Evaluation Learnings Search

Learning Description

Productive Projects. The project initially began with training households in entrepreneurship, which evolved into 42 productive projects that are considered pilots. The livelihoods, mine formalization, and education teams believe many of the productive projects have the potential to increase household income and reduce vulnerability. They believe a productive project strategy should figure prominently into the livelihood component with a strategy to scale up the productive projects so they have an impact on more households.

Learning Description

Project Leadership. The Somos Tesoro project director changed four times in the first year plus of the project. The livelihood and education and M&E officers also departed and their replacements to substantial time to recruit and hire. These personnel changes, especially the project director, led to a vacuum in leadership that affected decisions and was at least partially responsible for delays in implementation. Once the project director and livelihood and education and M&E officer positions were filled with capable and strong leaders, the project gradually recovered from the delays and coordination and communication improved. It is critical for a complex project like Somos Tesoro to have key positions staffed with capable and strong leaders, especially in the project start-up phase.

Learning Description

Building Trust. Mining communities in Antioquia that have been affected by armed conflict and mistrust government agencies and outsiders in general. Some community members believe that cases of child labor will be reported to the government who will come and take children away. Some miners believe that mine formalization will lead to the closing of mines. Other community members are afraid that outside organizations could be aligned with certain armed groups that exhort money. It takes time to build trust so child labor and other topics such as mine formalization can be discussed with these communities and subsequent actions taken to reduce the risks associated with child labor.

Learning Description

Need for institutional anchorage of project institutions and activities. In particular, institutions such as the REST would have needed an official recognition and institutional anchorage to be effective in developing policies and common codes of conduct for the Rwandan tea industry. An example of such anchorage would be to connect it to, and have it reporting to the District Steering Committees on Child Labor. In terms of project activities, if the project were successful in connecting beneficiaries to social services, such as health coverage and the school feeding program, the effectiveness and sustainability of such approach are dependent on whether the “solution” goes beyond the project’s duration. Cash support for one or two years without possibilities for continuation of these services would in all likelihood lead to drop out and discontinued schooling for many beneficiaries at the end of the project.

Learning Description

There is a need of continuous assessment of project strategies in view of a quickly shifting implementation situation. In particular, early adaptation to a changing institutional environment would be beneficial, e.g. for REST and Catch-Up activities. Hence, the possibility to rapidly devise strategies for reallocation of funds, and/or quickly acting on needs, such as the school feeding program and/or health insurance would be advantageous. Regardless of the decision taken (continue/discontinue Catch-Up program activities; allow/not allow project payment of the school feeding program and health insurance for beneficiaries), it is important to come to a solution quickly, so as not to encumber implementation and allow for new strategies to evolve as a response to the initial decision taken. Similarly, it is important that project-related research do not “hold up” project implementation. Often, research activities take longer time than initially expected, especially if organized from abroad, and if it needs lengthy rounds of review and clearance, etc. It should be noted that in most interviewees’ opinion, this project is characterized by good communication between all implementing partners (donor, host government, implementing partners, including home office of grantee), but interviewees also noted that the decision making processes for project related questions could have been faster.

Learning Description

Project implementation dates should take into account the local school year, to the extent possible. Rwanda, similar to much of Central and Southern Africa, is operating with an academic year matching the calendar year. Already at project conception, this could be taken into consideration to maximize project effectiveness. In this case, ceasing all project activities in September 2017 may not be the best way to proceed.

Learning Description

REACH-T is working at several levels, addressing the needs of several groups, including government and regional authorities as well as involving district and sector authorities. Also, it is working at school and community levels. The strategy is multiplying venues for awarenessraising and the likelihood of impact.

Learning Description

Use of mentors and community activists for awareness raising and monitoring of beneficiaries as well as of the child labor situation in the community through the CLMS. This is an effective way of raising awareness and also, through its reporting function, effectively involves local authorities in both the monitoring and child labor situation locally. _x000D_

Learning Description

Community involvement in the selection of beneficiaries has led to services being provided to those who need it most. Through its selection mechanisms, the project has managed to involve the most disadvantaged as stakeholders and beneficiaries. The good practices of selection could be adopted in other projects, and is noteworthy. Paradoxically, the project’s success in this regard has also led to challenges, since the most destitute population is also the one for which project activities are at risk of being the least sustainable. The poverty level for many project beneficiaries is such that participation in saving activities, or in investment for the most basic income generating activities, is almost impossible. _x000D_

Learning Description

The Child Labor Monitoring System and its associated ALERT mobile phone application is a good practice at many levels: it is an innovative technology with a lot of potential; it helps with tracking the work status of both beneficiaries and non-beneficiaries; it raises awareness among local officials and community members; and it is not limited to school hours but can potentially cover weekends, holidays and after-school hours. However, as with all new technology, it also faces some challenges: its geographic coverage is limited, and the strategy for expansion and turnover to Government are still a challenge (which government level, and who specifically, would be able to react to the reports; what is the official status of the community activists; who, in addition to key stakeholders, should have access to the reports).