF scheme. This may negatively affect the farmers who are in a less favourable socioeconomic situation, who are at the same time the ones the project wants to reach the most. 

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Eliminate additional points given for own-contributions above 10% of the total sum for applicants, in order to ensure that farmers in less financially favourable position are not discriminated.
[Added: 2017/09/06] [Last Updated: 2020/01/03]
Project Staff 2019/12 Completed Implemented and applied in grant schemes calls. History
16. Recommendation:

Reduce support for expansion of business/farms and focus on new and small farmers joining the scheme

Management Response: [Added: 2017/09/06] [Last Updated: 2021/01/18]

The project team will start to slowly reduce the support for expansion of existing businesses/farms and hand it over to Municipalities to lead with it. The project will explore the best ways to balance the support to existing and established smallholder farmers with new farmers who have not been supported.  

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Explore modalities to reduce support for expansion of business/farms, which is to be slowly handed over to municipalities to coordinate on their own (the next level), and focus on new and smallholder farmers joining the scheme.
[Added: 2017/09/06] [Last Updated: 2020/01/03]
Project Staff 2019/12 Completed The recommendation was addressed throughout the schemes and all open calls, whenever possible. History

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