Category: Projects

Final Evaluation Summary: PROTEJEM Program

Client: Save the Children International / Terre des Hommes

Location: Côte d’Ivoire, Gambia, Guinea, Senegal

Implementation Period: August – December 2023

Overview

ALG conducted a comprehensive final evaluation of the PROTEJEM program, an initiative designed to safeguard vulnerable children and promote their rights across West Africa. The evaluation’s purpose was to assess the program’s effectiveness, measure its impact, and extract valuable lessons for subsequent initiatives.

Evaluation Focus

The primary objectives of the assessment were to:

1. Measure the program’s overall effectiveness and efficiency in achieving its stated outcomes.
2. Determine the relevance and long-term sustainability of the implemented interventions.
3. Gather stakeholder feedback, particularly from beneficiaries, regarding satisfaction and opportunities for improvement.

Methodology

A mixed-methods approach was utilized, incorporating quantitative data from surveys with qualitative insights obtained through interviews and focus group discussions. Stakeholders in the four target countries—Côte d’Ivoire, Gambia, Guinea, and Senegal—were engaged to ensure a holistic view of the program’s impact.

Key Findings

The evaluation concluded with positive outcomes, reflecting the program’s strong performance:

• Impact and Effectiveness: The PROTEJEM program was highly successful in strengthening child protection mechanisms regionally. A majority of beneficiaries reported greater awareness of their rights and improved access to protective services.
• Stakeholder Endorsement: Local partners and beneficiaries expressed high satisfaction with the program’s implementation, highlighting its relevance to local needs and its adaptability to the specific socio-cultural contexts.
• Sustainability: The program has created a solid basis for sustained impact. Capacity-building initiatives with local organizations were successful, laying the groundwork for continued child protection efforts after the program’s conclusion.
• Challenges Identified: Logistical constraints and inconsistent engagement levels across different local communities were noted as areas for improvement in future programming.

The Assignment

The overall objective of the mission is to define a community vision and develop a regional housing strategy, with a view to enabling the UEMOA Commission to position itself in the housing sector and to create a network of partners with national, regional or international stakeholders.

ALG is responsible for providing technical support to the UEMOA Commission, through the departments involved in the implementation of the Promotion of Affordable Housing Financing (PFLA) and the development and elaboration of regulatory tools (directive & harmonization of texts) and in the definition of a regional housing strategy. The firm is associated in this mission with two architectural firms: Orule Architecture and Urba Tropiques.

More specifically, it involves: “Co-constructing with stakeholders the tools promoting the implementation of a strengthened regional policy in the field of affordable housing production, in line with the objectives and recommendations of the Millennium Development Declaration”.

Assist the UEMOA commission in the development of a regulatory framework document for the production of affordable housing.

Challenges and Strategic Approach

The West African Economic and Monetary Union (UEMOA), which includes member states such as Benin, Burkina Faso, Côte d’Ivoire, Guinea-Bissau, Mali, Niger, Senegal, and Togo, faces significant housing challenges. The community vision for housing in the UEMOA area emphasizes the need for accessible, affordable, and sustainable housing solutions that cater to the growing urban population while promoting social equity and economic development.

Challenges

1. Urbanization Pressure: Rapid urbanization has led to a surge in housing demand, often outpacing supply. This has resulted in the proliferation of informal settlements and inadequate housing conditions.

2. Financial Constraints: Limited access to affordable financing options hampers both individual homebuyers and housing developers. High-interest rates, lack of mortgage products, and insufficient investment in housing infrastructure pose significant barriers.

3. Policy and Regulatory Framework: Inconsistent policies and regulatory environments across member states complicate the implementation of housing initiatives. There is often a lack of coordination among governmental bodies, leading to fragmented approaches to housing development.

4. Social Inequality: Marginalized groups, including women, youth, and low-income households, frequently face discrimination in accessing housing. This exacerbates social inequalities and hinders community cohesion.

5. Environmental Sustainability: With increasing climate change impacts, there is a pressing need for sustainable housing solutions that minimize environmental degradation and enhance resilience to natural disasters.

Strategic Approach

1. Integrated Housing Policies: UEMOA member states should develop comprehensive housing policies that align with regional goals. These policies must promote inclusivity, ensure equitable access to housing, and facilitate the development of affordable housing projects.

2. Financial Innovations: Encouraging the development of innovative financing mechanisms, such as microfinance, public-private partnerships, and housing cooperatives, can enhance access to housing finance. Additionally, establishing a regional housing fund could support low-income housing initiatives.

3. Capacity Building and Training: Enhancing the skills of local authorities, architects, and builders through training programs can improve the quality of housing. Knowledge-sharing initiatives among member states can also foster best practices in housing development.

4. Community Engagement: Involving communities in the planning and implementation of housing projects ensures that developments meet local needs. Participatory approaches can empower residents, leading to more sustainable and accepted housing solutions.

5. Sustainable Development Practice: Integrating sustainable construction methods and materials into housing projects can mitigate environmental impacts. Promoting energy-efficient designs and green spaces within urban areas will contribute to healthier living conditions.

The community vision for housing in the UEMOA area must address the multifaceted challenges of urbanization, finance, policy, social inequality, and sustainability. By adopting a strategic approach that encompasses integrated policies, innovative financing, capacity building, community engagement, and sustainable practices, UEMOA can pave the way for a more equitable and resilient housing landscape. This vision not only seeks to improve living conditions but also strengthens the socio-economic fabric of the region, fostering inclusive growth for all its inhabitants.

The initiative for developing an anti-corruption strategy comes from the High Authority for State Control and the Fight against Corruption (ASCE-LC) and the Independent National Electoral Commission (CENI). Both entities are supported by the United Nations Development Programme (UNDP).

ALG has been mandated to provide its expertise in the process of developing the strategy. The firm’s mission is to conduct an in-depth study on electoral corruption in Burkina Faso, with an emphasis on understanding the root causes, manifestations and consequences of this phenomenon. The mission also involves developing a comprehensive strategy to combat electoral corruption, while engaging in a participatory approach with the main stakeholders involved in the electoral process. The firm will have to propose a monitoring and evaluation system to ensure the effective implementation of the recommended actions and develop a budget for carrying out these activities over a period of five years.

The study aims to achieve the following objectives:

• Conduct a diagnosis: Identify, analyze and comprehensively document the different facets of electoral corruption, highlighting its underlying causes, concrete manifestations and consequences on the integrity of the electoral process
• Develop an Action Plan: Formulate a comprehensive strategy and specific actions to effectively combat electoral corruption. This strategy should include preventive, corrective and dissuasive measures, while being adapted to the Burkinabe context.
• Propose a monitoring and evaluation system: Establish a robust monitoring and evaluation system to measure the implementation of the recommended actions, assess their effectiveness and make adjustments if necessary. This system will ensure transparency and accountability in the fight against electoral corruption.
• Develop a Multi-Year Budget: Develop a detailed budget covering a three-year period (a three-year action plan from 2024 to 2026) in order to guarantee the necessary funding to effectively implement the strategy to combat electoral corruption. This budget must be realistic and kept up to date throughout the execution period.

• Project: Evaluation of the Support Program for the Implementation of the Response Plan for Educational Continuity in Burkina Faso
• Country: Burkina Faso
• Client: Agence Française de Développement (AFD)
• Period: October 2022-March 2023

Description of the intervention:

ALG was recruited by AFD to conduct the final evaluation of the Response Plan Support Program to (i) report on the activities financed with regard to the criteria of relevance, effectiveness, efficiency, sustainability, gender equality and equity; (ii) highlight what this health crisis has revealed about the functioning of the education system; and (iii) contribute to learning lessons from the management of this situation by the education community, by striving to show the progressive progression of the stages between observations (raw data), findings (developed indicators, ratios), judgments made and lessons/recommendations.

The objective of the service is to conduct the final evaluation of the Support Program for the Response Plan for Educational Continuity in Burkina, which will be carried out at the end of the eighteen months of implementation and will make it possible to report on the activities financed with regard to the criteria of relevance, effectiveness and efficiency.

Beyond the program financed by the GPE, the evaluation will focus on highlighting what this health crisis has revealed about the functioning of the education system to help learn lessons from the management of this situation by the education community. The service provider will strive throughout its work to clearly show and explain the progressive progression of the stages between observations (raw data), findings (developed indicators, ratios), judgments made and lessons/recommendations.

Project: ICT for Health in Africa

Client: Islamic Development Bank (IsDB)

Duration: November 2022 – March 2023

Status: Project completed

Scope: 12 sample African member countries across the continent

Project Summary: 

The Islamic Development Bank (IsDB) commissioned and successfully executed a comprehensive assignment to transform healthcare delivery across Africa through the strategic integration of Information and Communication Technologies (ICT). This initiative culminated in the development of a patient-centric eHealth program, successfully harnessing digital connectivity to enhance health outcomes continent-wide.

The project established a sustainable eHealth framework, which is now operational and ensures fair access to high-quality health services for all citizens in IsDB’s African member countries.

Key Achievements

The project successfully addressed its three specific, critical objectives:

1. Improved Access to Quality Health Services: The study’s recommendations were implemented, and ICT-enabled platforms are now operational. These platforms have successfully removed historical barriers, seamlessly connecting patients with healthcare providers for timely consultations, diagnostics, and treatment across the continent.
2. Mitigated Hospital Overcrowding: The project successfully implemented innovative solutions, including widespread adoption of telemedicine and mobile health applications. This has significantly alleviated the excessive demand on physical hospitals and medical centers, leading to more efficient and effective facility operations across the member countries.
3. Optimized Healthcare Personnel Allocation: The deployment of digital health solutions has successfully addressed the maldistribution of medical staff. The optimized deployment model ensures that underserved regions now receive the critical attention and care they require through remote and digitally-supported services.

Outcomes and Future Investment

To achieve these successes, the study first conducted a thorough assessment, providing a robust understanding of the existing ICT and innovation landscape within the health sectors of the 12 selected countries, including a detailed review of governance structures, current health systems, and the utilization of digital technologies.

The project emphasized a highly collaborative approach, with extensive consultations involving government bodies, development partners, the private sector, NGOs, and CSOs, ensuring the resulting program was well-informed and directly aligned with community needs.

The findings and recommendations from this study served as the vital foundation for the Bank’s transformative investments in digital health. This work has successfully laid the groundwork for a more integrated and effective healthcare environment, significantly improving health outcomes across Africa.

More about our eHeath Consulting. 

• Mission title: Development of a national inclusive education strategy in Burundi
• Country: Burundi
• Client: UNICEF
• Period of execution: November 2022-May 2023

Description of the mission:

The objective of this consultancy is to ultimately have a national strategic orientation framework for inclusive education that responds to the context, national policy and legal and administrative instruments and frameworks for education in force in Burundi.
More specifically, the firm will have to make a basic inventory and an analysis of the best options for effectively taking into account inclusion in the Education sector in Burundi, which takes into account issues of ACCESS, QUALITY as well as management and financing. This will then involve:

• Defining the outline of inclusive education to identify the profile and needs of the children concerned in the education sector;
• Describing the national and international foundations of the national inclusive education strategy;
• Analyze the issues and define the basic principles that should underpin the implementation of the strategy for the education sector;
• Analyze and demonstrate how to promote the supply, demand and quality of inclusive education;
• Propose an institutional mechanism for steering and financing inclusive education with sustainable mechanisms for monitoring, caring for and supporting children with disabilities;
• Provide practical guidance adapted to the Burundi context for strengthening and improving inclusive education in planning, implementation, monitoring, evaluation and reporting
• Make solid recommendations for effective implementation of the national inclusive education strategy in Burundi.

Outcomes of the study

This mission was carried out under the supervision of UNICEF, in partnership with other education stakeholders in Burundi. The Ministry of National Education played a major role in the process by mobilizing and engaging stakeholders at all levels. Burundi now has its national inclusive education policy, accompanied by a quantified action plan.

Read More about our Education Services.

• Mission Title: Development of the Liptako-Gourma Regional Stabilization, Recovery and Resilience Strategy
• Region/Country: Liptako-Gourma: Burkina Faso, Mali, Niger
• Client: UNDP/Liptako Gourma Authority
• Period: 2002-2003
• Status of Implementation: Completed

Mission Description:

In close collaboration with the  Liptako Gourma Authority and in consultation with Member States and all stakeholders, the firm’s mission is to:

• Develop the ALG regional stabilization strategy by prioritizing areas of intervention while taking into account the ALG intervention strategy;
  Conduct an in-depth situation analysis on stabilization issues in the Liptako-Gourma region (strategic stabilization priorities, stakeholder engagement, intervention logic, etc.);
• Review analyses of conflict causes and identify entry points for peace and stability; work in parallel with the firm that is carrying out the conflict analysis of the LG region;
  Identification/mapping of partners and their initiatives involved in the areas of implementation of the stabilization project;
• Drawing lessons from the SSR in the Lake Chad region
  Support the LGA in strategically prioritizing the roles and needs anticipated for the implementation of its Regional Stabilization Strategy;
• Make recommendations on the important role that the LGA should play in convening and coordinating all actors involved in stabilization as well as in other areas of intervention, at the local, national and regional levels, including security actors; review the assessment of the institutional capacities of the LGAs and integrate the necessary support to fill the gaps and needs identified and required to ensure the sustainable implementation of the strategy over time (immediate, short, medium and long term).
  Provide the LGA with the necessary tools through which it can ensure the convergence of all stabilization efforts
  Propose the implementation mechanisms of the Strategy;
• Make relevant recommendations for the governance structures of the stabilization mechanism, particularly at the regional and local levels, while taking advantage of the Liptako-Gourma Governors Forum to ensure close collaboration and effective exchange of information for enhanced coordination for peace and security.
• The strategy should be flexible to allow for an extension of the scope of political and cooperation partnerships to other regional organizations such as the G5S, ECOWAS, has the effect of intensifying collaboration with emerging security and development policy and coordination frameworks in the region (the Sahel Coalition, the WB, IFPA, etc.); and ensure that the critical role of the Sahel Coalition/P3S is taken into account for the coordination of key partners and donors
• As part of the strategy, propose effective frameworks for civil-military cooperation/coordination; The strategy should establish a mechanism for complementarity of actions, coordination and cooperation with other actors, regional and international security forces, and other donors and development partners;
• Make a proposal for a robust monitoring and evaluation mechanism;
• Formulate recommendations on robust mechanisms to be put in place for capacity building of national, regional and local authorities to respond to conflicts, promote social cohesion, reduce the growing security threat, intra and inter-community tensions for power and resources (search for land and water by pastoralists under old transhumance models due to climate change, modern land management practices, creation of local committees for the strengthening of existing legislation on natural resource management, border restrictions and traditional conflict resolution practices).

• Mission title: Design of the strategy for setting up a fund to mitigate the negative socio-economic impacts of the Covid-19 pandemic in the project intervention regions
• Country: Mali
• Client: GIZ
• Period: 2022
• Status of implementation: project completed

About the Assignment 

Mandate carried out by ALG: The general objective is to have a strategy for operationalizing the Fund for Mitigating the Socio-Economic Impacts of Covid-19 in the project intervention area for the benefit of women and young people.

The fund to be set up has the following specific objectives:

• Mitigate the socio-economic impact of the pandemic on women and young people.
• Support initiatives promoting employment for women and young people in the context of the pandemic.
• Strengthen the social and economic participation of women and young people in local development actions.
• Promote dialogue between the populations of the intervention area with the municipal/regional authorities.

Outcomes of the project

ALG implemented this project by deploying its team in the 3 regions covered by the GIZ project. Consultations were conducted with youth and women organizations benefiting from the interventions. Project implementation documents were designed and submitted. The GIZ team expressed its satisfaction with the quality of the expertise provided by the firm.

Project: Scoping study and Strategic Plan (2022-2027) for Heifer’s Interventions in the Sahelian Africa Countries

Client: HEIFER International

Region: Sahel (Mali, Burkina Faso, Northern Nigeria, Senegal, Mauritania, and Northern Cameroon)

The ALG Approach:

The consultancy, implemented by ALG employed a comprehensive and consultative approach to deliver a five-year strategic and operational plan for Heifer International in the Sahel. The methodology was structured around the following key phases:

1. Situational and Contextual Analysis: The initial phase focused on a deep dive into the current landscape of development in the Sahel. This involved:
   • Situational Analysis: Reviewing and assessing ongoing development programs and interventions relevant to Heifer’s mandate across the region.
   • Comprehensive Data Collection and Analysis: Gathering and analyzing specific information across critical sectors, including the Multiple uses of water, Livestock, Agriculture, and Governance. This involved mapping production players, systems, supply, limiting factors, costs, and value addition across all links of the value chain, from production to end market.
2. Stakeholder and Market Mapping: A rigorous process was undertaken to understand the ecosystem in which Heifer would operate.
   • Exhaustive Stakeholders’ Mapping and Analysis: Identifying and analyzing key actors aligned with Heifer’s mission, including private sector entities, bilateral/multilateral agencies. This phase focused on understanding their activities, challenges, and lessons learned.
   • Value Chain Opportunity Assessment: Collecting and analyzing relevant market information, exploring potential market channels, and conducting a SWOT analysis (Strengths, Weaknesses, Opportunities, and Threats) for key value chains. This critical step specifically targeted production and marketing systems to identify opportunities for efficiency and growth.
3. Strategic Framework Development (Consultative Process): Leveraging the insights from the analysis, a participatory approach was used to define Heifer’s future direction.
   • Focus Area Identification: Through a consultative process and application of appropriate analytical tools, the team identified focus areas, thrust areas of intervention, long-term goals, strategic objectives, and key result areas for Heifer International.
   • Strategy and Implementation Plan Formulation: The consultant proposed a detailed strategy highlighting the strategic axes, strategic lines of action, and the implementation plan required to achieve the defined objectives and results.
4. Monitoring, Evaluation, and Resource Mobilization: To ensure the plan’s viability and success, the final phase addressed accountability and sustainability.
   • M&E Framework Development: Proposing comprehensive monitoring and evaluating strategies, including the development of a Theory of Change, a detailed Result Framework, and Key Performance Indicators (KPIs).
   • Resources Framework: Developing a robust budget, identifying potential sources of funding, and articulating a well-defined strategy for partnership and resource mobilization for the plan period.
5. Validation and Finalization: The draft plan was subjected to a rigorous validation process, including stakeholder meeting(s) and inception workshop(s) in the Sahel, before being finalized and submitted to Heifer International.

Key Insights for Heifer International:

The study was specifically designed to provide Heifer with the actionable intelligence required to make informed decisions about resource allocation in a complex region.

• Geographical Prioritization: The analysis covering Mali, Burkina Faso, Northern Nigeria, Senegal, Mauritania, and Northern Cameroon was intended to generate clear outcomes and recommendations enabling Heifer to strategically decide on which of these countries to focus resources.
• Market-Led Interventions: The in-depth value chain analysis and SWOT assessment provided insight into high-potential market channels which, if fully exploited, could significantly contribute to production and market efficiency. The subsequent proposal for improvement strategies, factoring in costs, added value, and investment needs, offered a roadmap for sustainable economic growth.
• Ecosystem Leverage: The exhaustive stakeholder mapping provided insight into potential partners and collaborators (private sector, bilaterals, multilaterals), allowing Heifer to strategically position its interventions to leverage existing programs and avoid duplication, while also learning from the key challenges and lessons of other actors in the region.

The movement of goods is the heartbeat of a growing economy. In Togo, the demand for reliable, efficient consolidation and transport—known as “groupage”—between the port city of Lomé, the interior, and the wider West African region is critical.

We’ve just completed a foundational feasibility study, sponsored by The World Bank, to design a robust, scalable groupage logistics system for the country. This isn’t just about moving boxes; it’s about building the technical and operational backbone for a new era of trade.

Here is a look inside the blueprint for this ambitious project.

Part 1: The Bricks and Mortar (Technical & Logistics Architecture)

A world-class logistics system starts with the physical infrastructure and the equipment that makes the work possible.

1. The Fleet: Equipment That Goes the Distance

Our focus here is on optimization and reliability. We are specifying two primary vehicle types to meet diverse needs:

• Light Commercial Vehicles (LCVs): Essential for nimble, efficient intra-city collection and last-mile distribution within Lomé and other urban areas.
• Medium-Duty Trucks (MDTs): The workhorses for inter-city and sub-regional routes, selected based on fuel efficiency, capacity, and compatibility with West African road conditions.

Beyond vehicles, the material handling process at consolidation centers must be streamlined with equipment like pallet jacks, hand trucks, and both fixed and portable roller conveyors to ensure safety and speed.

2. The Hubs: Strategic Site Selection

The location of consolidation centers is a strategic decision. We’ve established clear criteria for site selection: accessibility to major transport arteries, high security, and significant scalability.

• Primary Hubs (e.g., Lomé): Large-scale facilities designed for maximum throughput, capable of cross-docking and complex sorting.
• Secondary Distribution Centers: Smaller nodes in key interior cities to ensure efficient onward distribution.

The internal design of these sites follows a strict logical flow to prevent bottlenecks: Inbound Receiving → Inspection/Weighing → Sorting/Staging → Outbound Loading → Dispatch.

3. The Paper Trail: Standardization and SOPs

Efficient operations require clear documentation. We are developing standardized documents to manage liability, customs clearance, and tracking across the network:

• Groupage Bill of Lading (GBL)
• Cargo Manifests and Waybills
• Proof-of-Delivery (POD) receipts

These documents are tied to Standard Operating Procedures (SOPs) that govern every step, from generation to reconciliation, ensuring accountability at every node.

Part 2: The Future is Digital (IS Integration)

Physical movement must be matched by digital transparency. The study mandates a critical assessment of how information technology can turbocharge efficiency.

The Digitalization Question

Before selecting a system, we are evaluating the digital context on the ground, particularly the smartphone penetration rate among target retailers and sub-regional traders. This helps us determine the optimal level of digitalization: Do we aim for a fully paperless system? How central will real-time tracking be?

The Information System (IS) Strategy

The core of our digital plan involves two options for the Logistics and Warehouse Management System (WMS):

1. Off-the-Shelf IS: Surveying and evaluating existing market solutions that are proven to handle complex groupage operations in a West African environment, requiring features like multi-currency support and decentralized network management.
2. Custom IS Development: Should existing solutions fall short, we have defined the functional requirements for a bespoke system. This tailor-made solution must integrate automated booking, provide real-time geo-location tracking for all shipments, support digital Proof-of-Delivery, and seamlessly integrate with financial systems.

By merging strategic physical infrastructure with cutting-edge digital tools, Togo is poised to create a logistics system that is not only robust and efficient but also ready to drive cross-border trade and economic growth.