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Towards an inclusive national social protection system and accelerating decent job opportunities for Syrians and vulnerable Jordanians

eval_number:

2366624

eval_url:

https://webapps.ilo.org/ievaldiscovery/eval/2366624

lessons_learned:

themes:

theme:

Programme implementation

category:

Organizational issues

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comments:

PROGRAMME MANAGERS, ILO, UNICEF, OFFICES

challenges:

• Structural Misfit: Emergency funding mechanisms are not well-suited for achieving long-term development goals, leading to tension between short-term responsiveness and systemic reform needs. • Lack of Tailored Management: Implementing agencies (UNICEF, ILO) did not deploy dedicated or adapted management approaches; instead, they treated MADAD as an extension of routine programming, which limited responsiveness and contextual adaptation. • Design Misalignment: Project design did not initially reflect the realities of the target population, particularly regarding the economic constraints of vulnerable groups.

success:

• Donor Flexibility: The emergency instrument enabled quick mobilisation of funds and rapid program deployment in response to the Syrian crisis. • Learning and Adaptation: The project adapted mid-course, shifting from ineffective vocational training to on-the-job training, improving outcomes for beneficiaries. • Policy Influence: Despite its management flaws, the project contributed to key policy reforms (e.g., updated national social protection strategy, institutionalisation of implementation support units).

context:

In response to the Syrian crisis, the European Union established the EU MADAD Trust Fund to mobilise resources for supporting Syrian refugees and host communities in neighbouring countries. This funding instrument provided substantial support to UN implementing partners such as UNICEF and the ILO, enabling them to launch targeted interventions. However, rather than developing a tailored management approach suited to the unique scope and complexity of this MADAD-funded initiative, both UN agencies largely integrated it into their existing programming and internal procedures. As a result, the project was treated as an extension of their routine operations rather than as a distinct, context-sensitive intervention requiring dedicated oversight and adaptive coordination.

description:

Specific type of implementation for an emergency fund mechanism The EU MADAD project highlighted that implementing long-term development goals through an emergency funding mechanism demands a fundamentally different management approach. Weak inter-agency coordination, limited contextual adaptation in project design, and high staff turnover severely disrupted continuity and effectiveness. The key lesson learned is that in a fragile and rapidly evolving context, management cannot rely on standard internal procedures alone; instead, it must be adaptive, collaborative, and responsive to shifting political, institutional, and operational realities to maintain relevance and impact on the ground.

administrative_issues:

-

url:

https://webapps.ilo.org/ievaldiscovery/lessons/2366763

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location:

country:

Jordan

region:

Arab States

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eval_title:

Towards an inclusive national social protection system and accelerating decent job opportunities for Syrians and vulnerable Jordanians