Nuestros proyectos

The general objective of this mission was to contribute to the education of the RIP-11th EDF projects in terms of efficiency, effectiveness and ownership by all stakeholders in order to increase their impact on regional integration in Central Africa.

The specific objectives of this mission were to support the beneficiaries to:

• Reformulate the missions of the ECCAS Coordination and Monitoring Unit for the implementation of the ECCAS RIP-AC after having assessed its structure and operating conditions in order to increase its capacity for ownership, intervention, information exchange and coordination as well as the mobilization of partners' resources, taking into account the responsibilities that could be assigned to it under the New European Consensus on Development;
• Formulate the type of support for the implementation of a multiannual programme in which all implementation, capacity-building of staff and operation activities of the ECCAS Regional Authorising Officer/EDF Support Unit were to be planned in order to enable this structure to better adapt to the new roles it may have to play in the context of the New European Consensus on Development.

The overall objective is to improve the quality and results of EU external assistance by providing EC staff in headquarters and EU Delegations with:

i) Methodological support regarding the programming, design, implementation, monitoring and evaluation of development actions;

ii) Knowledge sharing support in the sectors of work of EuropeAid and on all aspects of development actions in terms of content and processes.

The specific objective is to develop EC staff skills, knowledge and capacity to programme, design, implement, monitor and evaluate EC external assistance. More specifically, it implies that:

1 — Methodologies and analytical tools for identification, design, implementation, monitoring and evaluation are improved, tailored to the staff needs and disseminated including through trainings;

2 — Thematic guidance is improved, tailored to the staff needs and disseminated including through trainings;

3 — Knowledge on projects and on thematic and methodological issues is shared internally and externally, including through online collaborative tools such as Capacity4dev.

The overall objective of the assignment was to contribute to an enhanced communication and visibility of civil society organisations that have been supported by the EU in the human rights and social justice sectors in South Africa.

More specifically, the assignment aimed to generate a series of multi-media projects around the CSOs working in the human rights and social justice sectors, in an effort to:

• Enhance the communication around the roles played by CSOs in the field of socio economic rights and the results of their work (vis-à-vis key stakeholders, namely the authorities, but also private donors, the EU and Member States, INGOs and regional and global CS platforms, etc.) and
• Deepen capitalisation efforts by portraying a number of successful projects funded by the EU and illustrating the results achieved so far and the lessons learnt in the Road Map process.

Two key outcomes are expected from the assignment:

• The development of the text, lay-out design and printing of a booklet portraying the work of the key South African CSOs working in the socio economic-sector, as well as case studies.
• The realization of a series of short videos (10 + 1) portraying and assessing (with a special focus on the results achieved so far and lessons learnt) a number of interesting Civil Society projects funded by the EU under the SEJA programme/case studies in the human rights and social justice sector

The aim of this project was to:

• Ensure that all opportunities of renovating Gangala, relaunching Nagero and launching a tented camp as high-end tourist products are accurately identified and described.
• Ensure that all Key Threats/Weaknesses (if any) associated with the proposed action are accurately identified and described.
• Develop an initial financial model taking into consideration all income generating opportunities related with the products and basic market requirements.
• Develop an initial concept plan including basic requirements, potential activities in the Park (to justify the logistical challenges of tourists reaching the Park) as well as ideas on complimentary attractions that could be developed.
• Investigate potential tourist circuits within the DRC that could tie in visits to Garamba with other parks and neighbouring countries (Reserve de faune á Okapi, Virunga, …).
• Investigate the effect that the various seasons (particularly the long wet season) would have on the tourist experience.
• Investigate and determine a security risk mitigation and management plan for the tourism in this location.
• Investigate the needs in terms of local capacity reinforcement and the possible solutions (identify the institutions that could be able to deliver specialized trainings).
• Identify potential economic and cultural cross-cutting opportunities to integrate community led initiatives into GNP’s tourism opportunities (e.g. purchasing honey from the communities to produce soap for lodges, integrating local artists…).

To contribute towards obtaining an insight in the coffee value chain in order to design interventions

that lead to sustainable solutions that contribute to the achieving the targets of the Coffee Roadmap.

To develop a detailed and costed implementation plan for the initiatives identified in the Coffee Roadmap for Uganda for the next 5 years commencing the financial year (FY) 2019/20.

The specific objective of the mission was to improve the effectiveness of the strategic partnership of the Delegation of the European Union, in connection with the Office of support to the National Authorizing Officer (NAO), with civil society organizations and professional organizations in the private sector in Madagascar; by offering specific technical support and helping to strengthen the strategic capacities of these organizations in the relevant governance issues related to the EU programmes in Madagascar.

The results achieved were as follows:

1. Strategic dialogue, participation and the role of CSOs and professional organisations in national and local governance were improved and strengthened in the framework of EU actions in Madagascar, in particular:

1.1.The strategic analyses and contributions to reporting on the proposed themes were produced at the request of the European Union Delegation to Madagascar (EUD Madagascar) and on the basis of exchanges with stakeholders (including questionnaires for evaluating cross-cutting issues);

1.2.Four strategic dialogues between the EUD Madagascar and the civil society (including two deconcentrated) were organised (including preparation, reporting and logistical organisation) in connection with the EU's high-level political dialogue. These dialogues were the subject of preparation and restitution sessions with CSOs;

1.3.The report on the implementation of the roadmap to support the civil society 2014-2017 was produced and this roadmap was updated for the period 2018-2021. The implementation of the updated roadmap was monitored (reporting and consultations) and the meetings of the EUD Madagascar - CSO working group, set up in June 2017, were organised. An update of the database of CSOs supported by the EU and the MS was also carried out in connection with the Common Support Fund for Civil Society in 2018.

1.4.Specific contributions at the request of the EUD Madagascar to the monitoring of the implementation and reporting on the Democracy and Human Rights strategy were provided twice a year.

1.5.Support for the setting up of the consortium of professional employers' organisations from the private sector within the framework of the future PADEIR programme grant, in particular support for: the drafting of the statutes, the definition of governance and management structures, internal regulations, the procedures manual. The elaboration and proposal of a coaching/training programme for the capacity building of the professional employers' organizations members of the consortium, in particular on the management of the subsidies envisaged by the PADEIR. This support was carried out in complementarity and synergy with the actions developed by the PROCOM programme (strengthening of intermediary organisations (IOs) and others, support for IO grants);

1.6.Organisation of two dialogue sessions between private sector employer/professional organisations, the EUD Madagascar, the NAO and other stakeholders whose themes were validated in advance by the European Union Delegation;

1.7.Two thematic dialogue sessions between CSOs, the EUD Madagascar and the NAO/Ministry of Finance and Budget were prepared and organised (including post-session follow-up) during the 2017 and 2018 disbursements of State Building Contract 2 budget support 11th EDF;

1.8.Organisation and facilitation of consultations for the monitoring and improvement of civil society strategies for participation in the electoral process in the framework of EU funded projects.

2. The Steering Committee of the Multi-Donor Common Fund to Support Malagasy Civil Society was supported in its consolidation and strategic orientations.

2.1.The capitalisation by the Steering Committee of the modalities developed on the basis of the recommendations of the final evaluation of the Dinika 10th EDF programme became effective and the monitoring and evaluation system was set up;

2.2.The Steering Committee and the future Advisory Committee of the Common Fund were accompanied and supported in their strategic orientations;

2.3.The capacities of civil society representatives in the various bodies of the Common Fund were strengthened, in particular through a coaching programme and the facilitation of concentration workshops between CSOs (six workshops over a period of two years);

2.4.New donors were identified and ways of moving towards an autonomous national mechanism were proposed;

2.5. The monitoring of complementarity/synergy between Common Fund support and other EU support (EDF/budget lines) was carried out, in particular helping to identify the priorities of the 2018 CSOs-LAs call for proposals guidelines.

3. gender equality and women's empowerment in the 11th EDF programmes are now taken into account more and the draft budget lines have been strengthened, in particular in the implementation of GAP II, more specifically :

3.1.The “gender” analysis of the Action Papers and of other programming documents of the EUD Madagascar (including the guidelines for calls for proposals) was produced and contributed to gender mainstreaming;

3.2.Gender checklists and sex-disaggregated and gender-sensitive indicators were produced to improve the management of EU programmes and projects; in future these indicators will also serve to measure the gender impact of these EU-funded programmes and projects;

3.3.Coaching sessions and/or short training sessions were given on request by the EUD Madagascar;

3.4.The monitoring of the GAP II implementation and reporting was supported, particularly the identification of gender equality results achieved by existing programmes and the selection of targets and indicators for programmes and projects that were not included in the GAP 2016 report;

The Justice, Security, Accountability & Transparency Project (JSAT) is valued at 12.6 million EUR and was funded by the EU under the 10th European Development Fund (EDF). The JSAT was implemented jointly by two Ministries (Ministry of National Security and Ministry of Justice), the Independent Commission of Investigations (INDECOM) and Civil Society Organizations. The overall objective of the JSAT was to improve the standard of living and quality of life of Jamaican citizens by strengthening governance and oversight, with particular regard to the functioning of the security and justice systems. The purpose of the Technical Assistance (TA) was to provide project management support and build the capacity of the Ministries of National Security and Justice, and to support INDECOM to ensure the efficient implementation of the JSAT Project.

The project encompassed four components:

Component 1) Strengthening the capacity, forensic capability and oversight within the security sector thereby improving respect for the rule of law and human rights principles.

• Capacity building and training at the Single Training Academy
• Rehabilitation and equipping of classrooms and dormitories at the Single Training Academy and supply of software and training
• Supply of Equipment and training at the Forensic laboratory to facilitate the identification of drugs and other substances
• Construction of annex to the Forensic Laboratory and provision of retrieval system and software to facilitate security of exhibits and easy retrieval.
• Capacity Building and provision of equipment to the Independent Commission for Investigations (INDECOM)

Component 2) Improved networking and data-sharing capability and strengthened professional capacity of key entities to investigate and present for prosecution, cases of corruption, money laundering and organised crime.

• Technical assistance and capacity building to support the establishment of the Single Anti-Corruption Agency
• Supply of Equipment, Technology and Training to select Law Enforcement Agencies to improve capacity and encourage coherence between operations.
• Technical assistance to document protocols within law enforcement agencies
• Refurbishing and fitting of interview rooms at select law enforcement agencies

Component 3) Improved capability of the justice system to ensure timely treatment and disposal of cases

• Review and streamline the administrative processes underpinning the Case Management System (CMS) in the Justice Sector and implement CMS in select courts
• Rehabilitate and equip select courts with new technology to facilitate video evidence and electronic recording of evidence

Component 4) Civil society organisations (CSOs) empowered to fulfil their monitoring, advocacy and public education functions.

• At least 2 Calls for Proposals with grants awarded to civil society organisations

The activities under each component were implemented using a tendering / procurement procedure following the guidelines for Programme Estimates.

The implementation of all sub-activities under components 1-3 required an invitation to tender procedure. The overall number of tenders launched was forty (40). All types of procurement (Service, Supplies and Work), all types of EU procedures (Single tender, Competitive negotiated, Local and International open) were used for the various types of JSAT activities: training, forensic equipment, IT equipment, furnishing, sophisticated software, rehabilitation and construction works, social studies, communication & visibility studies, etc.

In 2016, the United Nations World Food Programme (WFP) and the Food and Agriculture Organization of the United Nations (FAO) launched a joint project to rebuild livelihoods shattered by conflict in eastern Democratic Republic of Congo (DRC), by empowering women, supporting farmers and helping build peace between communities. This was funded by the German Cooperation through KfW with a grant of 35 million EUR.

Working hand-in-hand in using their collective expertise, WFP and FAO have set out efforts to assist rural farming communities returning home after forced displacement. The support includes a short-term safety net for people in urgent need, as well as micro-financing, numeracy and literacy training, economic empowerment training for women, and conflict prevention tools.

The aim is to bridge the gap between humanitarian assistance and development work, by improving value chains and livelihood development for smallholder farmers, thus supporting the emergence of more resilient and peaceful communities. Families will benefit from better access to markets, training in sustainable agricultural production, including post-harvest management, adequate agro-processing and marketing of their produce to boost their income and improve their food and nutrition security.

The overall task of the consultancy was to support WFP and FAO in the monitoring and reporting of the project “Stabilization of Priority Post-Conflict Areas of DRC”. This included support in a review of the operational management and coordination of the project,identifying improvements in data collection and analysis, updating / finalizing the effects matrix, and drafting an evaluation report.

Since Georgia adopted its new Waste Code in 2015 and the development of a National Waste Management Strategy, the Georgian government has treated waste collection, safe disposal, recycling, recovery and waste management in general as top priorities. Some requirements of the new code had already been enforced, while others were expected to be enacted step-wise according to a time-bound Action Plan (2016-2020). The government’s aim was to establish a comprehensive system for waste management in line with modern standards and the EU-Georgia Association Agreement (AA) requirements.

The EU, through its Delegation in Georgia, played a significant role in supporting this field of environmental protection. However, in spite of the extensive and outstanding contribution to the waste sector development, the awareness of key target audiences and of the general public of implemented or ongoing actions in the waste sector, and of best waste management practices needed to be strengthened further.

The overall objective of this project was to increase awareness, understanding, and support for the EU and its activities in Georgia, particularly among Georgian audiences. The specific objective was to do so with particular emphasis on the EU support to improve waste management practices in the country through active participation within society.

Concretely, this has been done by raising awareness, informing, engaging and building capacity among the key audiences, and by enhancing communication and cooperation among the key stakeholders and counterparts of this initiative. This increased the visibility of the EU activities and awareness of waste related issues, while demonstrating its importance for the whole country.

The Project under the 10th EDF was designed based on lessons learnt from the Institutional Capacity Building - Phase I Project, the 2010 Result Oriented Monitoring (ROM) and the Mid-Term Review (MTR) and the subsequent analysis during formulation of ICB - Phase II which confirmed the weak ownership of the EU-PNG Development Programme and of the EDF-funded projects/programmes by the GoPNG and the implementing line departments and agencies (LDA), largely as a consequence of inadequate involvement in the programming and planning process, and as evidenced by virtual non-functioning of the Programme Steering Committee, which was to play a central role in guiding the NAO-SU.

The overall objective of the project was to contribute to the strengthening of the mobilisation, management and coordination of all development assistance to PNG, ensuring its effectiveness and alignment with national strategies and development plans.

It was expected to deliver support and capacity strengthening actions to the NAO system in order to enhance the preparation and the implementation of the PNG-EU development cooperation programme and therefore to contribute to the effectiveness of the aid provided to PNG.

It focussed on the areas of programming, planning, aid management and project management. The implementation was expected to be underpinned by effective internal and external communication and information.

The main objectives of this evaluation were to provide the relevant services of the European Union, the interested stakeholders and the wider public with:

• an overall independent assessment of the past performance of the Institutional Capacity Building of the National Authorising Officer System in PNG - Phase II, paying particular attention to its results measured against its expected objectives; and the reasons underpinning such results;
• key lessons learned, conclusions and related recommendations in order to improve current if relevant and future Actions.