2.1.11 Coordination and sustainability planning

Indicators: a) GP and LL on coordination and sustainability planning identified.

b) Challenges on coordination and sustainability planning identified.

Data Analysis Methods: Identification of implemented and successful methods of coordination and sustainability planning in selected projects, with special attention to the relations built-up among private NGOs, international institutions and public authorities (both at local and national level).

Recommendations:

1. In identifying projects for funding, take as criteria evidence of efforts to build on local resources and knowledge, partnering with established associations and collaborating with government agencies.

Reference: Price, Jonathan, 2013, Community-Based Emergency Employment (Cash-for-Work) and Reconstruction Project (Philippines) – Final Evaluation, Evaluation Summary, ILO, Geneva.

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2. Ensure that project design includes attention to coordination, continuity and complementarity with other initiatives in the implementing area. During the project inception period this should be further strengthened with a mapping exercise to identify other local initiatives, complementarity, their possible roles in coordinating with the project.

3. Develop well-defined and well-equipped facilities/institutions aimed at upholding new entrepreneurs and liaising project beneficiaries with public authorities. Successful experiences should be institutionalised both at regional and national level so as to guarantee full sustainability and continuity with good results.

4. Consider seconding experts to relevant government offices for a period of time to strengthen their institutional capacities on IE issues.

References:

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5. Work with governments to strengthen coordination between relevant ministries at national and/or subnational level (as appropriate) on the subject of the IE. Ensure that relevant government entities are involved from the project design and initiation phase. This may be accomplished through advocacy for the establishment of permanent coordinating committees and capacity strengthening of responsible persons/groups.

References:

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6. To improve groundwork for effective coordination ensure that all stakeholder partners are brought together at project inception so that:

• The objectives of the project are understood by all

• The direction of the project is clear

• There is agreement on indicators

• Activities are coherent and aligned.

Although these are commonly known steps to ensure good coordination, they are frequently only partially implemented. More attention needs to be paid to these aspects.

Reference: Mingoen, Hariette, 2012, Social Protection and Gender in Cambodia Final Evaluation, Evaluation Summary, Final evaluation, ILO, Geneva.

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7. Ensure that projects design an explicit exit strategy which is further elaborated during project inception period. The exit strategy should identify the major risks to sustaining the project outcome and impact as well as sequencing of the measures to be taken. (1.8.2/10) Thus, include in project design clear post project transition strategy to government (or other implementers). Such a transition strategy goes beyond the usual short statements on sustainability in project documents and should include a summary of:

The underlying theory of change that is targeted for sustainability post project
Expected roles and responsibilities for service delivery
Expected types of training to be provided to acquire the needed capacities for transition (1.8.1/3)

References:

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8. Ensure that coordination is not limited to information sharing about progress on activities. Coordination meetings should also cover real work to create synergies and develop legal/policy and planning frameworks as relevant.

Reference: Poudyal, Lokendra; Upadhyay, Balkrishna; Karki, Laxmi, 2013, Final Report on the Mid – Term Evaluation of Livelihood Recovery for Peace (LRP/UNDP) Project, Midterm or interim evaluation, UNDP, Kathmandu.

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9. Identify and take into account the different priorities of concerned parties in coordination of action with respect to the informal economy. Promote and provide technical support on discussions to attain consensus on steps to strengthen support for and people dependent on the IE.

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10. Ensure that projects are linked to reform initiatives and take other concrete steps to ensure that positive changes on the IE are more useful and sustainable. Efforts towards sustainability should be specific and well integrated into project activities, e.g.:

Take actions to support reform legal and policy frameworks
Support research to inform development of appropriate legal and policy frameworks. Include establishment of systems for continuous use of labour market information to adjust national strategies.
Establish post-project systems for self-financing of activities.

Reference: Buhl-Nielsen Eric, Oskarsson Bertil, 2015, Evaluation of Swedish International Training Programme (ITP) 288, “The Role of Labour Market Policies in Poverty Alleviation” 2009-2015, Final evaluation, SIDA, Stockholm, Covered countries: Tanzania, Kenya and Mozambique.

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11. Include focus in project design on dissemination of results and use existing project stakeholder entities to channel actions in various parts of the country.

References:

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12. Begin embedding project activities into community structures from the earliest project phase. This should be clearly indicated in project design (and, when assessing proposals) points reduced in cases where this is not apparent in the proposal).

References:

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13. Ensure coordination across project components is well organised when designing projects. Given the diversity of actions in projects on the IE, this is particularly important. (entrepreneurship development, micro finance, literacy/numeracy, leadership training, support for marketing, value chain research and development, formalising, etc. (Project proposals should indicate how coordination will be organised, including with government and non-state actors. Internal coordination across project components should also be described).

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14. Ensure that sufficient time is allocated to coordination, particularly where entities have not worked together before.

Reference: Wolterstorff, Paul, 2015, Mid-Term Evaluation of the Project Promote and Strengthen Enterprises and Market Systems in Drought-Prone ASAL Areas in Kenya, Midterm or interim evaluation, Welthungerhilf, Bonn.

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15. Increase attention to coordination and responsibilities of each organisation within a project. This should not be limited to short descriptions of the roles of project partners but also (during inception phase) include more detail of how coordination will be done in practice. The mapping of other relevant institutional stakeholders and their roles, gaps and opportunities should be carried out.

Reference: RNSF analysis of 17 RNSF implementing partners of projects funded by the EC

Sample evidence: Analysis of progress of the 17 RNSF IP indicates that coordination and responsibilities of each organisation within a project needs clearer attention. While proposals describe the roles of project partners, it is not always evident how these are really implemented in practice. The mapping of other relevant institutional stakeholders and their roles, gaps and opportunities is recommended

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16. Increase coordination among implementing agencies in an area where they may be working with the same target groups to avoid duplication of training or other activities with the same target stakeholder groups.

Reference: Gourley, Deborah, 2012, Evaluation of NRC Food Security and Livelihoods Projects in Chipinge and Chiredzi Districts, Zimbabwe, 2011-12, Final evaluation, Norwegian Refugee Council, Oslo.

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17. Include indicators and monitoring tools that are clearly and directly aimed at ensuring replication and scaling-up of implemented projects. Implement rigorous monitoring and adjust approaches during implementation as findings from monitoring indicate. A systems approach where what is learned is fed back into the project to improve it is recommended. Note: projects too often monitor but do not use collected information to improve project implementation during the project.

References:

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18. For projects supporting people dependent on the IE, 4 essential issues to increase sustainability should be included:

Institutional capacity strengthening
Establishment of links with microfinance institutions
Promotion of public-private partnerships.
Strengthening of the management capacities of IE groups.

Reference: Bangui, Cécile, 2014, Mid-term Evaluation of the Integrated Food Security Project in Kassala: Sudan (IFSP-Kassala) – GCP /SUD/069/CAN, Midterm or interim evaluation, FAO, Rome.

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19. Include the development of very good communications and training materials with a wide range of stakeholders (including enabling environment) that stakeholders have well accepted for sustainability in project design. Special focus should be placed on the inclusion of IE workers in awareness raising and training for sustainability including replication and scaling up. Consider using trained workers as peer educators after project completion.

Reference: Zegers, Mei, 2014, Independent Final Evaluation Law-Growth Nexus Phase II: Labour Law and the Enabling Business Environment for MSMEs in Kenya and Zambia, Final evaluation, ILO, Geneva.

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20. Study the contextual factors that may influence effectiveness and sustainability of value chain partnerships between companies from developed and developing countries. Take such identified factors into account when designing future programming on such partnerships.

Reference: Evaluation Department, Ministry of Foreign Affairs of Denmark, 2014, Evaluation of DANIDA Business to Business Programme 2006-2011, Final evaluation, Danida, Copenaghen, Covered countries: Mali, Benin, China, Vietnam, Uganda, Bangladesh.

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21. Support the establishment of linkages of IE operators to markets to sustain programme activities and organisations even after the end of development project/programme.

Reference: Dodo Aleke, Kiara Japhet & Baaru Mary, 2014, Enterprise Development for Rural Families Programme in Kenya, Final Report, Final evaluation, SIDA, Stockholm, Project: SIDA Hand in Hand Eastern Africa’s Enterprise Development for Rural Families (EDRF), Kenya.

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22. Include in project design the implementation of a fundraising strategy for social enterprises at an early stage so as to give to new businesses better chances to survive. Facilitate the identification of foundations that may be supportive to poverty reducing social enterprises in particular.

Reference: SIDA, 2013, From Paper to Practice: Learning from the journeys of inclusive business start-ups, Final project/program report, SIDA, Stockholm, Project: SIDA Innovation Against Poverty (IAP).

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23. Dedicate resources and efforts to long-term planning for capacity strengthening and support individual career planning of government and other implementing partners.

Reference: Bulteimer Bernd, Bakhtani Naserullah, 2013, Initiating Participatory Forestry in Support to Sustainable Livelihoods in Afghanistan - GCP /AFG/052/GER, Final evaluation, FAO, Rome.

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24. Ensure that cooperatives members have:

Clearly understood cooperative advantages and purposes
Have adequate capacities to plan, manage and coordinate
Do joint buying, selling and other cooperative activities together
Reinvest savings into the cooperative activities
Are fully functional at project end.

Reference: Grunewald, Matthias, 2013, Small Farmer Livelihoods and Income Enhancement in Baghlan Province, Afghanistan – GCP /AFG/053/GER, Final evaluation, FAO, Rome, Project: FAO Rehabilitation of the Sugar Industry in Baghlan, Afghanistan.

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25. Ensure sufficient time for:

Mobilisation to ensure commitment of stakeholders including government.
Institution and capacity strengthening
Analysis of past experience in similar projects in the local context
Analysis of local markets
Analysis of existing IE operator management capacity strengthening needs and good production practices
Development of information feedback mechanisms to improve implementation of development actions
Focus on establishing mechanisms to strengthen coordination among stakeholders throughout all project phases.

Reference: Khot, Seemantinee, 2014, Mid-term evaluation of food security through enhanced agricultural production, diversified sources of income, value addition and marketing in Bangladesh (Mymensingh/Sherpur), Midterm or interim evaluation, FAO, Rome.

SOURCE: RNSF research - Volume 4.2

RNSF - Management Information Tool

Table of contents

2.1.11 Coordination and sustainability planning