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DFID_Yemen SFD Institutional Evaluation

DFID_Yemen SFD Institutional Evaluation

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Publicado porSteve Zyck

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Published by: Steve Zyck on Sep 25, 2010
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11/01/2011

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Many of the strengths of SFD defined by MoLA officials relate to areas of good governance,

including:

x

disbursing funds efficiently;

x

flexibility as opposed to being bound by a cumbersome bureaucracy;

x

solid capacity and effective management;

x

a grounding in the realities of “the field”;

x

effective and easier systems for decision making, relative to the MoLA;

x

a comprehensive database of information;

x

a capability in gender mainstreaming not seen elsewhere; and

x

financial stability for staff and correspondingly low rates of turnover.

In this respect, SFD is seen as a benchmark agency which is well organised and which has a system

that is more developed than that of government; however, this is at least partly attributed to SFD’s

independence and its proven ability to attract external support. It was highlighted that a positive

indicator is that donors commonly agree to support interventions where SFD agrees to be involved

because it has rigorous assessment, procurement and monitoring mechanisms. The Decentralisation

Local Development Support Programme was given as one such example.

In terms of uptake of SFD approaches, the Ministry has adopted SFD’s methodology for planning,

budgeting, funding, design and implementation at the local level. SFD’s poverty focus is recognised,

and SFD’s method of poverty targeting was used to select the districts funded by SFD under the

DLDSP programme. However, this was not the key priority used when selecting other locations

funded by other donors – DLDSP is a MoLA programme and is subjected to a wider range of criteria

than SFD .

MoLA developed a manual on procurement jointly with SFD and provided training for the national

procurement committee on procedures and principles. At an operational level, SFD is seen to be

accountable and transparent; one example provided by officials was a proposal that SFD and the

Ministry of Education would cost-share a project in Bura’a, Al-Hodeidah. However, the contractor

stated that, if the Ministry was to be involved, the costs would be higher given that he would

certainly have to pay corruption money.

Officials see a role for SFD in creating an environment that facilitates citizens in accessing

information in order to promote transparency and accountability. One such example is the rejection

by SFD of a team of trainers nominated by the Ministry in favour of a public competition; this was

the first time MoLA had placed a public advertisement for trainers.

MoLA officials would like a wider level of communication with SFD beyond the Training and

Organisation Support Unit, and many are not aware of the full range of SFD’s activities or of the

potential for collaboration beyond their own, ongoing project with SFD. MoLA has stated that at

present, given that the National Strategy is in place, its implementation is a huge challenge and

that SFD also needs to be prepared to engage and provide support. Furthermore, MoLA intends to

develop a national strategy for capacity building and expects that SFD will be a partner in its

development and implementation.

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