October 2017

INCEPTION
Support to Strengthening

Women Skills
and Employment in
Artisanal Wood Production
Baseline and
M&E Consultant in Upper Egypt
REPORT
implemented by
Egypt Network for Integrated

Development

Funded by Prepared by
 ENID Egypt Network for Integrated Development

ABREVIATIONS & ACRONYMS

IDSC Interantional Development Support and Consulting
M&E Montoring and Evaluation

MSMEs Medium Small and Micro Enterprises

NGO Non-Govermental Organization
OECD Development Assistance Committee
OVOP One Village One Product Model
SWSEAWP "Strengthening Women Skills and Employment in
Artisanal Wood Production in Upper Egypt"

TOR Terms of Reference

2
 INTRODUCTION 4
Background of the project and mission...................................................................... 4
Purpose the Inception Report .................................................................................... 5
Methodology 6
Scope of this Report and Evaluation Questions ......................................................... 6
Intervention logic ....................................................................................................... 7
Technical approach and Methods of Data Collection ................................................ 9
Inception Phase Progress Assessment ..................................................................... 10
Preliminary Findings ................................................................................................. 11
Detailed action plan ................................................................................................. 14

CONTENTS

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 Background of the project and mission

"Strengthening Women Skills and Employment in Artisanal Wood Production

in Upper Egypt" is a long term project implemented by the Egypt Network for
Integrated Development (ENID/El Nidaa). Its aim is to assess and improve MSMEs,
entrepreneurship and the economic conditions among women in Upper Egypt. By using
the ‘One Village One Product’ (OVOP) model, its goal is to protect and develop
artisanal wood production in Egypt, in addition to improving the economic environment
for women. It hoped to do so by establishing nursery and pre-school classes for children
and conducting regular health check-ups.

The One Village One Product (OVOP) Model is based on a Japanese regional
development program that started in 1979. It is based on the idea that one village
produces one competitive staple product as a business to gain sales revenue and
improve the standard of living of its residents. The idea behind the concept is that each
town/district should have at least one competitive product that is "distinctive" to offer to
the market. In other words, communities selectively produce goods with high added
value.

Bearing in mind the matters delimited in the TOR published by Drosos and IDSC's
technical offer, the mission of which this report is part of aims to enhance the capacity,
knowledge and skills of El Nidaa team to achieve the greatest possible impact of the
above-mentioned project through well-developed project cycle management and a
rigorous monitoring and evaluation system. Said system shall be based on the project's
needs and the best organizational practices in order to ensure effective provision and
implementation.
INTRODUCTION
Furthermore, this mission is designed to set up a monitoring and evaluation
system and propose cluster–level baseline data and tools of collecting in line with
assessing the project overall objectives, project indicators in the logical framework and
the baseline data, as well as building the knowledge of El Nidaa team on documenting
progress and reporting.

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 Purpose this Inception Report

The Inception Report serves to ensure that the consultancy team (leader
and members) develop an in-depth understanding of the TOR and translate
them into an operational plan according to which the evaluation will be
carried out. The Inception Report is a working document which forms the
agreement between the Team leader and the consultancy team on the
operational plan for the evaluation.

Consequently, this Inception Report presents the initial understanding of

the assignment of the consultant team and the proposed work plan for
completion of the assignment.

Purpose of the inception phase is to provide details of the proposed

approach and methods and specifying the issues and themes to be studied.
The inception report in particular accounts for:

 The precise focus of the evaluation, i.e. the key issues and themes to be
evaluated specifying any limitations of the evaluation.

 A detailed overview of reporting, monitoring and evaluation (M&E)

INTRODUCTION
requirements.

 The approach and method, including data gathering and analysis, as

well as a specification of indicators and identification of key
stakeholder groups.

 The detailed work plan, specifying the organization and time schedule
for the evaluation process – allowing sufficient time for consultation
with Drosos and other key stakeholders.

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 Scope of this Report and Evaluation Questions

This report reviews the coherence and logic of the project according to
project documentation and it clarifies data availability. For this review the
following key questions were identified to aid the development of a program
monitoring system:

 To what extent have the current monitoring and reporting tools

between the Cairo office and the local NGO in Qena
responded to the project's needs?
 Do these tools constitute an appropriate monitoring system to
help ENID and Drosos improve accountability in the future?
What are other alternatives?
 How appropriate, relevant and cost effective have these
investments been to achieve M&E results?
 What are some key innovations and good practices that can be
introduced and sustained during the implementation of the
project?
 Has ENID effectively coordinated with other relevant
stakeholders?
 Did coordination facilitate or hamper program results? How
could the coordination have been better so as to bring greater
efficiency and sustainability?
 What are the critical capacity challenges facing stakeholders
for each sector and how can these be addressed?
 Are the results of SWSEAWP likely to be operational/
continued with after Drosos's funding support ends? How can
this be measured?
 Have appropriate resources and time been allocated to phase Methodology
out from the Recovery program to the 2008-2010 Country
Program in a manner that would enable the recovery results to
be sustained?

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 Intervention logic

One of the essential criteria for the success of any project depends on
the extent and scope of monitoring and evaluation mechanism that is built into
the overall implementation strategy. For this project, the monitoring and
evaluation mechanism will be undertaken at various levels to ensure that the
project is implemented according to the activities in the work plan and on
schedule.

This mission is designed to set up a monitoring and evaluation system

and propose cluster–level baseline data and tools of collecting in line with
assessing the project overall objectives. The information from the baseline
along with the project commencement will assist in the monitoring and
evaluation of the project.

Evaluations are generally conducted by independent, external experts.

In general, an evaluation analyses complex issues and captures intended and
unintended effects. However, IDSC agrees with the vision expressed by Drosos
in its TOR when it states that if NGOs are to achieve the "most possible
positive impact, they need to work as efficient as possible to design and
implement programmes that ensure that their processes, products and services
are directly contributing in the achievement of the desired results and with
respect to the local context". We are therefore certain of the need of all
NGOs to have the tools to document and even assess themselves the reasons
why certain aspects of a project or program have or have not been
implemented as planned.

For these ends, IDSC uses the internationally approved definitions for
Monitoring, Evaluation and Review, which correspond to the OECD/DAC
Glossary:1

Evaluation: The systematic and objective assessment of an on-going or

completed project or programme, its design, implementation and
Methodology
results. The aim is to determine the relevance and fulfillment of
objectives, development efficiency, effectiveness, impact and
sustainability.

Monitoring: A continuing function that uses systematic collection of data on

specified indicators to provide management and the main
stakeholders of an ongoing development intervention with
indications of the extent of progress and achievement of
objectives and progress in the use of allocated funds. (OECD DAC
Glossary).

1
OECD DAC Evaluation Network. DAC Evaluation Quality Standards. March 2006.

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 Review: An assessment of the performance of an intervention, periodically
or on an ad hoc basis. Reviews are usually less comprehensive
and/or in-depth than evaluations. They tend to emphasize
operational aspects. (OECD DAC Glossary).

The project monitoring will be based on a detailed monitoring and

evaluation framework.

The M&E framework is based on the following features:

i. Structured and systematic monitoring system with clear and

specific performance indicators ;
ii. Clear milestones and benchmarks established to guide
implementation;
iii. Comprehensive to provide critical and timely performance
information to ENID to carry out necessary remedial actions
for project adjustments or realignments where needed;
iv. Tracking and reporting on the program activities, outputs and
their implementation would be systematic;
v. Assist ENID in tracking, monitoring, and reporting on their
performance in terms of specific performance result,
performance indicators and benchmarks.

Methodology

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 Technical approach and Methods of Data Collection

The methodology used in this mission is based on a combination of a

needs assessment and capacity building approach, and a research based
approach based on research, knowledge sharing and networking on M&E best
practices.

Consistent with the terms of reference and the technical proposal, the
methodology selected for this mission will utilize a diverse range of assessment
instruments, consultations and case studies to prepare a M&E strategy
roadmap and relevant tools, focusing on capacity building priorities.

These include:

i. Base line situational analysis of their M&E status

ii. Institutional structures, policy formulation and strategies for M&E
iii. Sharing of information and networking with various stakeholders
iv. Integrated training program for capacity building to enhance
proficiency in M&E.

Through its research approach, the project aims to design and

implement techniques, practices, tools, etc. that are appropriate for the target
audience of SWSEAWP. This approach which is demand-driven and its
practical as it is developed by project stakeholder and participants with the
advice and close support of IDSC.

Utilizing a learning and doing approach during the trainings, on the

other hand, provides an opportunity to come up with practical solutions and
measures to achieve the objectives of the SWSEAWP project. Best practices
would be documented and transformed through an action learning process for
knowledge sharing and capacity building.

From the research point of view, new participatory methodologies

would help identify the best possible doable methods. Lessons learned may
guide further M&E institutional reform and capacity building strategy for both
ENID and Drosos.

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 Inception Phase Progress Assessment

As suggested in the technical proposal, the first phase of this mission

has been divided into the following steps:

1) Preliminary Step:
A kick-off meeting has been conducted with Drosos on Monday,
September 25 2017.

2) Desk Review:
After the preliminary step, the evaluation team carried out an intensive desk
review and preparatory work that started immediately after the kick-off
meeting. This report draws from a a four-day review of available background
documentation in which the evaluation team has revised, compared between
and requested all project related documents to ensure their existence and to
assess the quality and the feasibility of:

 the overall design of the project, its action plan and logical
framework;
 the availability of reporting tool in accordance to the project logical
framework;
 a basic foundation of an administrative system as well as assessing
the relevance and the necessity of each and every document.

With this information in mind, in addition to the outcomes of the kick-off

meeting, the consultancy team will be able to assess the areas of opportunity of
the design of the project and its administrative cycle in terms of M&E standards..

More specifically the evaluation team has revised the following:

 Project proposal, with a particular focus on the logical framework.
 El Nidaa project proposal
 El Nidaa Project Budget
 El Nidaa business Plan
 Drosos guidelines for semester reporting
 An example of a report between the Cairo office and the local
NGO in Qena.
 Two documents related to the receipt of products from local NGOs
as well as the sales of the handcrafts.

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 Preliminary Findings

This section highlights major lines for consideration that came out
during the desk review. However, by no means does it reflect a
comprehensive coverage of the overall progress of the mission, or any
evaluative judgments. Subsequent to the kick-off meeting and desk review,
the results of this phase are outlined as follows:

The project proposal

The document is written in a logical and clear manner. Its situational

and stakeholder analysis shows that their project is relevant. It has many
visual tools which aid in communicating explicitly the goals of the project.
It has SMART objectives, activities and results which give the impression that
a solid needs assessment took place during the design of the project,
hitting towards feasibility and relevance in the design.
Not only does this have a direct impact on the successful implementation of
the project’s activities but is also facilitates measuring their outcomes. More
specifically, it ensures the mutual understanding between implementing
body and partner organisations as well as other stakeholders and actors
(management, employees, stakeholders, third parties and beneficiaries)
and makes it easy to measure the project’s result and outcomes
throughout the whole duration of the project.

Logical framework

 The evaluation team, found the project proposal somewhat confusing

in terms of linking the proposed activities to the logical framework.
Unlike the objectives in the project description, none of the eight
results spelled out in the logical framework are articulated in as
SMART results. They particularly lack numeric indicators which
complicate evaluation in both qualitative, but particularly quantitative
terms. Numeric indicators should be favoured over adjectives. For
instance, in A. 1.3.2 "Launching a big marketing campaign", the
adjective "big" should be substituted to a measurable indicator. This is
particularly critical in the case of the "indicators"

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  Beyond the lack of explicit numeric indicators (expected number of
target beneficiaries, expected number of workshops, % of
satisfaction expected, etc.), the consultancy team noticed that the
logical framework in many cases did not include the sufficient
information. Three critical elements are missing:
o A column for baseline values that can be used to assess the
actual impact of the impact of the project.
o Despite being a relatively long project (four years), the
logical framework does not measure progress over yearly
values.
o A column clarifying the sources of verification for each
indicator should also be included (e.g. attendance sheets,
surveys, visual documentation, etc.).

 On the other hand, the consultancy team considers that some of the
information in the logical framework be elaborated on separately.
While the risk analysis seems coherent, it is recommended that a risk
management matrix is developed independently from the logical
framework to provide a more detailed framework.

Monitoring and Evaluation system

 In spite of what is mentioned in the project proposal, pages 21, 22 and 23,
(based on the provided documents during the desk review) the evaluation
team could not find any evidence of a well-tailored M&E system (manual) or
full-time senior M&E officer within the project’s structure that could carry out
tasks related to monitoring, evaluation and reporting. From here the
assumption was made, that the M&E process is conducted by the same team
who is responsible for the implementation of the activities.

 Furthermore, the consultancy team foresees the need to develop an Impact

Monitoring tool as the main reference to measure the overall progress of the
project and the expected results of it.

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 Reporting system

 Although the "Drosos Cairo: Reporting Guidelines for Progress Reports"

elucidates the components that are expected on report and the project
proposal (pages 22 and 23), these standards might not be applicable to all
three types of reports (quarterly, lessons learned log and annual report)
that ENID foresees. Templates for the other types of reports shall also be
produced to meet the ends put forward in the project proposal.

 Furthermore, the consultancy team foresees that a fourth type of report, a

final report should be considered in the reporting scheme to assess the
overall impact of the project. Consolidating in a single document highlights
of the project will make findings easier to understand and compare.

 The evaluation team noticed that the periodic reports for this stage are not
directly linked to the logical framework and the identified indicators within
it. As indicators in the logical framework are not SMART, it will be difficult to
produce relevant answers in report with these information gaps.

 Regarding financial reports, the standards as explained in the "Drosos

Cairo: Reporting Guidelines for Progress Reports" seem relevant and
sufficient for the information in which the budget goes into detail.

 Beyond these reports, standard internal periodic reporting is recommended

to facilitate overall monitoring. These reports will be merged later into the
different reports presented to Drosos.

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 Detailed action plan

Building on our understanding of the project and after the desk

review phase the evaluation team has decided to maintain the previously
proposed methodology presented earlier in the technical offer. The
evaluation team will ensure that the perspectives and insights of all
involved personals, implementing partners, stakeholder and most
importantly, beneficiaries, are taken into account.

The consultants will make the one to one interviews, focus groups
and field visits in three days from 5th of November to 10th of November. 2

Field visits

The consultants will visit:

1. The five workshops : El Nidaa wood workshops are located close

together in the districts of Quos and Qeft; the carpentry, wood
sculpting (oyma) and wood turning (arabesque) workshops are in El
Gamaleya village in Quos district
2. The 2 factory areas:
 renting a space of 450 m2 in El Gamaleya village
 space is located in the desert fringe (zaheer sahrawy) of El
Kalahin village
3. The site of the nursery

Mapping

The consultant team will measure the distance between the

workshops and the factory area using Google maps. Action Plan

2
the consultants will make the interviews with Drosos in another 4th day in Cairo.

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 More specifically the following steps will be as follows:
Interviewee Total Type of Interviewer Time
no. interview
1 senior worker from each workshop 5 One to one M.H. 2 WS 1st day
A.M. 3 WS
Factory manager or his deputy 1 One to one A.M. 2nd day
2 workers from each workshop in their 10 One to one M.H. 3rd day
houses
Bank manager from al Ahli, masir, 1 One to one A.M 3rd day
Alex.
Worker from another 2 workshops from 10 One to one M.H. 5 1st day
each type of workshops A.M. 5
Financial and technical responsible from 2 One to one M.H. 4th day
Drosos * A.M.
5 manger from different departments 5 One to one
from Drosos *
Represented from government 1 One to one A.M. 3rd day
4 workers from each workshop in 2 20 Group M.H. 2nd day
groups (10 in each group) A.M.
2 employees from each NGOs 10 Group M.H. 2nd day
All project employees Group M.H. 2nd day
A.M.
Children from age 4 to 6 20 Group S.A. 2nd day
workshops 5 Field visits M.H. 1st day
A.M.
Factory area 2 Field visits A.M. 3rd day
nursery 1 Field visits M.H. 2nd day

Consultants: Maged Hosni (M.H.)

Ayman Mounir (A.M.)

Shady Amin(S.A.)

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