Schoen, Christian; Mousaco, Vino, 2013, Business opportunities and support services (BOSS) - Midterm Evaluation (Timor Leste), Evaluation Summary, ILO, Geneva.

2.1 ENABLING ENVIRONMENT

2.1.11 Coordination and sustainability planning

Recommendation: 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)

Reference: Schoen, Christian; Mousaco, Vino, 2013, Business opportunities and support services (BOSS) - Midterm Evaluation (Timor Leste), Evaluation Summary, ILO, Geneva.

Sample evidence: the evaluation identified the need to develop an explicit Exit Strategy in the form of a written document that identifies the major risks to sustaining the project outcome and impact and sequences the measures to be taken until the end of 2015.

_____________________________________________________________

2.1.11 Coordination and sustainability planning

Recommendation: 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. 

Reference: Schoen, Christian; Mousaco, Vino, 2013, Business opportunities and support services (BOSS) - Midterm Evaluation (Timor Leste), Evaluation Summary, ILO, Geneva.

Sample evidence: the evaluation identified the need to develop an explicit Exit Strategy in the form of a written document that identifies the major risks to sustaining the project outcome and impact and sequences the measures to be taken until the end of 2015.

_____________________________________________________________

2.3 DIRECT ACTIONS IN COMMUNITIES

2.3.2 Entrepreneurship: Capacity strengthening on economic activities

Recommendation: 4. Develop sets of good practices with clear operational targets to be met in IE associations/cooperatives/groups.  In many projects, the measurement of the quality of the functioning of associations/cooperatives/groups is insufficiently included in monitoring. Good practices and lessons learned should be used to inform improvements in functioning of the IE groups. Implement a systems approach with feedback loops to improve implementation of activities in the groups.

Reference: Schoen, Christian; Mousaco, Vino, 2013, Business opportunities and support services (BOSS) - Midterm Evaluation (Timor Leste), Evaluation Summary, ILO, Geneva.

Evidence sample: The evaluation found that the sectoral adjustment of business training concepts, such as SIYB for agribusiness and solar energy and in the future most probably for tourism, will allow to more effectively targeting selected sectors.

___________________________________________

2.3 DIRECT ACTIONS IN COMMUNITIES

2.3.2 Entrepreneurship: Capacity strengthening on economic activities

Recommendation: 14. Develop inventory of various types of available training materials in different IE areas. Widely share the available types of materials or locations/agencies through which they can be accessed.

Reference: Schoen, Christian; Mousaco, Vino, 2013, Business opportunities and support services (BOSS) - Midterm Evaluation (Timor Leste), Evaluation Summary, ILO, Geneva.

Evidence sample: The evaluation found that the sectoral adjustment of business training concepts, such as SIYB for agribusiness and solar energy and in the future most probably for tourism, will allow to more effectively targeting selected sectors.

___________________________________________

2.3 DIRECT ACTIONS IN COMMUNITIES

2.3.2 Entrepreneurship: Capacity strengthening on economic activities

Recommendation: 17. Be aware that some informal economy operators are more interested in receiving consulting/advisory services as opposed to attending training.

Reference: Schoen, Christian; Mousaco, Vino, 2013, Business opportunities and support services (BOSS) - Midterm Evaluation (Timor Leste), Evaluation Summary, ILO, Geneva.

Evidence sample: The evaluation noted that the ILO’s approach to building capacity through combining theory and practice in the training room, followed by further technical inputs and support in the workplace is a good practice.

The evaluation determined that the implement the Business Innovation Facility (BIF), which consist of a dynamic innovation system consisting of different players (business training and counselling, technology support, financial support) is effective.

______________________________________________________

2.4 APPROACHES TO ENHANCE LIVELIHOODS, EQUITY AND INCLUSION

2.4.5. Strengthening IE with attention to gender issues

Recommendation: 5) In projects with people dependent on the IE, include a specific component on gender mainstreaming and ensure that it is well articulated in the project design. Ensure that this includes development of training and policies that take the different needs of female and male operators/workers into account.

References: Schoen, Christian; Mousaco, Vino, 2013, Business opportunities and support services (BOSS) - Midterm Evaluation (Timor Leste), Evaluation Summary, ILO, Geneva.

Evidence sample: the evaluation determined that, by including a specific component on gender mainstreaming and targeting specifically the different needs of female and male entrepreneurs through training and policy development, the project demonstrates its relevance for inclusive private sector development.