Projects and references

This mid-term evaluation is to introduce a rider prior to the next operational Committee in order to revise the log frame and to potentially extend the implementation period of the project up to the second semester 2021. The recommendations should be concrete, operational and directly actionable.
The main users of these two evaluations will be the European Commission (headquarters and European Union Delegations in Burkina Faso and other countries where the International Trade Centre-Ethical Fashion Initiative (ITC-EFI) programme is being deployed; ITC (headquarters); ITC-EFI (programme team) and all related national stakeholders from Mali and Burkina Faso in particular, but also other European social enterprise stakeholders.

This mid-term evaluation is to introduce a rider prior to the next operational Committee in order to revise the log frame and to potentially extend the implementation period of the project up to the second semester 2021. The recommendations should be concrete, operational and directly actionable.
The main users of these two evaluations will be the European Commission (headquarters and European Union Delegations in Burkina Faso and other countries where the International Trade Centre-Ethical Fashion Initiative (ITC-EFI) programme is being deployed; ITC (headquarters); ITC-EFI (programme team) and all related national stakeholders from Mali and Burkina Faso in particular, but also other European social enterprise stakeholders.

This mid-term evaluation intended to analyse the results of the Programme since its inception, following the six DAC evaluation criteria and that of EU added value.
The SAFIRE Programme ( food security, training, insertion, resilience and employment) is divided into three components, respectively (i) Community and institutional resilience for the economic and social insertion of young people and women in Nouakchott, Hodh El Chargui and Hodh El Gharbi, (ii) a socio-professional integration programme for the employment of young people and women in Nouakchott, Gorgol and Guidimakha, and (iii) a support project for the economic and social inclusion and employment stability of young people in Mauritania, in Nouakchott, Brakna, Trazra and Gorgol.
Each of the three components was supported by a consortium (lead organisations: OXFAM, French Red Cross and GRET). In total, 14 NGOs were involved in the implementation of the activities, coordinated by an inter-consortium team of three persons.

Technical assistance to the Ministry of Industry and Private Sector Promotion to strengthen the institutional arrangements for the implementation, coordination and monitoring of the sugar sector reform strategy as well as the effective implementation of the multiannual programme (2007-2010) of support to the Congolese sugar sector within the framework of the EU support planned to this effect.   

Feasibility and engineering studies for the expansion of the Finchaa Sugar Factory from its current capacity of 4,000 TC per day (85,000 T sugar per year) and 450 hl of ethanol per day to the maximum capacity possible after bringing the east bank of the Finchaa River into production (7000 ha cane under irrigation) (10,000 TC per day extensible to 12,000 per day and 1050 hl of alcohol per day).

The Delegation of the European Union to Moldova commissioned an ex-post evaluation of its Framework Programmes "Support of the Agreements between the European Union and the Republic of Moldova 2011-2013", the goals of which were to identify the achievements, determine the quality and results of the Actions, in the context of an evolving co-operation policy, increasingly focused on results-oriented approaches and the implementation of Sustainable development Goals (SDGs). The principal objectives were to conduct an independent assessment of the performance of the Framework Programmes 2011- 2013, identify lessons learned, and provide recommendations to help to improve future programme identification and formulation.

The global objective is to increase local CSOs’ capacity to perform their roles as independent development actors more efficiently.
The specific objectives are to: (i) improve CSOs’ capacity in proposal writing, general project management including financial aspects, and the management of EU grant contracts, and; (ii) improve CSOs’ capacity in management and advocacy with particular attention to the Sustainable Development Goals.