sustainability

The capacity development of Organizations of Persons with Disabilities to manage a viable livelihood enterprise requires a longer period than the usual project life span. Project efficiency could have been improved by prioritizing capacity building early on in the project, so that additional technical support and organizational mentoring could have been provided within the project timeframe, with adequate budget allocation. Compared to the present project's approach, future project designs should highlight the importance of early provisions for adequate organizational capability building, with sufficient time and budget allocation.

Projects on democratic governance involving Local Government Unit partnerships should fully anticipate the expected effects brought about by major political events, such as national and local elections, as these can disrupt planned project activities. As was the case in some municipalities included in the project, the change of leadership after the elections resulted in the duplication of project activities, for example, the orientation provided to the Local Chief Executive, which negatively affected the project milestones and budget.

To avoid the vacuum associated with the end of projects, mentoring and monitoring of project partners should be part of the project's withdrawal plan, drawn up by the implementors in partnership with the Local Government Units and the civil society groups working with Persons with Disabilities. In the present case, this provision would have prevented the loss of learning from the project's training and workshops and, at the same time, provided the Organizations of Persons with Disabilities a sense of continuity on the variety of projects they were working on. All Organizations of Persons with Disabilities in the project already have some form of organizational structure, but they must be regularly mentored to continuously improve their representation at the local development council.

The best way to ensure the success of projects for Persons with Disabilities is to leverage the existing legal framework that mandates and, consequently, secures the participation of local government units. This permanent institutional structure will remain in the locality long after the project has ended. Further, the Local Government Units' buy-in serves as a signal to the community about the project's merits. It would also ensure active participation by community members, along with other civil society groups working with Persons with Disabilities. However, as was the case in this project, the existence of national policies to improve the conditions of Persons with Disabilities alone does not guarantee vibrant participation by Local Government Units in initiatives for Persons with Disabilities (PWD). In the future, an external oversight body could be established to monitor the disbursement of PWD budgets and ensure the proper utilization of PWD fund allocations as prescribed by national laws.

Flexibility in project design is key to successfully implemented projects in rapidly changing contexts, especially in cases of deteriorating security, war, and (previous) pandemic-related lockdowns. In this project, the Implementing Partner has been able to effectively and efficiently shift activity implementation by relying on synergies from previous UNDEF-supported activities, networks of journalists and civic actors, as well as in-kind contribution to ensure successful project continuity. 

Livelihood support interventions can prove to be effective entry points in political empowerment initiatives, especially in the case of extremely marginalized and impoverished communities and should be considered as a strategic approach in project design. The present project experience clearly builds the case for linking economic and livelihood interventions to political empowerment evidenced through the successful establishment and continuation of the Musahar women led Cooperatives.

Strategic engagement with the media can yield good results in amplifying voices of the marginalized, providing them with a platform to address wider audience to promote gender responsive and inclusive local governance and development. In the present case, the project engaged the media successfully to widely disseminate the project initiatives as well as leverage it as an accountability mechanism for following up with government officials on their promised actions in promoting inclusive local governance.

Supporting government institutions in becoming gender responsive and inclusive requires substantial efforts in institutional capacity building through sensitization, training and equipping government officials with tools and skills to carry out gender responsive planning and governance. In the present project, while the project was successful in sensitizing local government officials, focused institutional capacity building could have contributed to a more impactful and sustainable change.

Citizen led accountability (CLA) monitoring is a particularly useful initiative to promote gender responsive local governance. However, institutionalizing it requires extensive capacity building of local communities to enable them to continue it independently. In the present case, while the project piloted a Citizens Report Card successfully by acquiring a consultant, the knowledge and skills transfer to the community for developing it independently and regularly would have made it locally driven and owned, as well as sustainable.

Women particularly from poor or marginalized groups may have very limited capacity or confidence to engage in public life. Support for women’s capacity development is therefore critical and needs to be continuous, taking place at multiple levels recognizing the linkages between individual and collective empowerment. In the present case, while the Implementing Partner had undertaken some individual capacity initiatives, there is clear case that these efforts need to be continuous, consistent and carried over a longer period of time for impact.