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Following several discussions on the subject of evaluation recommendations, the Evaluation Cooperation Group (ECG) decided that a Working Group on evaluation recommendations, management responses and feedback loops should be launched. This assignment produced a reference document to support this Working Group by:

• Taking stock of how ECG members and observers formulate evaluation recommendations, obtain responses to evaluation recommendations from management, engage the Board with evaluation recommendations, follow up on the implementation of evaluation recommendations, and draw on feedback loops to improve the formulation of evaluation recommendations and their implementation; and by
• Identifying lessons for promoting the recurrence of desirable outcomes in the aforementioned stages in the evaluation process, while precluding the recurrence of undesirable outcomes.

These objectives were addressed by drawing on desk research and close to 40 interviews with representatives of the evaluation, service, management and Board functions within the ECG members and observers participating in the Working Group.

The stocktaking and analysis of lessons learned identified a number of factors influencing the way the studied process are organised and implemented by the ECG members.

Particip GmbH provided quality assurance during this process.

The Chapeau contract concerned the external financing instruments (EFIs) of the European Union. It was an overarching contract comprising several individual external financing instrument evaluations, a Coherence Report of the EFIs, and the process of co-ordination across all the EFIs.

The objective of each of the individual EFI evaluations was:

• to provide the relevant external relations services of the European Union and the wider public with an independent assessment of the European Union's EFIs, including complementarities/synergies between the given EFI and each of the other EFIs.
• to inform the programming and implementation of the current EFIs, as well as the next generation of the EFIs.

The deliverables of the Chapeau contract were as follows:

• the Development Co-operation Instrument (DCI) Evaluation Report.
• the Greenland Decision (GD) Evaluation Report.

The DCI and GD are two instruments in the set of EFIs which together form the multi-annual financing package for the programming cycle 2014 – 2020.

• the Common Implementing Regulation (CIR) Evaluation Report. The CIR is an 'umbrella' regulation which brings together the implementing rules for the following instruments – DCI, ENI, EIDHR, PI, IcSP, IPA II. The Greenland Decision and INSC follow these rules as well.
• a Coherence Report of the EFIs. The report showed to what extent the existing instruments were, when considered together, still adapted to the evolving international context and still contribute to a consistent Union external action.
• Co-ordination.The objective of the co-ordination tasks was to ensure a reasonably consistent and coherent approach across the set of individual EFI evaluations. The Chapeau contract team leader had the specific role of working with, drawing on and co-ordinating knowledge produced by the evaluations within this contract and the evaluation teams of the other EFI evaluations.

The reports are availble at:

DCI: https://ec.europa.eu/europeaid/draft-evaluation-report-external-financing-instruments-development-cooperation-instrument-dci_en

Greenland: https://ec.europa.eu/europeaid/evaluation-greenland-decision-gd-draft-report_en

CIR: https://ec.europa.eu/europeaid/draft-evaluation-report-external-financing-instruments-common-implementing-regulation_en

The objective of the mission was to assess and report to the European External Action Service (EEAS) and the European Commission (EC FPI) whether a deployment of an EU Election Observation Mission (EU EOM) to Timor-Leste for the forthcoming General Elections (foreseen for February 2017) would be useful, advisable and feasible. Moreover, the objective of the ExM was to produce specific documents containing clear information and recommendations ahead of the HRVP's decision on the deployment of a possible EU EOM.

More specifically, the ExM:

1. Assessed the pre-election situation in the light of international standards for democratic elections and national legislation. The assessment covered: (i) Electoral framework for general elections (ii) election administration, (iii) human rights and fundamental freedoms, (iv) media, (v) voter registration, (vi) party and candidate registration, (vii) political situation, (viii) security aspects, (ix) logistics and operational matters, and (x) any other relevant issues relating to the elections and possible deployment of an EU EOM.

2. Drew lessons from the previous missions deployed in Timor Leste.

3. Made necessary preliminary logistics related enquiries and provide advice on how to organise the operational component of a possible EU EOM.

4. Assessed the security situation in the country, in particular in connection with the possible deployment of an EU EOM.

5. Advised on the focus, composition, number and length of stay of the Core Team members and long and short-term observers of the EU EOM.

6. Drafted tentative specifications and Terms of Reference of a possible EU EOM and/or an EEM and related estimated costs and budget breakdown.

7. Assessed the relevance of providing support to domestic observer organisations under the EIDHR.

8. Acquired updated information on EU election support (both EU and Member States) and other major actors' plans in this field, including in the area of electoral assistance.

9. Liaised closely with domestic and international election observation organisations that may be present on the ground regarding the preparation of elections. Seek close coordination with the OAS to this purpose.

10. Prepared a number of specific reports as outlined in section “VI. Output” of the ToR.

This request was part of the Justice Support Project of which the general objective was to contribute to strengthening the rule of law and the promotion of democracy in Benin by improving governance, fighting corruption and respecting human rights.

Its specific objective was to help Benin improve both access to fair and high quality justice, and the detention and reintegration conditions of prisoners. In doing so, the JSP has supported the implementation of the sectoral policy in the field of justice by addressing the above three major problems identified, through: modernising the central administration of the Ministry of Justice, Legislation and Human Rights (MJLHR); ensuring better access to justice; and improving detention conditions with the aim of aligning them to international standards and contributing to the reintegration of prisoners.

The specific objective of this contract was to support the Directorate of Programming and Forecasting (DPF) and other directorates of the Ministry of Justice and Legislation (MJL) in implementing the activities envisaged within PE2 of the JSP and the related work plan.

The technical contractor has therefore supported the implementation of the activities envisaged within PE2 of the JSP which required technical assistance, and has provided the services listed below. In addition to the mobilisation of expertise in the fields mentioned, the contract required coordination of the experts involved. Moreover, the contractor has ensured continuity with the actions initiated during the implementation of PE1 and that the MJL authorities completely approve the results.

The global objective of this assignment is to draft the necessary legislation to strengthen electoral laws and political party systems in the country.

The specific objective is to draft:

• amendments to the Political Parties Integrity Act 2014 and associated Regulations and
• a new principal Bill and subsidiary legislation to replace the National Parliament Electoral Provisions Act and its subsidiary legislation.

The aim of this specific contract was to support the Peruvian Authorities for the identification and formulation of a new intervention for the drugs sector based on a comprehensive analysis of the key problems and the assistance already available.

The assignment was split into two phases:

The specific objectives of Phase 1 were:

• Mapping of current and past EU actions in the area of drugs and their impact/results (under bilateral, regional and thematic programmes).
• List the main areas of current/future intervention of other key donors.
• Assess the main achievements and challenges of the national strategy to fight against drugs.
• Based on (a), (b) and (c), propose potential lines of action under MIP 2014-2017 (up to €12 millions), taking into account their relevance with respect to the sector challenges and the feasibility to achieve concrete results in the framework of a project.

The specific objective of Phase 2 was to develop the full project proposal once the Delegation and the newly elected authorities had agreed on the lines of intervention.

The global objective of this assignment was to carry out a Mid-Term Review (MTR) of SAAP III (n°ENPI/2009/20492) and SAAP IV (n°ENPI/2010/21871). The MTR provided the Government of Egypt, institutional counterparts and the European Union (EU) with an overall independent assessment presenting sufficient information to make an informed judgement about the performance of the project (its efficiency, effectiveness and the likelihood for the project to achieve its stated objectives), and to take decisions about any required adjustments for the last two years of implementation.

The specific objectives of the MTR were:

• To conduct a comprehensive review of the performance of the project to assess key elements of efficiency, effectiveness, and potential sustainability.
• To identify lessons learnt and to make recommendations for the improvement of the project performance.
• To assess whether the project is on track to achieve its outcomes and impact, and make recommendations for an exit strategy that would ensure sustainability of the outcomes after the completion of the project.

The project objective was to further approximate and implement the environmental acquisition, through strengthening the administrative capacities for environmental management on central and local level in the fields of water management, waste management, nature protection, air management and climate change.

The specific objective of this assignment was to assist the Beneficiary institution – MoEPP with the preparation of Technical Specification for TAIB 2012 Supply Contract for appropriate equipment to exchange and manage information and monitoring for water, waste, air management, nature and climate change.

Relevant background

Since early 2007, the Commission, the UN-family and the World Bank have worked together in setting up a platform for cooperation on post-crisis needs assessments for natural disaster (Post-Disaster Needs Assessment, PDNA) and conflict (Recovery and Peacebuilding Assessment (RPBA), previously named Post-Conflict Needs Assessment, PCNA) scenarios. This trilateral cooperation was framed and formalised through the signature of a Joint Declaration on “Post-Crisis Assessments and Recovery Planning” in September 2008. The EU/UN/WB platform covers the whole PDNA/RPBA(PCNA) process, including strategic coordination, development of joint methodologies for post-crisis assessments, joint deployment of assessment teams, joint training and joint recovery planning and monitoring.

In line with the 2008 Declaration on Joint Post-crisis Assessments and Recovery Planning, the overall objective of the project is to assist and develop third countries’ in-country capacity to gradually assume a more prominent role in Post-Disaster Needs Assessments and Post-Conflict Needs Assessments (now changed to Recovery and Peacebuilding Assessments, RPBA).

The purpose of this project was:

• to support further development of joint PDNA/RPBA(formerly PCNA) methodologies, tools, training programmes, etc.;
• to support joint PDNA/RPBA(formerly PCNA) missions in-country/in region (in coordinating with EU Heads of Delegations and with the European External Actions Service (EEAS) and European Commission). While such support could cover any relevant technical field (long-term and short-term expertise), it is foreseen that a particular emphasis is put on expertise in mission planning and development of final reports/recovery frameworks.

The two phases of the project contributed to a variety of outputs and results, including:

• Phase 1 (01/01/2013 – 31/07/2015): revision of the PDNA methodology and development of the joint EU/UN/WB PDNA Guide, development of the Disaster Recovery Framework (DRF) Guide, review of the PCNA methodology, development of training and capacity building materials, delivery of information/capacity building sessions, joint PDNA/PCNA training courses for national authorities and regional/international organisations, support to over 15 joint EU/UN/WB PDNA/PCNA missions;
• Phase 2 (10/07/2015 – 09/07/2017): revision of the PCNA methodology and development of the RPBA methodology, development of training and capacity building materials, delivery of information/capacity building sessions, joint PDNA/RPBA training courses for national authorities and regional/international organisations, support to over 10 joint EU/UN/WB PDNA/RPBA missions.

The general objective of the Binational Programme was the promotion of socioeconomic development in the two countries, in the border regions and in the Northern Corridor of the Island.

The Binational Programme consisted of two programmes with two distinct Financing Agreements. The first programme, whose coordination was assured by the National Authorising Officer in Haiti, was in the areas of trade, environment / local development and in the reinforcement of the Joint Bilateral Commission. The second programme, coordinated by the National Authorising Officer of the Dominican Republic, aimed to reinforce the infrastructure in the Northern Corridor.

Both programmes aimed at strengthening the planning, implementation and monitoring of public environmental and infrastructure policies.

The specific objectives were:

• to assist the National Authorising Officers and the Ministries of Environment and Public Transport in the two countries in the coordination of activities and in the management and implementation of the Binational Programme;
• to give technical support to operators and partners in the implementation of technical and administrative issues and financial resources required for the effective operation of the Binational Programme;
• to assist the authorities of the two countries in assuring the strategic steering of the programme by pursuing global coherence in the implementation of the Binational Programme and its connection with other national or regional programmes financed by the resources of the cooperation;
• to assist in the capitalisation of the programme results by systematising the experience and by popularising the important lessons learned.