Our projects

The Somalia Crisis Recovery Project is a flood and disaster recovery, and reconstruction project financed by the World Bank to the Federal Ministry of Finance (MOF). It will support immediate and sustainable flood recovery and finance activities to mitigate against future shocks, by supporting: (a) immediate early floods recovery and service delivery restoration activities; (b) immediate support activities to respond and mitigate COVID 19; (c) medium-term rehabilitation of flood-impacted infrastructure, services and livelihoods; (d) elements of immediate and longer-term crisis preparedness and recovery; (e) detailed flood risk management plans, including both structural and non-structural flood risk management solutions for the country; and (f) support to enhance government performance and accountability and citizen engagement in service delivery.

The overall objective of the assignment is to provide independent review of project implementation and verification of all project results.

The project components include:

• Component 1: Immediate basic services and livelihood support for early recovery
• Component 2: Medium-term flood recovery
• Component 3: Longer-term disaster risk management and preparedness
• Component 4: Project Management
• Component 5: Contingency Emergency Response Component

As part of the Component 2 verification activities, the team is undertaking progress monitoring and assessment of river embankments, health facilities, roads and irrigation canals, through technical assessment of measurements of construction sites and materials, and verification of compliance as per the works contract.

The Project’s early recovery and locust preparedness activities will likely take six to twelve months to complete, while an overall four-year project duration is proposed to: (a) allow the completion of infrastructure activities to building-back-better standards; (b) allow time for the FGS-Federal Member State (FMS) project management arrangements to become functional, and (c) support longer-term resilience building and risk management within Government. The Project will follow a rigorous prioritization and sequencing exercise based on the needs identified in the FINA, to identify state-level annual investment plans.

Specific Objective 1 (SO1): Support the Secretariat to transition to a new organisational structure by strategic execution of tasks to minimise disruption and ensure alignment with the organisation's goals.

Specific Objective 2 (SO2): Support the Secretariat in establishing procedures and regulations as informed by the 2024 system audit and put in place administrative, contractual and financial checks, balances and controls.

The Support to Rural Entrepreneurship, Investment and Trade in Papua New Guinea (EU-STREIT PNG) was the largest grant-funded project of the EU in the Pacific region at the time of the assignment. With a budget of nearly 90 million EUR, it was implemented by a consortium of five UN agencies (led by FAO) from 2020 to 2026 in the two Sepik provinces of Papua New Guinea. It aimed to foster rural development through a holistic approach that integrated the development of three agrofishery value chains (cocoa, vanilla, and fisheries) with enabling services and infrastructure, in particular business services for farmers and their organisations, financial services and digital services, rural transport infrastructure, and renewable energy.

The evaluation was commissioned by the EU Delegation to Papua New Guinea and was managed by the Delegation together with FAO and the Department of National Planning and Monitoring of PNG. Its global objective was to provide the relevant services of the EU, its development partners, and other interested stakeholders with an overall independent assessment of the performance of the programme, paying particular attention to the results achieved and the underlying reasons of these achievements. It also identified lessons learned, conclusions, and recommendations to improve current and future interventions. The evaluation scope included all programme activities over the entire implementation period.

Methodologically, the evaluation adopted a theory-based approach using mixed methods. Qualitative research included a comprehensive document review and primary data collection through remote interviews and an in-country mission in Port Moresby and the Sepik provinces to conduct face-to-face interviews, focus groups with beneficiaries, and field visits to project sites. In terms of quantitative methods, the team analysed the data available in the programme's Management Information System (STREITMIS).

The final report is available online at: https://webapps.ilo.org/ievaldiscovery/#alt4829

The overall objective of this contract was to support the work of the EU Delegation to Honduras in enhancing the capacity of CSOs working in the country to act as actors of development and in their role as watchdogs and contributors to the GGIA’s 360-degree approach.

The specific objectives were:

• To ensure that structured dialogue on GGIA implementation in Honduras includes the participation of civil society and leaves no one behind.
• To ensure that the 2026 EU call for proposals for civil society is aligned with the current needs of Honduran CSOs and complements ongoing EU and EU Member State actions, contributing to the GGIA’s 360-degree approach.

In accordance with the EU's Multi-Annual Indicative Programme for Bangladesh 2014-2020, that aims to contribute to a better educated, trained and qualified population through improved education and skills development, the Human Capital Development Programme for Bangladesh 2021 (HCDP 21) was designed. The programme added value by extending the current budget support modality in primary education and the area of TVET under one single Sector Reform Performance Contract (SRPC) with an overall allocation of EUR 200 million, EUR 150 designated for primary education and EUR 50 million for TVET.

Under this contract, complementary services to the SRPC were provided to enhance policy dialogue for long-term strategic system strengthening of the sector, to support performance assessment and to strengthen the institutional capacity of the relevant government bodies to bring about policy reforms, while ensuring full ownership and sustainability of these reforms. The contract also encouraged the GoB to continue to strengthen governance and PFM systems at sector level, in complementarity with other EU-funded programmes in PFM in the country.

The purpose of this contract was:

• To support the EUD and relevant Government bodies in the more effective delivery of quality primary education services, through targeted technical assistance that will provide institutional strengthening support, capacity building, policy advice and evidence-based research, as required;
• To support the EUD and relevant Government bodies in the more effective delivery of TVET services, through targeted technical assistance that will provide institutional strengthening support, capacity building, policy advice and evidence-based research, as required. Support to the establishment of a SWAP in TVET, through enhanced results-based planning, management and assessment and improved coordination across the TVET sector;
• To support the relevant Government bodies responsible for Finance and Procurement in improving the Public Financial Management (PFM) system in ensuring adequate and equitable financing and management of funds.
• To support the EUD in (i) facilitating more effective policy dialogue with MoE and MoPME by providing technical inputs for strategic thinking on further policy analysis, development and implementation within the education sector in Bangladesh; (ii) periodic monitoring and assessment of overall sector performance and progress in the implementation of the NEP, Sector Budget Support (SBS) eligibility criteria and assessment of progress towards the HCDP21 disbursement linked indicators (DLI) targets of the TVET sector and, if required, for the primary education sector.

The key results to be achieved by the contractor were as follows:

• Develop the necessary enabling environment to reinforce institutional capacities to undertake effective, timely and evidence-based primary education system reforms: through well-targeted institutional capacity development interventions, support the relevant government departments (DPE, BNFE, NCTB…) in achieving the results under each of the targeted PEDP-4 components (Quality, Access and participation and Governance, financing and management);
• Develop the necessary enabling environment for a strengthened public TVET system: Effective and timely support to TMED's TVET services, particularly in respect to strengthening the institutional capacity of key central departments (including TMED, DTE and BTEB) and facilitate better coordination with other stakeholders. A particular focus will be put on successfully supporting the relevant government departments in attaining the DLI targets;
• EU policy dialogue, conditionalities and capacity building activities are more strategic, better coordinated and more conducive for implementation of government strategies/policies that contribute to progress in the education sector as a whole, in line with the SDG agenda.

The objective of COWASH is to increase and sustain coverage of safe water supply, sanitation and hygiene in rural areas of the selected woredas.

COWASH V builds on the results and lessons learned from the previous phases and aims to ensure the sustainability of the achievements to date. The preparation process was a joint effort by the Government of Ethiopia (GoE) and the Government of Finland. Finland’s development cooperation, guided by Finland’s development and government policy, is based on partners’ development policies and priorities and is aligned with partners’ planning and management systems.

The planning process, of which the appraisal and the finalisation of the Project Document were the final steps, also established the foundation for operationalising and achieving poverty reduction, sustainable development and the cross-cutting objectives of Finland’s development policy.

This appraisal provided an independent view of the feasibility and implementability of the planned project and supported the finalisation of the Project Document. The issues under review offered a comprehensive assessment of whether the PD provided feasible and practical guidance for implementation. Potential problem areas were identified and workable solutions were proposed.

The overall objective of the Country Programme 2018-22 was to contribute to inclusive sustainable growth and improved governance in Ethiopia by supporting the vision of building a Climate-Resilient Green Economy and reaching lower middle-income status by 2025. These were high political priorities of the Government of Ethiopia that Denmark wished to support. The four thematic programmes through which this was to be done are the following: Agricultural Commercialisation Clusters; Coherence between humanitarian responses and development cooperation; Climate-Resilient Forest Livelihoods; and Governance and Human Rights.

At present, there are six Development Engagements (DEs), as follows:

• Agricultural Commercialisation Clusters Programme, a partnership with the governmental Agricultural Transformation Agency (ATA). Budget: DKK 350 million. Expiry: Mid-2023
• Productive Safety Net Programme, with the World Bank. Budget: DKK 300 million. Expiry: End 2022
• Sustainable Livelihoods and Food Security Programme, with the World Food Programme. Budget: DKK 100 million. Expiry: End 2022
• Climate-Resilient Forest Livelihoods Programme, with the Ministry of Finance. Budget: DKK 45 million. Expiry: Mid-2023
• Governance and Democratic Participation Programme, with UNDP. Budget: DKK 20 million. Expiry: End 2011
• Ensuring Gender-Responsive Democratisation and Preventing Violence against Women and Girls, with UN Women. Budget: DKK 20 million. Expiry: End 2021.

The objective of the monitoring and communication assignment was to support the Danish Embassy in Addis Ababa in

(a) establishing and facilitating a functioning monitoring and risk management system for the Country Programme and other development engagements that will help improve programme effectiveness, facilitate learning and ensure informed decisionmaking by the Embassy and its partners, and maximise transparency and accountability regarding the development of the programme;

(b) communicating to both the Ethiopian and Danish general public and certain specific target groups relevant achievements and results obtained by the Country Programme and other partnerships in the Embassy’s country portfolio.

The Government of Papua New Guinea obtained a Grant from the Asian Development Bank to implement the proposed 'Building Resilience to Climate Change in Papua New Guinea (BRCC) Project'. The project helped implement PNG’s Strategic Program for Climate Resilience (SPCR) 1 aimed at achieving transformational change in addressing the current and future threats from climate change and related hazards.

The purpose of this assignment was to support the Project Management Unit (PMU) in

• Project implementation and administration
• Developing the necessary capacity development including training and transfer of skills to PMU personnel to improve their project management and implementation skills, and
• Strengthening CCDA’s overall capacity for future management and implementation of similar projects.

Experts provided:

1) Team Leader - Implementation Coordinator: The team leader provided support and assistance in leading and managing all project implementation activities under the BRCC Project. This included support to planning, supervision, reporting, and ensuring that safeguards and monitoring standards were met. The scope covered:

• Supervision and coordination of PISC specialists.
• Oversight of physical and financial progress.
• Ensuring safeguards compliance (environmental and social).
• Facilitating communication with ADB and relevant national and provincial stakeholders.
• Preparing and submitting key project reports, including progress and completion reports as specified in this ToR.
• Supporting field monitoring, mission preparations, and reviews.
• Ensuring performance tracking and results-based management of project components.

2) International M&E Specialist: The Specialist led implementation of the Project Performance Monitoring System (PPMS), ensuring alignment with ADB’s requirements and PPCR frameworks. Tasks included developing the endline survey methodology, designing data collection tools, processing instruments, and evaluation templates, and analyzing data to determine project outcomes and the likelihood of achieving the desired impact. The role also covered mentoring of the PMU’s M&E Officer, supporting quarterly and annual reporting, and integrating findings into the overall project management and learning processes.

With this Evaluation the EU intends to reflect on its cooperation approach with Nigeria in the last ten years. This includes the thematic and geographical focus as well as the choice of implementing partners, EU interests and the objectives of the cooperation with Nigeria, from the point of view of both strategic partnerships and jointly developed policies, and the positioning of the EU and Member States in the current political and socioeconomic context of Nigeria.

As per the Terms of Reference (ToR), the purpose of the evaluation is:

• To provide the EU Delegation in Nigeria, the relevant INTPA units and other concerned services with ‘lessons learnt’ and with recommendations in order to inform more evidence- based intervention identification, design and implementation in the future; and
• To identify ‘opportunities’ within the general shift towards ‘Global Gateway’ as a strategic programming direction under the current MIP areas with potential for developing strategic partnership for EU-Nigeria mutual interest, and good practices to develop orientations and guidelines for the identification and implementation of current as well as future cooperation programmes.

The Evaluation is commissioned for accountability purposes (the last country evaluation was conducted in 2010), and at the same time has a strong learning and forward-looking element.

The Evaluation covers interventions falling under the EU’s Global Gateway (GG) policy and priority sectors identified in the relevant INTPA programming documents: i) Sustainable Economic

Development covering digitalisation, climate-smart agriculture, energy efficiency (in the

11th EDF: Sustainable energy and access to electricity); (ii) Peace and Security including good governance and migration (in the 11th EDF: Rule of Law, governance and democracy); (iii)

Human Development including health and education, and youth empowerment (in the 11th

EDF: Health, nutrition and resilience); gender equality and HRBA as crosscutting issues.

The objective of the mission will be to strengthen the capacities of COGEBISCO and other actors involved in the asset recovery chain.

The general objectives of the project are:

• to strengthen the technical capacities and skills of staff by implementing continuous training programs for staff to improve their knowledge of recovery techniques and legislative developments;
• to improve of the organizational and legal framework;
• to implement of effective procedures by developing clear and appropriate procedures for asset recovery, incorporating modern tools and best practices;
• to strengthen inter-institutional cooperation by proposing measures to strengthen functional relationships between COGEBISCO and other key stakeholders, particularly authorities responsible for prosecuting cases related to fraud and criminal prosecution;
• to the use of new technologies by adopting advanced technological solutions for asset recovery and management.