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The main purpose of this evaluation was to provide the relevant EU services and interested stakeholders with the following information:

• a global and independent analysis of the performance of the State Consolidation Programme and of the Associative World, paying particular attention to its intermediate results, in comparison with the expected objectives, and the reasons supporting these results;
• lessons learned, conclusions and associated recommendations, so as to improve, where appropriate, present and future actions.

In particular, this evaluation served to understand the performance of the action, its determining factors and those which have hindered the achievement of results, so as to adapt its design or implementation arrangements to serve as a basis for planning future EU actions and interventions in the same sector.

With regard to the Local Governance component, the recent establishment of 117 municipalities implies that this evaluation identified the adaptations already made by the project to this new reality, the obstacles to these adaptations, and proposed adaptations to better accompany the process of decentralization which is accelerating remarkably since the second quarter of 2019.

The main users of this evaluation are: the EU Delegation in Togo, the Ministry of Territorial Administration, Decentralization and Local Communities (MATDCL), the Ministry of Planning, Development and Development Cooperation (MPCD), the competent services of the German Embassy, the GIZ and the members of the Technical Monitoring Committee.

The overall objective of the programme was to contribute to the achievement of the objectives of the National Development Programme through support for the consolidation of local governance and greater participation of civil society, particularly autonomous women's organizations, in the definition, implementation and monitoring of development policies.

The evaluation assessed the applicability and feasibility of the Country Strategy instrument in fragile contexts, given their specific challenges and requirements. It will draw evidence from the experience of Country Strategies in five contexts, namely Afghanistan, Myanmar, the Occupied Palestinian Territory, Somalia and Syria/Iraq, to draw wider findings and conclusions. It will cover the period 2012-2020, with the emphasis on more recent activity (2016 onwards) and its main body of work will be completed during the period March 2019-April 2020.

The evaluation’s specific objectives are as follows:

• To assess the coherence between the five country strategies and MFA internal strategies and multilateral influencing plans, as well as with the Finnish Development Policy Programme 2016;
• To assess the relevance of Finland’s co-operation in fragile situations, as supported by Country Strategies, to the needs of beneficiaries and to the complexities of the context, including adaptation over time (e.g. the ‘triple nexus’);To assess role of Country Strategies in supporting the appropriateness and feasibility of Finland’s policy dialogue in fragile contexts;
• To assess the appropriateness of multi-bi cooperation as the main channel for delivery in fragile contexts;
• To assess the extent to which Finnish development priorities, as articulated in Country Strategies, are prioritised within planning and implementation of multi-bi co-operation, including in ensuring that crosscutting objectives (the rights of the most vulnerable, gender equality and climate change preparedness and mitigation) are integrated as appropriate/feasible;
• To assess the extent to which Country Strategies have supported co-operation to be conflict sensitive and to adhere to international commitments relevant to fragile situations, such as the International Humanitarian Principles, Do No Harm and Accountability to Affected Populations;
• To assess the role of Country Strategies in supporting results achieved by Finnish co-operation, as far as they can be determined;
• To assess the role of Country Strategies in supporting Finland’s approach to partnership (including relationship-building, predictability and the adoption of a principled approach) in fragile contexts, particularly as perceived by external partners.

The report and other material are available at: https://um.fi/development-cooperation-evaluation-reports-comprehensive-evaluations/-/asset_publisher/nBPgGHSLrA13/content/evaluointiraportti-ulkoministeri-c3-b6n-maaohjelmien-soveltuvuus-hauraissa-maissa-ja-konfliktiymp-c3-a4rist-c3-b6iss-c3-a4-teht-c3-a4v-c3-a4-c3-a4n-ke/384998

The main objectives of this Mid-term Evaluation of the “Cooperation with Northern and Southern Transatlantic Dimension - Marine Protected Areas (MPAs)” (Transatlantic Action) are 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 “Cooperation with Northern and Southern Transatlantic Dimension - Marine Protected Areas (MPAs)” (Transatlantic Action) to be evaluated, paying particular attention to its intermediate results measured against its expected objectives; and the reasons underpinning such results, focusing on assessing the policy relevance of the emerging results of the action;
• key lessons learned, conclusions and related recommendations in view to inform the upcoming follow-up project to start in mid- January 2020 as well as future programming enabling cooperation on the topic.

The evaluation will assess the Action using the five standard DAC evaluation criteria, namely: relevance, effectiveness, efficiency, sustainability and early signs of impact. In addition, the evaluation will assess two EU specific evaluation criteria:

• the EU added value (the extent to which the Action brings additional benefits to what would have resulted from Member States' interventions only);
• the coherence of the Action itself, with the EU strategy in Ocean Governance and Biodiversity and its contribution to strengthened Transatlantic relations between the EU and targeted partner countries and with other EU policies and Member State Actions.

The evaluation team shall furthermore consider whether gender , environment and climate change were mainstreamed; the relevant SDGs and their interlinkages were identified; the principle of Leave No-One Behind and the rights-based approach methodology was followed in the identification/ formulation documents and the extent to which they have been reflected in the implementation of the Action, its governance and monitoring.

The overall objective of this project was to increase knowledge about the EU and the EU-Congo cooperation among the Congolese population.

The specific objectives of this contract were the following:

• To assist the Delegation of the European Union in Congo in implementing its communication strategy
• To facilitate the Congolese public's understanding of the role played by the EU and its values through its cooperation with Congo
• Making the impact of EU-Congo cooperation activities more visible and measurable

The Jamaica Business Fund (JBF) operated under the Foundations for Competitiveness and Growth (FCG) Project. The JBF was financed under a loan agreement between the Government of Jamaica and the International Bank for Reconstruction and Development (the World Bank). Component 3A of the FCG, within which the JBF was funded, provided support directly to SMEs by funding a combination of supply chain learning, skills upgrading, and financing (total grant fund: US$5 million).

The overall objective of the FCG Project was to strengthen the business environment in Jamaica for private sector investment. The objective of this specific contract was: The successful management of the Jamaica Business Fund, which offered matching grant funds to SMEs in value chains within various sectors (notably in agriculture sectors: e.g. coffee, pepper, ginger).

The purpose of the JBF was to promote economic development through inclusive growth in high-potential supply chains. This improved productivity of SMEs in the supply chain and passed cost savings and increased output through to medium and larger buyer (anchor) firms, and their downstream clients, enhancing the competitiveness of exports and import-competing products.

In addition to direct firm-level productivity improvement grants, the Fund also provided two types of technical assistance: sector expertise to help firms identify problems along a supply chain and develop appropriate business plans for requisite skills upgrading needs, and public-private dialogue support to continue initial group problem-solving processes to work with public counterparts as well to resolve broader policy/regulatory or coordination constraints affecting a given supply chain. Furthermore, the JBF conducted several sector studies and disseminated its findings in the sector.

As part of the Fund Operations, an effective communications strategy and outreach program was developed and implemented. To achieve this, a Communication Officer was engaged to cover Fund-related PR and marketing. The communication activities included the design, development and management of the JBF website: https://jamaicabusinessfund.com/

Eligible supply chains included all productive sectors that could generate high job multipliers from invested resources and, ideally, sustainable and growing foreign exchange earnings through exports and/or foreign exchange savings through import substitution. Initial supply chains identified as having potential for productivity upgrading included agriculture and agro-processing, light manufacturing, and hotels and tourism linkages.

Implemented projects included, for example:

• Developing a Sustainable Supply Chain for the International Pepper Market (Hot Pepper sub-sector)
• Long Term Development of the Jamaican Ginger Industry (Ginger sub-sector)
• Connecting Artisanal Fisher Folk to Global Supply Chains (Lobster sub-sector)
• Improving exports through the acquisition of market driven skills and supply chain development (Condiments sub-sector)
• Upgrading the Quality and Market-Readiness of Local Artisan Supplies to Sandals Hotels (Tourism sector)
• Multi-Crop / Indigenous Products Supply Chain (Fresh Produce)

The objective of the EU’s support programme to the justice sector in Morocco was to contribute to reforming the judiciary system in Morocco in order to strengthen its efficiency.

The specific objectives of the present contract were the following :

• Contribute to ensure regular monitoring of the implementation of the programme “Support to the reform of the justice sector in Morocco”;
• Verify the conditions and measures related to the disbursement of the different tranches foreseen for the budget support;
• Support the existing dialogue between all the stakeholders in the sector (Moroccan institutions and donors);
• Participate in events in relation to the justice reform in Morocco.

The contract consisted in the implementation of five (5) monitoring missions.

At global level, the contract aimed to achieve the following objectives:

• the gradual establishment of an improved EU visibility in Cambodia as a key player in providing development cooperation assistance that promotes EU values such as good governance, democracy, human rights, and the rule of law, focusing on quality service delivery to all and finally inclusive and sustainable development– results;
• present the EU's achievements in the last 21 years towards making a difference in the lives of the common people in Cambodia;
• project a clear picture of the EU's image and the manner, in which the EU's global identity impacts on relations with Cambodia, through agreed overall messages, as well as specific thematic messages derived from the policy areas in which the EU is active;
• effective communication of the EU's development cooperation actions in Cambodia and the use of EU funds.

The specific objectives of this contract were:

• to develop, in consultation with the EU Delegation management, staff, and relevant stakeholders, a 'Communication and Visibility Strategy' with clearly defined goals, objectives, and achievable action plans, together with measurable indicators that can be monitored and measured over time.
• to support implementation of the Communication and Visibility Strategy by developing innovative approaches to showcase the EU's visibility in Cambodia guided by agreed overall messages and showcase through specific thematic messages covering EU policies and EU's projects and programmes.
• to enhance communication skills for EUD staff and EU implementing partners/organisations to deliver communication products that are of quality for Cambodian and European audiences.
• to contribute to change in perceptions of EUD staff and EU implementing partners/organisations towards the importance of the communication and visibility for the EU in Cambodia.

The EC seeked to establish a Europe-wide Communication Network gathering EU and EU Member States’ development cooperation departments for enhancing their awareness building activities on development issues. The aim was to establish a more coordinated approach between EU and Member States towards communication on development, and to create the basis for more effective partnerships with stakeholders, civil society and partner countries.

The general objective of the assignment was to increase outreach to the general public on development cooperation policies and activities, with a focus on young people.

Specific objectives:

• Establish, manage and coordinate the EU Development Communication Network (incl. organisation of annual steering committee meeting and creation of a closed social media group);
• Design, creation and management of a password-accessed web-based digital platorm for the network members;
• Organisation of an annual Europe-wide event to promote development cooperation policies and activities of the EU, directed to the general public.

The main objective of the contract is to enable VET staff of state and private actors of the dual system to better fulfill their tasks in the implementation of dual training. This should improve the quality of education. In addition to imparting theoretical, practical and didactic competencies as well as the necessary competences for the management of dual training, the team should also train individuals and organizations to enter into competent and prepared dialogue with other actors.

The project focuses on Egyptian trainings for jobs with high employment potential, as are expected to occupations in the following areas:

• Textiles and Clothing, especially the clothing industry,
• Metal, in particular production, as well as maintenance and servicing,
• Electrical engineering, especially electrical installation and electronics,
• Office and administration, especially administrative and commercial professions.

The objective of this assignment was to strengthen the SADC-EU cooperation relationship and to effectively contribute to SADC's engagement with the European Union to enhance implementation of the revised Regional Indicative Strategic Development Plan (RISDP).

The specific objectives of the assignment included the following:

• Engage with SADC Secretariat to provide speedy, effective and efficient quality policy reactions and strategic guidance concerning the preparation and implementation of EU financed programmes;
• Engage with SADC Secretariat to enhance the policy dialogue with the EU, especially in relation to programming and implementation of co-operation programmes;
• Engage with SADC Secretariat to enhance resource mobilization through effective use of EU instruments, regional funding initiatives and development bank financing modalities;
• Engage with SADC Secretariat to oversee the implementation of EU-funded and supported programmes;
• Engage with SADC Secretariat to strengthen SADC visibility and corporate image with the EU, through improved corporate and thematic visibility and communication strategic interventions at regional and international platforms.