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Quarterly Report FY 17 Q2 January – March 2017

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Quarterly Report FY 17 Q2 January – March 2017 April 2017 DJIBOUTIAN WORKFORCE DEVELOPMENT PROJECT (WFD) QUARTERLY REPORT FY17 Q2 JANUARY – MARCH 2017 April 2017 USAID/DJIBOUTI COOPERATIVE AGREEMENT AID-603-A-17-00001 Prepared for: Rabihah Mateen, AOR United States Agency for International Development/Djibouti Prepared by: Education Development Center 43 Foundry Avenue Waltham, MA 02453-8313 USA Table of Contents Acronyms and Abbreviations ........................................................................................................ 4 Executive Summary ...........................................................................................................................5 Program Activities and Outcomes ................................................................................................6 Narrative and Discussion ................................................................................................................. 7 Life of Project Work Plan ......................................................................................................................... 12 Monitoring, Evaluation and Learning (MEL) Plan .............................................................................. 12 WFD Preliminary Private Sector and Labor Market Analysis .......................................................... 13 Preliminary Gender Assessment (PGA) ................................................................................................ 13 Activities Proposed for the Coming Quarter ............................................................................ 14 Annex A – Regions and Districts of Djibouti ............................................................................ 16 Djiboutian Workforce Development Project (WFD) | FY17 Quarterly Report | Q2 January-March 2017 | 3 Acronyms and Abbreviations ANEFIP Agence Nationale de l’Emploi, de la Formation et de l’Insertion Professionnelle (National Agency for Training and Professional Integration) CFPA Centre de Formation Professionnelle pour les Adultes (Vocational Training Center for Adults) CNSS Caisse Nationale de la Sécurité Sociale (National Social Security Fund) District Quartier in French DQA Data Quality Assurance EDC Education Development Center, Inc. GoDj Government of the Republic of Djibouti MENFOP Ministry of Education and Professional Training MOF Ministry of Finance MOL Ministry of Labor M&E Monitoring and Evaluation PIRS Performance Indicator Reference Sheet Quartier District in English SME Small and Medium-sized Enterprises TIG TakingITGlobal TVET Technical and Vocational Education and Training USAID United States Agency for International Development WFD Djiboutian Workforce Development Project (Projet d’Employabilité de la Main d’Oeuvre Djiboutiennne (Projet PED) Djiboutian Workforce Development Project (WFD) | FY17 Quarterly Report | Q2 January-March 2017 | 4 Executive Summary The Djiboutian Workforce Development Project (WFD) started in the second quarter of the 2017 USAID fiscal year. An advance team came in January to lay the groundwork for the permanent staff that arrived on the project at the end of January. In the two ensuing months four deliverables were produced. By the end of the quarter, solid relationships were established with three principle partners, the Agence Nationale de l’Emploi, de la Formation et de l’Insertion Professionnelle (ANEFIP), the Ministry of Education and Professional Training (MENFOP) and the Chamber of Commerce. Through meetings, discussions, interviews and focus groups conducted through the Gender and Labor Market Assessments, there was a growing awareness that many of the initial assumptions and expectations underlying the design phase of the project needed to be reassessed. The work plan and monitoring and evaluation (M&E) plan reflect the realities encountered. The project will be working through, and supporting partner activities as opposed to organizing activities independently. Including more agencies in decision making will result in slower startup but presents an opportunity to get buy in and ownership of the project by the partners, and build in sustainability from the beginning of WFD project. The ANEFIP is focused on expanding their network into the regions and districts by providing entrepreneurial training and satellite locations. This provides a gateway into the informal sector. WFD will have the opportunity to work hand in hand with them on this endeavor and expand in the coming year. Part of this program will be to have EDC partners Souktel and TakingITGlobal (TIG) work with ANEFIP to perfect the application and platform they have started. The MENFOP has opened its doors to collaborating in several areas. In the immediate future, WFD is supporting their effort to bring together schools in 17 filières (career paths) in a national Olympiad. The ANEFIP and the Chamber of Commerce have been invited to the event. WFD will continue to work with all three partners to expand the number of filières and subsequent related business that support the event next year. In addition, events such as the Olympiad motivate businesses to become active participants in the Technical and Vocational Education and Training (TVET) learning process by not only sponsoring events where students Djiboutian Workforce Development Project (WFD) | FY17 Quarterly Report | Q2 January-March 2017 | 5 can demonstrate their skills and provide opportunities for student and teachers alike to experience the workplace through externships. WFD is collaborating with the MENFOP to adapt and incorporate Work Readiness into CFP curriculum. This may be a gateway to the TVET curriculum that has just been revised and will be validated next year, presenting an opportunity to incorporate career exploration and soft skills into each career path. The MENFOP is willing to explore the possibility of organizing student by career pathway in the technical schools to form vocational youth groups that practice leadership skills as a routine part of building organizational skills. The Chamber of Commerce is the vital link to businesses in the both the formal and informal sectors. During this quarter it organized groups of businesses (SMEs1, construction, tourism). Together with ANEFIP and MENFOP bridges are being built technical schools and related businesses and industry. At the core of WFD, administrative staff has been hired and the focus is shifting to recruiting curriculum and training specialists to work closely with formal and non-formal training programs through the partners. Cardno, Souktel and TIG will be coming on line in the next quarter. Program Activities and Outcomes Summary table based on work plan/M&E indicators with movement toward indicators during the quarter. Four deliverables were submitted this quarter. Life of Project Work plan – February 28 Monitoring and Evaluation and Learning (MEL) Plan – March 31 WFD Preliminary Private Sector and Labor Market Analysis – April 7 Preliminary Gender Assessment – March 31 Reporting on the following indicators will begin in the 4th quarter of 2017 (July – September) 1 SMEs are non-subsidiary, independent firms, which employ less than a given number of employees. This number varies across countries. Djiboutian Workforce Development Project (WFD) | FY17 Quarterly Report | Q2 January-March 2017 | 6 Sub IR 1: Quality vocational workforce readiness programs expanded Sub IR 2: Sustainable, productive linkages between TVET institutions and employment providers developed Sub IR 3: Job placement, retention and advancement services strengthened Narrative and Discussion The project officially started on December Current Staffing 30, 2016, and runs through December 29, Chief of Party Roger Steinkamp, PhD 2021. EDC immediately sent in an advance Deputy Chief of Party Rene Djamen team to lay the groundwork for the project Gender Specialist Zahra Youssouf Kayad followed by the Chief of Party (COP) at the M&E Specialist Ismail Ahmed Awaleh end of January. Key personnel (Gender and Logistics Specialist Moustapha Ali Guedi M&E Specialists) were also hired and Office Manager Goumaati Adou Ali working by the end of January. The Deputy Financial Officer Ali Adan Hassan Chief of Party (DCOP) was in country by Accountant TBA the end of February. Several EDC Home Office staff reinforced the newly hired staff on the ground during the startup phase in this quarter. Office space was identified, housing for expats rented, vehicles identified and administrative staff hired. The Logistics Manager came on board immediately and the others (Financial Officer, Accountant, and Office Manager) will be on board early next quarter. Once key personnel was on the ground, a series of meetings, beginning with USAID and subsequent meetings with partners (ANEFIP, MENFOP, Chamber of Commerce, and MFA) set the stage for project startup and began the dialogue through which the project will unfurl. In addition, meetings were held with many donors (ADF, UNOPS, UNICEF, WFP) involved in workforce development; private industry (Port authorities, Al Gamil, SMEs, Construction Companies); Camp Lemonnier (Inspector); and a host of focus groups during the Gender Assessment, and Labor Market Analysis. Djiboutian Workforce Development Project (WFD) | FY17 Quarterly Report | Q2 January-March 2017 | 7 The official launch of the project was held on Sunday, March 5, 2017, at the Kapinski Hotel. All the major stakeholders were present with high expectations. What emerged from discussions with our partners and stakeholders
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  • Pdr Ali Sabieh

    Pdr Ali Sabieh

    1 2 RESUME EXECUTIF Le Plan de Développement de la Région d’Ali Sabieh s’inscrit dans la volonté du Gouvernement et de l’Autorité régionale de doter la collectivité locale des institutions fortes et des outils de planification stratégique pour valoriser les atouts et les potentialités de cette région de manière durable. Son PDR couvrant la période 2015-2019 a fait l’objet d’un large consensus et repose sur une vision stratégique, qui priorise les actions à mener et orientera les décisions des Autorités dans les années à venir. Il peut se résumer en quatre volets: 1. Le diagnostic stratégique de la situation de base Un état des lieux problématique a été fait en prenant en compte les dimensions territoriale/ régionale, sociale, culturelle, économique, environnementale et de la gouvernance. Cette analyse a permis de mettre en exergue les lourdes contraintes du développement de la région, notamment : . le faible niveau d’infrastructures et d’équipements urbains en matière d’assainissement; . le faible niveau de desserte et d’accessibilité des localités rurales; . l’absence d’infrastructures hydro agricoles améliorées et d’important gaspillage d’eau d’irrigation ; . la détérioration de la qualité des services de l’eau et l’électricité avec des coûts élevés; . une faible accessibilité aux structures sanitaires et une très faible couverture en personnel de santé; . un faible taux de fréquentation scolaire notamment chez les jeunes filles ; . la faible prise en compte du genre dans les activités socioéconomiques; . la faible qualité de l’enseignement : une insuffisance d’enseignants et d’infrastructures scolaires; . le faible développement du secteur privé; .