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SUSTAINABLE INDUSTRIAL DEVELOPMENT PROGRAM IN ETHIOPIA MID TERM EVALUATION REPORT
Commissioning Unit: Ethiopia
Evaluation Plan: 2017-2020
Evaluation Type: Project
Completion Date: 11/2018
Unit Responsible for providing Management Response: Ethiopia
Documents Related to overall Management Response:
 
1. Recommendation:

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

Management Response: [Added: 2019/01/01] [Last Updated: 2021/01/19]

Agreed

Key Actions:

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

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

Management Response: [Added: 2019/01/01] [Last Updated: 2021/01/19]

Agreed

Key Actions:

Key Action Responsible DueDate Status Comments Documents
The Capacity strengthening for Industrial Development program centred on capacity development of the institutions that lead the industries. It had also projects on the private sector development through supporting the chamber of commerce and participation of the private sector leaders in conferences and trainings. This activity of human capital development in the private sector still focusing on the institutional capacity building will be strengthened. The next program cycle incorporates the sustainability of the program achievements continuation and exit strategy
[Added: 2019/01/01] [Last Updated: 2021/09/04]
MOIT, UNDP 2021/12 Initiated History
3. Recommendation:

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

Management Response: [Added: 2019/01/01] [Last Updated: 2021/01/19]

Agreed

Key Actions:

Key Action Responsible DueDate Status Comments Documents
The program design for the Industrial Development program was to be a catalytic and pool other donors to be on board. During, the project implementation period, the support on the program, even though extensive donor mobilization is done , the support was limited to UNDP. Action: Pool partners and donors to support the Programme
[Added: 2019/01/01] [Last Updated: 2021/09/04]
UNDP 2021/12 Initiated History
4. Recommendation:

KEY RECOMMENDATIONS

These are key and more general set of recommendations directed at UNDP and Implementing Partners:

UNDP

- While UNDP in general has been responsive to national priorities as broadly reflected in the Institutional Capacity Strengthening For Industrial Development Program and other policy frameworks, this can be further strengthened by continuing to align interventions more closely to the short and medium-terms GOE priorities and introducing greater joint planning and focus on a program approach rather than tackling several projects.

- Delivery of Institutional Capacity Strengthening for Industrial Development Program has been largely very good and this is not a critical issue going forward. Building on the achievements, interventions shall continue to be on productivity and human capital development in the private sector, especially if UNDP intervention is molded into a program in the remaining part of the GTP II period.

- UNDP Program should consider sustainability and exit strategy in any future project design and implementation, otherwise projects risk becoming an end in themselves.

- UNDP should develop a clear exit strategy which is currently weak through the appointment of strong IP project champions and focal points as well as IP project counterparts.

- The UNDP program design for the Industrial Development program was to be a catalytic and pool other donors to be on board. During, the project implementation period, the support on the program was limited to UNDP and thus more work requires for the next phase donors to buy in the program for better collaboration and program impact.

- The program is partly intended to influence institutional capacity. The way things are done at operational level should be managed at institutional level so that they can get full support towards what are needed for the industrial development and transformation demands. Therefore, a further continuous process of capacity building across Federal and Regional levelis still needed.

- The MTR team recommends an extension of the existing project (2013-2018) into the next phase of the Program (2019-22) inclusive of refinement of the strategic approach and program implementation as defined in the MTR recommendations. 

Management Response: [Added: 2021/01/13] [Last Updated: 2021/01/19]

Key Actions:

5. Recommendation:

KEY RECOMMENDATIONS 

GOE and Implementing Partners

- The GOE has made tremendous and commendable efforts in the prioritization of its GTP development agenda (Vision GTP 2025), and deserves support to strengthen its capacity to coordinate the many faceted interventions especially those within the Industrial Parks and SME clusters.

- There is need to further strengthen the internal capacity of Ministry of Industry, Regional Bureaus, Regional Corporations and Institutes in program coordination and management andimplementation oversight.

- Strengthen existing structures at all levels of engagement to ensure that beneficiaries are consulted,sensitized, coordinated and participate inUNDP Program interventions and continually engaged in both the implementation and monitoring programs to get a buy in.

- GOE should utilize the MTR findings to lay the basis for ensuring sustainable implementation and closure of the current project/intervention and to inform the design of the next phase of the program.

- Consideration should be given to setting up/strengthening policy think tanks in the country - this becomes critical as Ethiopia prepares to transition out of GTP II and leap-frog into GTP III (2020- 2025).

- The need for GOE to seriously invest in and look at how to support the industrial development transformation agenda of government - the emphasis on jobs and rural development will require improved capacities at local level to own and coordinate the development agenda.

- Reporting has generally been working satisfactorily well, apart from the timing of report submissions which if done late delays the disbursement of the next tranche of funds to the program activities as this can only be done upon report approval. To avert this timing constraint, for timely fund and disbursement, MOI must be encouraged to report early, say through a working deadline of a month earlier to when the reports are officially due so that there is enough time for report reviewing which enables fund disbursement.  

Management Response: [Added: 2021/01/13] [Last Updated: 2021/01/19]

Key Actions:

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