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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

Management Response: [Added: 2017/09/06]

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: 2017/09/18]
Project Staff 2020/03 Initiated The exit strategy will be designed in the year 3 of project implementation. History
2. Recommendation:

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

Management Response: [Added: 2017/09/06]

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: 2017/09/18]
Project Staff 2019/12 Initiated 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: 2017/09/18]
Project Staff 2019/12 Initiated History
3. Recommendation:

Clustering of TEP actions and delivery of trainings across components

Management Response: [Added: 2017/09/06]

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]
Project Staff 2020/12 Initiated
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.

Management Response: [Added: 2017/09/06]

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]
Programme Staff 2019/12 Initiated
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]
Project Staff 2019/12 Initiated
Work with MLSW and KAS on improving statistics on employment, particularly on the local level
[Added: 2017/09/06] [Last Updated: 2017/09/18]
Project Staff 2019/12 Initiated History
5. Recommendation:

Maintain training on environmental issues

Management Response: [Added: 2017/09/06]

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: 2017/09/18]
Project Staff 2019/12 Initiated 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]

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: 2017/09/18]
Project Staff 2019/12 Initiated History
7. Recommendation:

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

Management Response: [Added: 2017/09/06]

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)

Management Response: [Added: 2017/09/06]

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: 2017/09/18]
Project Staff 2019/12 Initiated 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

Management Response: [Added: 2017/09/06]

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: 2017/09/18]
Project Staff 2019/12 Initiated History
10. Recommendation:

Consider organizing mid-calls or sub-calls within the same call with modified criteria, targeting specific neighbour to neighbour assistance activities

Management Response: [Added: 2017/09/06]

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

Management Response: [Added: 2017/09/06]

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: 2017/09/18]
Project Staff 2019/12 Initiated 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: 2017/09/18]
Project Staff 2019/12 Initiated History
12. Recommendation:

Introduce a reserved budget line for 100 % grants for valid cases fulfilling the criteria

Management Response: [Added: 2017/09/06]

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]
Project Staff 2019/12 Initiated This practice has been already applied for vulnerable cases during 3 calls in the first stage of the project and will continue during the second stage of LDF grant calls under INTERDEV 2.
13. Recommendation:

Open door policy 

Management Response: [Added: 2017/09/06]

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: 2017/09/18]
Project Staff 2019/12 Initiated 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: 2017/09/18]
Project Staff 2019/12 Initiated History
14. Recommendation:

Translated contracts with beneficiaries

Management Response: [Added: 2017/09/06]

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

Management Response: [Added: 2017/09/06]

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: 2017/09/18]
Project Staff 2019/12 Initiated The project team is coordinating closely with LDF to ensure the action is implemented. 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]

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: 2017/09/18]
Project Staff 2019/12 Initiated History

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