Download Sustainable Livelihoods for Displaced and Vulnerable Communities

Sustainable Livelihoods for Displaced and Vulnerable Communities in Eastern Sudan- Initial Phase
Applicant:
Ministry of Finance and Economic Planning
Brief Description:
This project is designed to address the protracted situation of displaced
persons in the State of Kassala in East Sudan as well as of the host
communities. By host communities is meant the population habitats close to
which the displaced persons reside and who have come to be mutually
dependent upon each other. The project also seeks to draw lessons on new
approaches to managing displaced populations and host communities that can
be applied elsewhere in the country.
Project Development
Objective:
To strengthen the capacity of (local) stakeholders to plan and deliver services
and sustainable livelihoods for displaced populations and vulnerable host
communities
Out comes Indicators:

Sector:
The State government of Kassala development plans takes into account
the recommendations from the Evaluation of the pilot.
 IDPs and host communities are able to engage in local level
development planning and project implementation.
 Public service delivery has improved in 6 communities.
 At least 50% of targeted households in the 6 targeted communities
have increased net income by at least 20%.
Livelihood
Location:
Kassala State
Total Project Cost:
US$ 3.08 Million, SPF financing.
Implementing Agency
Ministry of Finance and Economic Planning
Kassala State Ministries of Finance
SLDP – PCU and SPU
Implementing Period:
2.5 Years (Oct, 2013 – March 31, 2016). If implementation progresses
successfully as planned, a second phase will be submitted for approval.
Project Structure
Project Context, Development Objectives and Design
1.1 Context and at appraisal
Kassala State is one of the poorest regions in Sudan. As a “host community” to refugees and IDPs, most
of the population in the rural areas suffer of acute poverty and limited development prospects, not
dissimilar from those experienced by the IDPs and refugee population in their midst. Most of the IDPs
originated mainly from the war and drought-affected rural areas where the livelihood conditions have
continued to deteriorate over the years. Like elsewhere in Sudan, rural people in Kassala State have
found themselves under severe stress from chronic food insecurity and poverty caused by the series of
droughts that hit the region during the 1980s and the 1990s. The spread of land mines in the state was
also behind the exodus of substantial numbers of the agro-pastoral rural population from their original
habitats home to more secure areas, usually within their recognized tribal lands.
Most IDPs in camps arrived in the second half of the 1990s and early 2000s (specifically in 2002). They
were displaced mainly due to the Eritrea-Sudan war and civil war. Movements of IDPs to Kassala State
have not fared that well, having to settle mostly in arid lands with limited possibilities of making a living
through agriculture or animal husbandry alone. Presently, IDPs in the State have practically no access to
humanitarian aid, as the refugees.
In response to the alarming situations resulting from war-related forced migration and population
displacement in poverty stricken areas, the World Bank has established the multi-year Global Program
on Forced Displacement (GPFD) with the objective of improving the way it deals with the development
challenges of forced displacement as an issue fully integrated in its work on post-conflict recovery and
peace-building.1 This approach is part of the Bank’s conflict and fragility agenda and is central to
operationalize the 2011 World Development Report on Conflict, Security and Development (WDR-2011).
Reducing vulnerability and building resilience are two major themes of the current World Bank Strategy
for Africa. The project will contribute to the higher level objectives of the Bank. The Bank’s participation
in addressing the problem of displaced communities stems from (a) the second pillar of the Bank’s
Interim Strategy Note (ISN) for Fy14-FY152; and the decisions taken pursuant to the “The International
Donors and Investors Conference for Eastern Sudan” in Kuwait, December 2010 which led to the
formulation of a Transitional Solutions Initiative (TSI) for Eastern Sudan, jointly endorsed by UNDP,
UNHCR, and the Bank.3
1
In FY10, the Social Development Department (SDV) initiated a multi-year Global Program on Forced Displacement
(GPFD) for refugees and internally displaced persons (IDPs) as part of its broader program on Social Cohesion &
Violence Prevention. The objectiveof the program is to identify and address opportunities to improve the
contribution by the Bank to an enhanced development response to forced displacement that supports
economically and socially sustainable solutions.
2
Under it the Bank will focus on three regions emerging from conflict: (i) the Sudan-South Sudan Border States; (ii)
Darfur; and, (iii) Eastern Sudan
3
The Transitional Solutions Initiative (TSI) is a programme that UNDP and UNHCR initiated in 2010 in close
cooperation with the World Bank Global Program on Forced Displacement (GPFD) and bilateral donor
governments, which built on a series of initiatives and processes developed since the 1980s, intended to put
displacement and the needs of the displaced on the developmental agenda. The TSI aims to put displacement at
the core of recovery and development strategies through advocacy, coordination, capacity building and resource
mobilization to ensure sustainability of interventions and ultimately reduce the risk of social conflict and insecurity.
.
Under Transitional Solutions Initiative (TSI), the Government of Sudan has received funding from the
World Bank’s State and Peace-building Fund for a project entitled “Sustainable Livelihoods for Displaced
and Vulnerable Communities in Eastern Sudan–Initial Phase Project (SLDP)”.
1.2 Project Development Objective (PDO) and Key Indicators:
1. The overall objective of the SLDP is to strengthen the capacity of local stakeholders to plan
and deliver services and sustainable livelihoods for displaced populations and vulnerable host
communities. The core indicators set for PDO measurement are.
 At least 50% of targeted households in the 6 targeted communities have increased net income
by at least 20%.
 The State government of Kassala development plans takes into account the recommendations
from the Evaluation of the pilot.
 IDPs and host communities are able to engage in local level development planning and project
implementation.
 Public service delivery has improved in 6 targeted communities.
1.3. Main Beneficiaries:
The beneficiaries of the project are IDPs and host communities, local authorities responsible for the
delivery of basic services and promotion of livelihood in vulnerable communities4 and local NGOs and
other organizations active in delivering public services.
Six communities were directly benefited the pilot project (PP), as follow:
1) Amara (in Rural Kassala Locality)- due southwest of Kassala town,
2) Tagoug (in Rural Kassala Locality) - due southwest of Kassala town,
3) Bariai (in Telkuk Locality)- duenortheast of Kassala town,
4) Hadalia (in North Delta Locality)- duenorthwest of Kassala town,
5) Krai Dareer (in West Kassala Locality)- due southwest of Kassala town, and
6) El Geneid (in River Atrbara Locality)- due southwest of Kassala town).
1.4 Original Components
To achieve the project stated objective, the project is sub-divided into four complementary and
inter-related components; including:
(a) Component 1: Development of Local Government Structures and Capacities (incl.
project management)
(b) Component 2: Research and Design of Pilot
(c) Component 3: Implementation and Evaluation of Pilot
(d) Component 4: Evaluation and Recommendations for Expansion and Replication
4
Ministry of Finance, Economy and Labor, Ministry of Public Works, Ministry of Agriculture, Ministry of Water
and Irrigation, Ministry of Health, Ministry of Education
(a) Component 1 – Development of Local Government Structures and Capacities: (component
cost USD 650,000), Recipient Executed
Activities:
A. Establishment of East Sudan TSI Coordination Agency to enhance project
management and coordination: The establishment of this agency will serve three
purposes; 1) implement Government of Kassala projects for displaced persons 2)
enhance effectiveness of development partners interventions by improving the
management of overall efforts for displaced persons in Kassala, and 3) implement
the pilot under this project and disseminate results from the evaluation.
B. The composition and cost of the East Sudan TSI Coordination Agency reflects the
need to closely accompany MFEL during project implementation, ensuring the
effectiveness of the learning by the national counterparts while implementing the
project, and guaranteeing the application of management and fiduciary practices
compatible with World Bank procedures. The East Sudan TSI Coordination Agency
will hold regular briefings with development partners and national government
agencies to share strategies and plans, share lessons learned on new approaches,
analytical findings, capacity needs, and resource needs etc. Thus, the project
would contribute to overall knowledge generation and management as well as
serve as a platform that promotes and increases the project's ability to leverage
other resources.
C. Concerning the management of the pilot – the East Sudan TSI Coordination
Agency will be responsible for hiring the facilitators as well as integrating unmet
public service demands into local development annual work plans.
D. Under this component, the East Sudan TSI Coordination Agency will also be
responsible for designing systems for channeling resources directly to local
community groups in order that local communities themselves can manage the
implementation of selected public services.
(b)
Component 2 – Research and Design of Pilot: (Component cost: 458,000 USD – Bank
Executed on behalf of Recipient)
The objective of this component is to develop a pilot based on an in-depth understanding
of the informal systems and markets, the existing skills and capacities, the formal and
informal decision-making processes, informal and formal mechanisms to manage money.
The research, which will cover the whole area, will also include an examination of the role
of women, their access to decision-making forums and capital, and their involvement in
informal markets.
Activities:
a. Design of research project and fieldwork to assess;
i. Social assets, capacities, skills
ii. Social structures, decision-making processes, relations within and between
groups
iii. Systems for problem-solving and conflict resolution, systems for managing
money, including informal savings institutions
iv. Existing livelihoods activities, access to formal and informal markets, constraints
to accessing markets
v. Capacities of local NGOs and CSOs and local government to budget, plan and
manage public services.
b. Design of pilot project including;
i. Identification of 6 communities for pilot sites
ii. Operations Manual
iii. Public Outreach Campaign
iv. Complaints Handling systems
v. Timeframe for roll out
(c)
Component 3 - Implementation and Evaluation of Pilot: (Component cost: 1,892,000 USD
– Recipient Executed)
This component will test the pilot designed in Component 2 in 6 communities to be evaluate its
impact and potential for expansion/replication.
Activities
Phase 1: Set Up
a. Outreach
b. Hiring and training facilitators
c. Training local government and local NGOs/CSOs
d. Establishment of fiduciary systems to channel resources to communities
Phase 2: Selection and Implementation of projects and grants and revolving loans
e. Kick off Meeting with communities, launch of complaints handling system
f. Community prioritization and design of projects
g. Community selection of beneficiary of grants and revolving loans
h. Implementation of project, managed by community group
(d)
Component 4: Evaluation and Recommendations (Component cost: 80,000 USD – Recipient
Executed)
a. Development of baseline at start of pilot
b. Mid-term evaluation of systems, processes, capacities, fiduciary management and
project quality
c. Development and dissemination of recommendations for expansion of pilot activities
and possible replication in other areas of the country
1.5 Revised Components
The project component remained without change throughout project life, but some reallocations of
funds due to some concerns as well as project management structure were revised to accommodate the
changes associated with project progress.
2. Key Factors Affecting Implementation and Outcomes
2.1 Project Preparation, Design and Quality at Entry
2.2 Implementation:
1. The project management structure was put in place as specified in the POM, which included
establishment of the PCU, TSI/CA or SPU and recruitment of the key staff for the PCU and SPU,
in addition to supervisory bodies, FAB at federal and TWG at state level. The POM described the
roles of all bodies under the SLDP structure.
2. An Operations Guidelines developed to provide guidance to the project implementation team,
State Project Unit (SPU-Kassala) and Project Coordination Unit (PCU) for the execution of filed
tasks of the Pilot in Kassala State.
3. The structure and the capacity of the recruited staff were adequate and enabled satisfactory
implementation of the project activities at targeted 900 HHs.
4. Minor changes in the SPU structure, two additional seconded assistants were recruited to assist
procurement and community mobilization activities.
2.3 Monitoring and Evaluation (M&E) Design, Implementation and Utilization
2.3.1 M&E design:
SLDP had designed its own M&E system for monitoring the project activities and for the proposed
evaluation requirements for the project results and impact. The system was formulated of formats for
data and information collection for performance assessment and for measuring progress towards
achieving outcomes and objectives.
The M&E system used the indicators of each component from the results framework for consistency
purpose. It specifies the methods of data collection and the responsibilities of each partner. The M&E
system was designed as a flexible document that can be revised and updated when the need arises.
2.3.1 M&E utilization:
The project produced regular quarterly reports which have been discussed with the World Bank M&E
specialist and shared stakeholders. The findings of the reports are used to make decisions for the
improvement of implementation and impact of the project. Progress report was also presented to the
Federal Advisory board (FAB) and Technical Working Group (TWG), the findings have been used to make
important decisions. SLDP management and the WB as well have used the recommendations for taking
important decisions regarding the implementation of SLDP activities.
3. Assessment of Outcomes
Achievement of Project Development Objectives
The project has made tangible achievements towards achieving PDO, but at different levels in each
component discussed below;
3.1Component 1; Development of Local Government Structures and Capacities:
I.
Project units had been established (furnished and equipped) at national and state levels (PCU &
SPU), and accordingly they handled and operated SLDP 1 as specified and designed on Project
Operational Manual (POM).
II.
Capacity need assessment conducted for the SPU and the relevant Kassala State ministries and
institutions in particular the SMFEL, SMoSW, SMoA, SMoLG and HAC, and accordingly the
project developed training plan for capacity gap identified.
151governmental and project staffs from line ministries and localities have been trained on different
areas
SLDP works in 16 IDPs and hosting communities in eastern Sudan since 2014 , helping to achieve the
eradication of poverty, to help this IDPs and hosting communities to develop leadership skills, partnering
abilities, institutional capabilities and build resilience in order to sustain development results. The
findings of the Bank’s “Assessment of Development Needs of Refugees and Internally Displaced Persons
(IDPs) in Eastern Sudan” were presented at “The International Donors and Investors Conference for
Eastern Sudan” in Kuwait, December 2010. It informed the formulation of a Transitional Solutions
Initiative (TSI), jointly endorsed by UNDP, UNHCR, and the Bank. The Bank developed an overall results
framework for the TSI, which guided the preparation of two joint pilot operations involving respectively
UNDP and UNCHR “Transitional Solutions Initiative for Refugees and their Host Communities, Eastern
Sudan - Phase I”; and the World Bank “Sustainable Livelihoods for Displaced and Vulnerable
Communities in Eastern Sudan. The project was designed to be implemented in two phases Phase one of
SLDP piloted a Community Driven Development (CDD) approach of organizing and assisting communities
to plan and deliver livelihood opportunities through intensive community mobilization, facilitated
entrepreneurial and vocational training, and delivering in-kind grants to beneficiaries. Communities
were oriented towards the project objectives and organized into clusters represented by existing village
committees and community facilitators communally elected to function as liaisons for the project.
Within the 6 communities, 900 households were targeted for grants delivery, 25% of which were
vulnerable women headed households. Communities selected the 900 households to receive project
inputs from a selected menu of feasible livelihood activities in the target areas as identified by in-depth
studies conducted by SLDP. These households received intensive technical support to identify their
priorities and vet their business proposals, as well as entrepreneurial and vocational training by experts
to enhance the productivity of their economic activities.
3.2 Component 2; Research and Design of Pilot:
1\Operation Manual developed.
2\ Pilot project design developed based on research studies.
3\ Six in-depth sartorial studies were completed (IDPS gender and livelihoods, Value chains study for
Agriculture, Livestock, and Community farming – poultry, Mechanics services and Metal Carpentry
products, Social and Conflict Analysis, NGO, CBO, and CSOs Capacity Assessment Study), in addition to
Micro-Grants into viable Community Micro-Finance System study.
4\ The project received five Implementation Support Mission (ISMs) during implementation through
which operation support provided.
3.3 Component 3; Implementation and Evaluation of Pilot:
3.3.1 Identification/Selection of beneficiaries and provision of livelihood assets:
(i) The project is designed as a community-driven process for improving livelihoods in the target
locations.
(ii) Based on the baseline survey of the 12 IDP camps in the State, and in consultation with the state
authorities, four communities were selected to be targeted: Amara, Tajuj, Hadalia and Baryai and
in response to State government demand, two other communities were added; KaraiDareer and
AlGeneid to make the total six communities (Table 2). The criteria used for the selection of the
target (IDP) communities include, among others,
-Degree of vulnerability;
-Income/poverty level;
-Experience of participating in credit and/or savings programmes to increase productivity and access
services;
-Community organizations; and
-Closeness and interaction with other communities (opportunities for exchange and marketing
(i) A flat rate of 150 beneficiaries per community was applied irrespective of population size and a
10,000 SDG grant was allocated per beneficiary household. Selection was generally based on the
nominations made, with the participation of community members, by the popular committees
and local leaders and in some areas pre-existing development committees.
(ii) 300 beneficiaries were targeted in 2014 and 600 in 2015.
(iii) A joint team from the project and government ministries carried out the beneficiaries’
orientation and awareness raising programme with regards to selection of projects (risks,
management load, marketability etc..), after which beneficiaries made their choice of projects
based on personal interest/experience and the information acquired about the methods and
grant ceiling. The CDCs and the selected community facilitators (CFs), who facilitated
identification of livelihoods activities and assisted in purchases and delivery to beneficiaries.
(iv) In addition to the general awareness and sensitization, targeted beneficiaries were provided
with business management and skills training in the area of their business.
(v) A purchase committees composed of an SPU member, technicians, CDCs, CFs and beneficiaries
jointly made the purchases, beneficiaries accept the item and payment is made directly to seller
by the committee
(vi) A monitoring system was established in which the CFs follow up individual projects progress and
report to the SLDP, in addition to the regular visits by the project M&E team
A total of 911 beneficiaries received grants from the project in 2014 and 2015 and during 2015, with the
participation of communities and in consultation of locality authorities six community projects were
identified by the six target communities, specifications prepared by technical departments and were
implemented by the project (Table 3). The total value of both individual households and community
projects amounted to over 9.1 million SDGs. Of the target beneficiaries, 31% of them women, exceeding
the project target of 15%. The highest percentage was recorded in KraiDareer (42%) and the lowest
(24%) in Amara, although the percentages do not reflect on the performance of projects.
3.3.2 Capacity Development and Training
1. A total of 458,402 SDG was invested by the project in training during 2014 and 2015, of which 61.2%%
was contributed by Zakat Chamber, Kassala state. In 2014 all training was supported by SLDP and
targeted government staff, CDCs CFs and community project beneficiaries, while in 2015 training was
mainly supported by Kassala State Zakat Chamber and focused on targeted project beneficiaries (Table
5).
2. The project appointed community facilitators to facilitate SLDP tasks inside the targeted communities.
Their main responsibilities include assisting project, initially in the identification of beneficiaries, assets
identification and delivery of activities. Other tasks include data collection, monitoring project activities
and reporting, participation in M&E quarterly meetings and assisting CDCs. There are three CFs in each
community except Hadalia 4, and Krai Dareer 1 but there is only one woman facilitator, based in Tajuj.
3. Community Development Committees were established /revitalized by project in all 6 target
communities and are in charge of the overall management of the project activities at the community
level. Currently each CDC has a bank account.
4. Both CDCs and CFs received extensive training in the areas of community mobilization, basic planning,
project management and monitoring and evaluation. They were also trained on managing the BTPS
(using guidelines in simple accounting and procurement). Those with previous experience with other
development organizations have performed better than others, such as Amara where Practical Action
was working, acquired high skills and showed good performance in managing the BTRS using the
knowledge and skills gained from the training received. The project also organized exchange visits
between CDCs &CFs between the targeted communities in order to enhance their capacities and
exchange experience (Table 5).
Training Area
Table 5: Community Organizations Training
Participants Type of participation
Planning
Project management
Implementation
M&E
CDCs, CFs,
Community
CDCs &CFs
CDCs & CFs
CFs & CDCs
BTPS Application
Mobilization
Community organization
Data collection and monitoring
CDCs& CFs
CDCs& CFs
CDCs/CFs
CFs
Identification of CDCs & CFs, beneficiaries,
livelihoods activities & BTPS strategy.
Purchase & delivery of HHs Livelihoods assets,
Data collection, monitoring implementation, M&E
feedback meetings, reporting to project &
documentation
Managing the BTPS
CDCs formulation and registration
3.3.3 Small Works (Community Projects):
Six community projects were identified by SLDP, three of them agricultural projects in areas of potential
(Amara, Baryai and AlGeneid and the other three are water projects in Tajuj, KaraiDareer and Hadalia
(Table 6). Most of them have been implemented either late 2015 or early 2016; four of them were
completed, unfortunately in KaraiDareer where a well has been drilled but proved unproductive, in
Baryay, however geophysical study conducted by the project experienced some land problem.
Table 6: Household and Community Projects
Community
Amara
Tajuj
KaraiDareer
Hadalia
Baryai
AlGuneid
Total
Household Projects
No of
Women Total
Beneficiaries %
Expenditure
1,499,805
150
24
1,514,156.5
152
30
1,549,185.75
158
42
1,508,185
151
28
1,369,776
150
29
1,493,796
150
29
8,934,904.25
911
31
Community Projects
Community Farm
Upgrading of water station
Construction of water station
Rehabilitation of main water supply line
Community farm
Youth dairy farm
191,000
3.3.4 Benefit Trans-passing System (BTPS)
This is an initiative taken by the project with the objectives of increasing the outreach of the project and
its continuity in realizing its objectives. The BTPS is a community internal mechanism that enhances
social integration and consolidates peaceful coexistence and cooperation within the community. It is
also considered a preparatory mechanism for sustaining and multiplying the impact of the project
intervention and a community education exercise in the areas of planning, resource mobilization,
projects’ evaluation and monitoring and implementation independent of the SLDP.
The BTPS system has the advantages and added value of:
−
−
−
−
−
The system is run by the community (CDCs and CFs), which builds community capacity to run its
own business
While the fund allow new beneficiaries to make use of the fund, it also help payers save their
financial resources and maintain operating his/her project
It initializes the foundation of a community micro-finance system
It contributes to poverty reduction and enhances community cooperation and peace building
(project objectives)
Activates and revitalizes local economies
The system is based on recycling the grants extended by the SLDP through a monthly payment from
beneficiaries to the fund which is then used to extend credit (loan) to new beneficiaries.
The project, in consultation with communities, developed the BTPS management system, rules and
regulations governing the system, criteria for selecting beneficiaries which includes seriousness,
expertise, being poor and has not received any loan from another credit institution. The conditions
include a viable feasibility study, a written undertaking of paying a 10% advance and paying monthly
installments, and an undertaking not to sell or donate the project without informing the CDC. The fund
beneficiaries must include at least 25% women and exempt one poor family from the advance payment
in each financing round and the loan size should not exceed SDG 5,000 and depending on the financial
status of the fund.
The six-targeted communities developed their own strategies of collecting contributions from benefited
household to finance new ones. The system is managed by the CDCs and CFs after receiving training and
guidelines from the SLDP. Local authorities such as locality commissioners and attorneys have also been
supportive to the fund in some communities.
The fund is operated along the following basis
a. The committee pays 100% of the applicant project value from the BTPS
b. The beneficiary pays a non-refundable 10% of the loan value, used for administration costs (6%)
and insurance (4%)
c. The project acceptance by CDC, and approved by SLDP
d. For livestock projects, 50% of the fund has to be repaid after 6 month and for other projects
25% after 3 months of receiving the first installment and 25% after 3 months of receiving the
second installment
e. All BTPS funds should be collected by CDC and deposited in a bank
f. CDC uses the10% as operation costs
g. Financing new beneficiaries effected only after approval by CDC chair and the SLDP.
The project also in collaboration with CDCs prepared guidelines to be followed for repayment, type of
guarantees and guarantors, dealing with defaulters, training of beneficiaries, procurement system,
prepared model forms for all stages of operation and the responsibilities and function of the CDC and
FCs in the process. In support for operation, the SLDP committed to provide technical support and act as
a final reference for management.
3.4 Component 3; Evaluation and Recommendations:
3.4.1 Baseline survey:
A base line survey conducted during the period of February- March 2014 to gather an updated and
verifiable data and information on the conditions of the Internally Displaced Persons (IDPs) and host
communities in Kassala State.
The specific objectives of the BL survey were:





Establish a baseline of social and livelihood conditions in the potential target communities to
enable the monitoring and evaluation of the project impact and key results;
To provide a template for data and information gathering and analysis on the conditions of
project target communities and reference/control groups;
Enable the appropriate selection of project target communities;
Facilitate selection of thematic areas to be covered by the project;
Provide inputs for the definition of the modalities and scope of project support activities;
 Define thematic areas for the conduction of in-depth analyses/studies.
Accordingly the BL survey provided concrete recommendations of specific areas, which are;
communities to be targeted, project interventions and modalities of intervention.
3.4.2 Mid-term evaluation:
The midterm evaluation took place on July-August 2015 to evaluation andl assess the project
achievement in fulfilling its objectives and work plan; and provides recommendations that would help to
address and bridge any limitations and gaps that may be found, in the project design, methodology,
governance structure and management.
The specific objectives of the Evaluation were:
i.
Document experience of SLDP activity in Kassala state.
ii.
Discuss how project activities have met agreed targets
iii.
Review the effectiveness of the methodology and overall structure of the project.
iv.
Review the effectiveness in achieving results and intended impact, as well as the remaining
gaps.
v.
Review the sustainability of the livelihoods interventions /achievements.
vi.
Summarize lessons learned and develop recommendations for up scaling/ replication of the
programme for other phase.
3.4.3 Final Evaluation:
The final evaluation conducted on February- March 2016, as one of the major requirements of the pilot,
and it meant mainly to critically analyze the implementation experience, results, and impacts of the pilot
project, and develop concrete recommendations to take forward within Kassala State and for the SLDP
project team to incorporate in design of the larger-scale project and to help it address and bridge
limitations and gaps that may be found, in the project design, methodology, governance structure and
management.
The specific objectives of the evaluation listed were:
1.
2.
3.
4.
Review the effectiveness of the methodology and overall structure of the project.
Review the effectiveness in achieving results and intended impact, as well as the remaining gaps
in capacity building, raising awareness and advocacy.
Review the sustainability of the livelihoods interventions /achievements.
Develop recommendations on smooth strategy for up scaling/ replication of the programme for
other phase and the possibility for other areas in the country.
3.5 Overarching Themes, Other Outcomes and Impacts
3.5.1 Poverty Impacts, Gender Aspects, and Social Development
1. According to the project M&E reports, the overall average monthly income of beneficiary
households has risen by 59.5% after SLDP intervention from 1011 SDGs recorded in the baseline
survey results, to SDG 1613 in December 2015. (Table8)
Table 8: Beneficiaries who made profits by sector
Sector
Total
% by sector
% of total
Livestock
Commerce & trade
Services
Construction/Repair
Transport
Agriculture
Entertainment
Total
490
124
20
10
62
34
4
744
77.4
87.9
93.9
100
100
29.4
97.1
81.7
53.8
13.6
2.2
1.1
6.8
3.7
0.4
100
Fig. 2: Average Household Income
3000
2500
2000
1500
1000
500
0
Before Project (2104)
After Project (2015)
2016
2. The project has realized much along the gender, instead of the 25% (225 women) targeted, the
project managed to include 279 women (31%) among its beneficiaries, in addition to considerable
number of women who received training, either at community level or government officials.
3.5.2 Institutional Change/Strengthening
1. The project made a significant contribution to capacity development in the state both at
government institutions and community levels. Over 2140 individuals were trained by the project
and improved their skill, professional and occupational levels of expertise.
2. The joint implementation with state institutions and operating through seconded government
staff is expected to contribute to public sector improvement of performance. The project
transparent procurement system provided a model for the public sector