Our projects

With this evaluation assignment, the EC aimed at responding to the increasing emphasis on result-oriented approaches for EU interventions within the cooperation policy and SDG implementation. The focus of this evaluation was to assess the achievements, the quality and the results of Actions taken in the context of the support programme to Judiciary Reform in Lebanon.

The evaluation sought to identify the results and outputs linked to EU intervention, as well as the factors driving or hindering its progress. By doing so, it highlighted the cause and effect links between inputs, activities, outputs and impacts and serves accountability, decision making, learning and management purposes for future EU intervention and Actions in the sector of governance.

The main objectives were to provide the EU and the interested stakeholders with:

an overall independent assessment of the past performance of the Support to Judiciary Reform decision and all its components, paying particular attention to its results measured against its expected objectives; and the reasons underpinning such results;

recommendations build from the key lessons learned and the conclusions in order to improve current and future actions

The Good Financial Governance (GFG) Program was to support the Government of Ghana in three focal areas of public finance, namely Revenue management, Budget management (PFM, with a focus on budget preparation), and Domestic accountability & Resource governance. As a crosscutting area the Program supported human resource development within the Ministry of Finance (MoF) and the Ghana Revenue Authority (GRA) with a focus on gender mainstreaming. The consultancy involved the delivery and management of advisory services within the GFG Program. Advisory work was delivered by a long-term expert and short-term experts in the form of technical consultancy services related to the above mentioned areas of intervention, training, soft skills, and in the area of process management.

Process management refered to improvement of decision making and business processes with the relevant partner institutions; soft skills include communication, management, negotiation, presentation, time management and problem solving skills, human resource development with focus on gender mainstreaming (including development of training curricula, guidelines, strategies, and procedures), and organizational development. The technical areas included support to the public budget formulation process and execution, tax policy, revenue administration, domestic accountability including resource governance, and external budgetary oversight. The long-term expert was responsible for the management of the pool of short-term experts and assessed the needs for consultancy services in close collaboration with the GFG program management.

The objective of the FWC is to provide, via individual assignments defined and contracted through Specific Contracts, short-term technical assistance which can be mobilised at very short notice (normally within about 3 weeks). The quality of this technical assistance must be guaranteed by the selected Framework Contractors disposing of the appropriate internal or external technical skills. The technical assistance will be provided for the exclusive benefit of those receiving the external aid. Technical assistance may be required at any stage of the project cycle (except programmes financial audits) and may cover any sector(s) within a given technical field.

The beneficiaries of the short-term technical assistance available via this Framework Contract (FWC) are exclusively third countries benefiting from the Commission’s External aid programmes. The FWC has no overall contractual amount or maximum budget. Each individual assignment will fix its implementation duration, not exceeding two years, as well as the contractual amount which will not exceed € 299,999.

The objective of the project was to improve vocational education at lower secondary level in order to promote the development of a skilled labour force adapted to the needs of the country. Technical and advisory services were provided to ensure the effective and timely implementation of the HRDP 2.

The expected results and related activities of our technical assistance project were:

Result 1: (Access) Increase the access to lower secondary level vocational institutions through the provision of support to:

• analysing of labour market trends and projected demand and supply at provincial level to identify vocational lower secondary infrastructure and training requirements;
• auditing human and material assets of the lower secondary VET system and decide on optimal use for grade 8 leavers;
• developing infrastructure in selected locations where lower secondary VET institution development/rehabilitation will have high impact on employment prospects for lower secondary level students;
• raising the awareness of employability prospects resulting from enrolment in quality vocational lower secondary education among families and students.

Result 2: (Quality) Improve conditions for quality education delivery through the provision of technical assistance to:

• expanding of students’ knowledge and skills through workshops and workplace coaching;
• improving managers’ and staff skills in leadership and teaching/instruction through training and updated on-the-job experience;
• increasing on-site accommodation for managers, teachers, instructors, and students of selected vocational institutions;
• implementing the School Learning Implementation Plan (SLIP) for immediate grade 8 leavers and recording students’ progress towards employment.

Result 3: (Management) Improve VET system governance, increase state capacity for cooperation and coordination at national and provincial levels, and promote a greater involvement of the business community through the provision of support to:

• producing, implementing, supervising and monitoring well-structured and budgeted TVET development plans in provinces, following project-provided capacity building in Public Financial Management;
• refining of specific sub-sector or thematic areas within the approved TVET SMP 2011-2020 as well as a VET policy plan for vocational lower secondary level (as part of the TVET SMP 2011-2020);
• facilitating the development of a national VET policy and strategy, linked to overall general education policy and consistent with national employment policy.
• facilitating the development and discussion of options for the establishment of a national VET and TVET authority.

The global objective of the assignment is to support good governance, including the strengthening of civil society, and the promotion and protection of human rights in Argentina, Brazil, Chile, Uruguay and Venezuela. The specific objective is to support the strengthening of EU grant beneficiaries’ capacities in the implementation of their projects.

For the EU, investing in countries and regions experiencing fragility and conflict, and building resilience, is a key priority. The EU has devised and adopted policies reflecting this, most recently the EU Global Strategy on Foreign and Security Policy and the New European Consensus on Development. Therefore, the objective of this project is to contribute to the implementation of these policies in ACP and OCT regions.

The objective of the project was to contribute to the implementation of the EU Global Strategy, the 2017 Resilience Communication, as well as the New EU Consensus on Development and support actions undertaken as part of the Humanitarian-Development-Peace Nexus, by strengthening the implementation of these policy priorities for ACP and OCT regions.

The project also contributed to analytical inputs to increase impact and effectiveness of DEVCO responses to crisis and help build long-term resilience in all partner countries.

Ultimately, the purpose of the project was to serve the exclusive interest of the most fragile and conflict-affected countries or/and those who are in a major crisis. To that effect, it supported DG DEVCO in mainstreaming resilience, ensuring in-depth analysis and knowledge transfer both in-house and for the targeted countries.

Georgia signed its Association Agreement with the European Union (“EU”) in 2014, which includes obligations to improve solid waste management throughout the country.

The assignment supported the implementation of a Stakeholder Participation Programme, the implementation of an Environmental and Social Action Plan (“ESAP”) as well as providing support to the Municipalities to prepare Municipal Waste Management Plans.

The objectives of the Assignment were to:

• Enhance public ownership and awareness of solid waste management, increasing public participation in the provision of solid waste services and raising public awareness on issues related to the project implementation. Furthermore, the SPP integrated poverty and social issues into the tariff scenario analysis.
• Provide expertise required to implement the ESAP, comply with EBRD Environmental and Social Performance Requirements and to keep EBRD updated on progress of ESAP implementation and to ensure adherence to national labour and safety regulations and standars when operating and maintaining solid waste collection vehicles
• Support the Municipalities to prepare Municipal Waste Management Plans, as required by the Waste Management Code and Ministry of Environment and Natural Resources Protection.
• Provision of trainings on the following issues: adherence to the national labour and safety regulations and standards when operating and maintaining the SW vehicles; safe driving practices; registration, investigation and reporting of all safety incidents and accidents; and safe storage of the SW vehicles

The general objective of the study was to make a prospective assessment of the results achieved in terms of gender equality through the implementation of the National Gender Policy (NGP) 2009-2019, to specify the shortcomings, the lessons learned, to identify the perspectives and major strategic orientations in relation to the international commitments ratified by the country and to formulate a new national gender strategy 2020-2030.

Specific objectives :

Specifically, they were to:

• Examine the level of achievement of the objectives set out in the PNG
• Analyzing PNG Implementation Intervention Strategies
• Produce information relating to the results achieved, i.e. evidence/evidence of the findings that will be made.
• Analyzing the effects and impact of PNG implementation in reducing gender inequalities
• Determine PNG's level of resource mobilization and financial implementation
• Appreciate PNG's contributions to the implementation of the ongoing NESDP (in terms of prospects for the future)
• To make relevant recommendations for the formulation of the new gender strategy 2020-2030
• Elaborate the new national gender strategy 2020-2030 in coherence with Agenda 2063, Agenda 2030, the orientations of the ENP 2025 and the PNDES 2016-2020.
• Analyzing the institutional arrangements for implementing and monitoring PNG
• Identify the constraints and difficulties encountered in the implementation of PNG
• Identifying best practices in gender promotion in Burkina Faso
• Analysis of the contribution of technical and financial partners to the implementation of PNG
• Assess the level of political commitment for the implementation of the PNG

From this perspective, evaluations looked for evidence of why, whether or how these results are linked to the EU intervention and seek to identify the factors driving or hindering progress.

Evaluations provided an understanding of the cause and effect links between: inputs and activities, and outputs, outcomes and impacts. Evaluations should serve accountability, decision making, learning and management purposes.

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

• an overall independent assessment of the past performance of the Support Programme to Implementation of the EU-PNG Cooperation, paying particular attention to its intermediate results measured against its expected objectives; and the reasons underpinning such results
• key lessons learned, conclusions and related recommendations in order to improve current and future Actions

In particular, this evaluation served to ensure that the objectives of the Financing Agreement (FA) are achieved at the end of implementation.

As a result, the mid-term evaluation has helped to:

- assess the role and the performance of the NAO Office in managing the different tools provided by the Action, identifying priorities, allocating the appropriate resources and ensuring proper communication and information among the stakeholders;

• assess the role and the performance of the NAO Office in the context of the phasing out of the 10th EDF programmes and the implementation of the 11th EDF programmes;
• assess the role and the performance of the NAO Office in the context of an increased use of innovative financing instruments (i.e. blending);
• assess the role and the performance of the NAO Office in organizing the coordination between the different stakeholders;
• assess the effectiveness and design of the technical assistance contract component in support of the Action
• based on the findings, amend the operational set up of the Action.

The main users of this evaluation were the Delegation of the European Union to Papua New Guinea, the National Authorising Officer and the GoPNG.

The overall objective of the project of is to raise awareness of EU support to and impact on agricultural and rural development in Georgia.

The purposes of this contract is to communicate to Georgian citizens and the international community about the EU support, the achievements in agriculture sector reform in Georgia through the ENPARD programme and the importance of agriculture sector reform in regards to the economic development of Georgia.

Results to be achieved by the Consortium are to update the ENPARD communication strategy and plan based on lessons learnt, good results and blue- prints developed under the project ENPARD Communication Unit 2013-2015, to carry out communication activities to enhance EU/ENPARD visibility and ensure that the impact of ENPARD is well understood, and to coordinate the communication of all the ENPARD’s components and implementers.