quarterly report #2

DISCLAIMER: This report is made possible by the support of the American People through the United States Agency for International

Development (USAID). The contents of this report are the sole responsibility of Cardno Emerging Markets USA Ltd. and do not necessarily

reflect the views of USAID or the United States Government.

QUARTERLY REPORT #2:

NOVEMBER 11 2020 – FEBRUARY 10, 2021

USAID Kosovo Compete Activity

QUARTERLY REPORT #2:

NOVEMBER 11 2020 – FEBRUARY 10, 2021

USAID Kosovo Compete Activity

SUBMITTED BY:

CARDNO EMERGING MARKETS USA, LTD.

SUBMITTED TO:

USAID MISSION IN KOSOVO

CONTRACT NO.:

72016720C00001

USAID ACTIVITY OFFICE:

ECONOMIC GROWTH OFFICE

USAID COR:

FLORA ARIFI

SUBMISSION DATE:

FEBRUARY 26, 2021 DISCLAIMER The author’s views expressed in this publication do not necessarily reflect the views of the United States Agency for Interna tional Development or the United States Government.

USAID KOSOVO COMPETE ACTIVITY — QUARTERLY REPORT #01 1

TABLE OF CONTENTS

Outline of project purpose and project approach ............................................................. 3

DESCRIPTION OF SIGNIFICANT EVENTS DURING THE REPORTING PERIOD ............. 4

SECTOR ACTION PLANS ............................................................................................................................ 4

STATUS OF ACTIVITIES AND TASKS AS DEFINED IN THE WORK PLAN ........................... 6

STATUS OF OVERALL PROJECT PROGRESS PER IMPACT INDICATORS AS DEFINED

IN THE WORK PLAN AND THE MELP ............................................................................................ 7

OPPORTUNITIES FOR ADAPTATION AND CLA ......................................................................... 8

LIST OF REPORTS/DELIVERABLES COMPLETED IN THE REPORTING PERIOD .......... 10

PERFORMANCE PROBLEMS DURING THE REPORTING PERIOD .................................... 10

STATUS OF BUDGET EXPENDITURES ......................................................................................... 10

LIST OF MAJOR ACTIVITIES PLANNED FOR NEXT QUARTER INCLUDING

INDICATORS AND ASSOCIATED TARGETS ............................................................................... 10

ANY RELEVANT INFORMATION THAT HAS AFFECTED OR WILL AFFECT PROJECT

PROGRESS .............................................................................................................................................. 12

ANNEX 1: STATUS OF ACTIVITIES IN THE WORK PLAN FOR THE FIRST FOUR

MONTHS ................................................................................................................................................. 13

ANNEX 2: COMPETE WORK PLAN TIMELINE ......................................................................... 17

ANEX 3: STAFFING PLAN ................................................................................................................... 21


OUTLINE OF PROJECT PURPOSE AND PROJECT APPROACH

USAID/Kosovo Compete Activity (hereinafter “Compete” or “Activity”) is a five-year activity that began

on August 11, 2020. The purpose of Compete is to promote resilient, self-sustaining market systems, and

to facilitate the private sector’s improved competitiveness in local, regional, and global markets. The

Activity utilizes a market system approach aligned with USAID’s Private Sector Engagement Policy. The

Activity focuses on three key export-oriented sectors (Information and Communications Technologies

(ICT), Wood Processing, and Food Processing) to sustainably increase competitiveness. By working to

address constraints across the system, the Activity enables scalable and systemic change to occur,

stimulating job creation and increased private sector ability to engage in local, regional, and international

markets. The expected results of the Activity across all three sectors are: 1) market systems are

strengthened to increase sector competitiveness; and 2) market actors within those market systems are

more productive and competitive.

The critical aspects of successful implementation of a market system development (MSD) approach are a

thorough initial understanding of how the sector functions, and its underlying power structures and

incentives; a process to ensure ongoing situational awareness and adaptation to adjust to changes in the

marketplace; and the engagement—participation and collaboration—of private sector stakeholders

(particularly firms who are leaders for their respective products and services). While activities will focus

on alleviating common constraints, Compete will structure them to stimulate private sector engagement

to the largest extent possible through transparent sharing of information and ongoing communication.

USAID’s Compete Activity will facilitate activities aimed at its focus sectors, finding ways to stimulate

stakeholders (private sector engagement) to design and implement them, supported by an adaptive system

of project management (being able to tailor activities and resources to changing market dynamics and new

information). The majority of the activities will be designed as pilots, allowing the freedom to fail and learn,

and testing the potential for scale-up as successes are achieved and interest develops—resulting in broader

impact, more systemic change, and enhanced problem-solving capabilities by firms, organizations, and

Government of Kosovo (GoK) counterparts.


DESCRIPTION OF SIGNIFICANT EVENTS DURING THE REPORTING PERIOD

During the second quarter, Compete focused on tasks and activities following the initial workplan of the

activity. After the approval of the Market Systems and Constraints Analyses, the team started with internal

meetings to begin developing sector action plans by identifying areas of interventions based on pre-

identified constraints. These interventions were formulated with the market systems and development

approach. The sector action planning process was done in close cooperation and discussions with external

partners on the feasibility of key interventions. During this period our team also worked on updating

the sector assessments by collecting additional data.

On November 20, 2020, Compete participated

and supported the two-day event "Diaspora Flet"

organized by GERMIN (https://diasporaflet.org)

Compete was invited by conference organizers to

lead a panel session on the topic of “Local

Investments and Market Linkages.” The Compete

Chief of Party (COP) and Sector Leads were

present together with three businesses that have

business relationships with diaspora, to discuss the

challenges and opportunities of diaspora

investment and market linkages.

SECTOR ACTION PLANS

Compete laid the foundation for developing the Sector Action Plans by initially conducting a

comprehensive assessment of the market system of each of its focus sectors. Specifically, during the period

September – December 2020, it identified system-level constraints in the market systems of the wood

processing, ICT, and food processing sectors. The results of the analysis were captured in the Market

System Constraints Analysis (MSCA) assessment submitted in November 2020 and subsequently finalized

in December 2020.

During the identification of market system constraints in each of the three respective focus sectors, it

became evident that several constraints were common to all three industries. Of the common constraints

identified, the most pronounced are:

Limited Market Access: In all three sectors, there is insufficient reliance on sales agents as a tool to

penetrate export markets. Relatedly, export promotion capacity within companies is limited. There is also

restricted transportation access especially for wood and food processing sectors, having to rely on

regional transportation and logistics companies. In the ICT sector, there is a lack of branding and

positioning of Kosovo as an attractive ICT location.

Limited Diversified Finance: The inadequacy of financial products available to Kosovar firms is a

common constraint that affects all three market systems. The financial sector in Kosovo is oriented toward

consumer banking and real estate finance, with insufficient attention paid to the needs of producers,

https://diasporaflet.org/


processors, and service providers. The lack of contract-based financing is a particularly significant constraint,

as it forces wood and food processors and ICT firms to draw on their existing assets for the working

capital they need to meet new orders for their products and services. All actors in these markets

desperately need more responsive financial partners who have the freedom and risk tolerance to offer

more appropriate and responsive financial products.

Limited Business Sophistication: Wood processors and food processors show similar characteristics

and face similar challenges. Principally, they tend to have rudimentary business models: family-run

management with limited capacity for the challenging task of accessing and sustaining linkages with export

markets. They also tend to underinvest in digital business solutions that boost productivity, and relatively

few of them possess the international certifications required by many international trading partners. Only

a handful of companies in all three sectors have adopted sound corporate governance systems. Business

sophistication also remains a challenge for many companies it the ICT sector, especially with limited

middle-management resources.

Limited Skills Development: The dysfunctional workforce development system is a clear constraint

that inhibits the growth of all three market systems (indeed, the entire national economy). From primary

education through secondary VET and gymnasium instruction, up to 5th level schools and public and

private universities, the workforce development system operates within the confines of an outdated

system that prevents a searching private sector from finding useful employees. As a result, actors in the

core market of each of the three sectors look for creative ways to train, certify, and retain skilled staff

members. Many have started private training efforts in the last few years. Proposed interventions related to

this constraint are found under the Skills Development functional area.

Limited Supporting Business Environment: An unresponsive set of government ministries and

agencies (with a few exceptions) means that actors in all three market systems have difficulty addressing

important enabling environment issues. These include tax reimbursements, customs procedures, industry

promotion and representation abroad, accreditation of private training initiatives, and anything else that

touches on a function that should be played by government actors. A form of competitive clientelism

focused on entrenching interest groups within government appears to characterize significant portions of

state governance in Kosovo. This comes at the expense of building the kind of policy-focused, innovative,

and responsive governance a small economy like Kosovo needs.

Relatedly, a common constraint that holds back the growth of all three market systems is

the underperformance of the associations that represent the interests of these industries. To varying degrees

of severity, these associations have two prevailing characteristics:

• They represent a fraction of the overall number of firms in their industries. They have either not

persuasively argued their value proposition to a majority of would-be members, or their interest

extends only to a small group of favored businesses.

• They are largely dependent on donor funds and have yet to build the base of membership dues,

fees, and other revenue that will allow them to sustain their work in the future.

Each association faces unique challenges – for example, the ICT sector association, STIKK, struggles to

produce an accurate picture of the ICT sector each year, resulting in limited availability of information

concerning the market system that traffics in information technology.


However, the vision for all of the associations is the same. In order to foster a thriving, outward-facing,

market system that can grow and compete in global markets, associations in all three market systems will

need to dramatically improve their outreach to businesses, their commercial viability, and their capacity

to provide valuable information and market linkages.

Compete used following methodology to develop the Sector Action Plans:

Updated Sector Assessments. Compete built on prior analyses it submitted during the proposal stage

for Sector Assessments. It validated key sector and industry data with industry associations. Furthermore,

it collected updated data on exports and other statistics using the latest available information from Kosovo

Customs and other sources. Compete also interviewed select industry stakeholders in each of the sectors

to obtain insights on the impact of the COVID-19 pandemic. Notwithstanding the generally challenging

and persistent data gaps, the updated Sector Assessments (submitted as a separate deliverable) serve as

an important snapshot of the situation prior to commencement of Compete’s interventions.

Internal action planning using “results chains.” Compete’s team used the findings of the MSCA and

insights from Sector Assessments to begin drafting interventions. Compete’s technical team (comprised

of Sector Leads, Functional Area Experts, and Cross-Cutting Experts) guided by the Activity’s

management, set up internal working groups by sector to draft interventions responding to the findings

of the MSCA. Compete’s team relied on “results chains,” a tool that allowed the team to map out causal

links between proposed interventions, outputs, outcomes, and impacts. Results chains for each

intervention were developed to unpack the “theory of change” assumptions behind each intervention.

Validation with stakeholders. Following several iterations of intervention plans during December 2020

and January 2021, Compete met with stakeholders to discuss the feasibility of specific interventions.

Compete also met numerous stakeholders during the MSCA phase, where potential interventions were

also discussed. Nevertheless, there is a need for a wider set of consultations with an expanded group of

stakeholders once the Action Plans are approved by USAID (in accordance with the circumstances

surrounding the COVID-19 pandemic).

Setting performance targets. In parallel with the drafting of Sector Action Plans, Compete developed its

Activity Monitoring, Evaluation and Leaning Plan (MELP). Considering the findings of the Sector

Assessments on available sector-level statistics and data, the identified market level constraints in the

MSCA, and the proposed interventions, Compete drafted a list of key performance indicators to measure

the effects of the activity’s interventions. Further working sessions within the technical team led to the

setting of annual and end of project targets for the five-year period. The proposed targets derive from the

expected impact of Compete’s proposed interventions.

STATUS OF ACTIVITIES AND TASKS AS DEFINED IN THE WORK PLAN

The following is a short description of each planned activity, whereas details are presented in Annex 1 of

this report.

• Market System and Constraints Analysis (MSCA) - COMPLETED – In accordance with the terms

of the contract, Compete submitted the first draft of Market Systems and Constraints Analyses

on October 26, 2020. Following revisions in response to USAID feedback, the final MSCA was

accepted by USAID on December 7, 2020.


• Sector Assessment and Action Plans - COMPLETED – In accordance with the contract,

Compete submitted its Sector Assessment and Sector Action Plans on January 22, 2021.

• Monitoring, Evaluation and Learning Plan – COMPLETED – In accordance with the

contract, the first draft of MELP was finalized and submitted to USAID on January 21, 2021.

Compete is incorporating comments and suggestions received, as well as final USAID Mission PMP

indicators, to produce a revised version of the MELP. The final version of the MELP will be

submitted to USAID alongside the Year 1 Annual Work Plan.

• Operational – IN PROGRESS – The office is set up and fully operational. Most of the staff are

hired, except for: Driver/Assistant, and Grants and Subcontract Assistant. From March 1, 2021, a

new Finance Manager will join the team.

• Branding and Marking Plan – COMPLETED – Compete submitted its Branding and Marking

Plan to USAID for approval on October 5, 2020. USAID approved the Branding and Marking Plan

on October 8, 2020. A revised version of the plan was submitted this quarter to change the name

of the Activity from “Export-Led Growth” to “Compete.”

• Grants Manual and Procurement Manual – COMPLETED – In accordance with the Activity

contract, Compete submitted its Grants Manual to the USAID CO for review and approval on

November 10, 2020. USAID approved the proposed Grants Manual on January 6, 2021.

STATUS OF OVERALL PROJECT PROGRESS PER IMPACT INDICATORS AS

DEFINED IN THE WORK PLAN AND THE MELP

As can be seen in the section above, Compete met all its project objectives for this quarter.

In accordance with the contract, the first draft of MELP was finalized and submitted to the USAID on

January 21, 2021. Moreover, comments and suggestions received, as well as final USAID Mission PMP

indicators, are being considered for the revised version of the MELP, which will be submitted alongside

the Year 1 Annual Work Plan.

The Activity has two main sub-purposes aligned with USAID/Kosovo CDCS Development Objective (DO)

2 and its Intermediate Results (IRs); these sub-purposes are:

• Sub-Purpose 1: Improve private sector competitiveness by strengthening market linkages (linked

to IR 2.2.1 Market Linkages Strengthened)

• Sub-Purpose 2: Improve private sector competitiveness by increasing quality and quantity of high

demand goods and services in three sectors (linked to IR 2.2.2 Quantity and Quality of High

demand goods and services increased).

To measure and report on the achievement of the Compete Activity results statement, 14 indicators were

designed and described with the MELP. Of these indicators:

• A total of three (3) are linked with Compete Activity contract required indicators; and

• A total of eleven (11) are Compete Activity custom indicators.


In addition, the MELP defined and elaborated on data collection methods to be utilized by the Activity. A

well-designed and comprehensive MELP enables rigorous monitoring and evaluation, providing activity and

Mission management with the evidence needed to learn, refine, and introduce improvements over the

course of the Compete Activity. Tracking the key performance indicators used in measuring activity

progress is a fundamental task of the activity’s monitoring and evaluation effort. Data collection methods

are defined within the AMELP and data will be collected via 1) Activity Records; 2) Annual Survey; 3)

Monitoring Sheets; and 4) Stakeholders Feedback. Data will be validated with secondary data gathered

from Kosovo Customs, Statistical Office of Kosovo, and Central Bank of Kosovo. In addition, for every

result reported by partners/beneficiaries, a document will be required (contract, e-mail). Data will be

collected via the following methods: face-to-face, telephone, and online. During the pandemic, data is going

to be collected online either via e-mails or virtual interviews.

Apart from performance indicators and data collection methods, the Compete Activity formulated targets

that realistically capture the assumptions and limitations of the systems the activity is working in. Targets

were developed using available baseline data and information gathered and analyzed from the MSCA,

Internal Team Assumptions, and Compete Action Plan. An internal team workshop was organized and

facilitated to come up with realistic annual targets and end of project targets.

Monitoring, Evaluation, and Learning tasks are embedded within all Compete Activity technical staff roles.

Details of the MEL responsibilities within each Compete Activity position were defined and included within

the MELP.

OPPORTUNITIES FOR ADAPTATION AND CLA

The Activity is currently in its Inception phase and envisions to have opportunities for adaptation and CLA

once the Implementation phase begins, following USAID’s approval of the Action Plans and Year 1 Annual

Work Plan.

The CLA component will ultimately attempt to improve organizational practices and business processes

while boosting staff capacity for learning and adaptation. The design and selection of the activity

performance indicators is such that each indicator captures a unique set of conditions in the linkages of

the activity’s theory of change. The CLA plan intends to test critical assumptions continually with emergent

and existing data and evidence through regular review of activity data.

Cardno recognizes the utility of purposeful learning to coordinate efforts, make course corrections, and

ultimately ensure effective development implementation based on lessons learned. In doing so, the

Compete Activity has identified a number of ways through which staff will systematically and deliberately

promote learning both inside and outside of the Activity. The Learning Plan reinforces and enhances

overall efforts throughout the Compete Activity implementation cycle and foundation for performance

management. This plan outlines how the Compete Activity team will:

• Collaborate. Coordinate activities to increase synergy and reduce duplication of effort. Work

and support others where it makes sense and when needed.

• Learn. Draw on a wide range of knowledge sources and perspectives. Test our approaches and

methodologies. Share learning about what has a positive impact and what does not. Use


development methodologies and collective intelligence that catalyze learning for partners,

stakeholders, and counterparts.

• Adapt. Based on our learning/lessons learned, make iterative data driven intervention

adjustments to improve overall effectiveness.

Quarterly Reviews: While learning takes place constantly, periodic internal reviews are often the main

opportunity for market systems projects to take stock of learning and make strategic and tactical pivots

to program design. Compete will use quarterly reviews to provide a structured format for discussing the

progress of individual interventions, changes in program context, and other relevant information, then

adapt results chains accordingly. In the periods between quarterly reviews, results chains will be fixed,

with changes reserved for quarterly reflection periods. Quarterly Reviews take place during the quarterly

review meetings. The management team jointly reviews progress made towards and through interventions

at the portfolio level, examining both initial hypotheses and resources allocated. As a result of the review

meeting, the work plan document is appropriately adjusted, as needed. This will allow Compete to meet

the need to be adaptive with the need to be rigorous and accountable.

After-Action Reviews. For larger interventions, After-Action Reviews will provide additional input,

generating information based on staff observations captured during after-action review meetings held

shortly after delivery. These structured review meetings will focus on activities and impact and consider

operational and process effectiveness and efficiency. The After-Action Reviews will result in short reports

that will be included in Intervention Monitoring and also be made available to teams for future re-use.

Data Collection through Complexity Aware Monitoring: The Compete Activity will utilize a

USAID Complexity Aware Monitoring approach, specifically stakeholder feedback and outcome

harvesting, to collect data on the effectiveness and impact of networks and other aspects of the activity.

Compete will take full advantage of the annual work planning process to make necessary adjustments.

Throughout the year, learning will take place through several ways: weekly staff meetings, weekly reports

(both from the field and those submitted to USAID), quarterly reviews, field observations, annual surveys,

shareholder feedback, after action reviews, and annual planning workshops. The latter will be organized

at multiple levels. In the field, the project will organize focus group discussions and in-depth interviews

with beneficiaries, non-beneficiaries, and other stakeholders, where the project’s progress and

shortcomings will be assessed. This will then directly influence the following year’s work plan and the key

lessons learned to be highlighted in the annual progress report. Therefore, the project will continue a

participatory approach to capture perspectives and information, creating spaces for discussions,

brainstorming, and dialogue, and adapting the project’s interventions accordingly.

Learning Events: The Compete Activity will go beyond regular review and reporting of the MELP

performance data, to conduct periodic learning events annually. These will include the following:

• Collaboration, Learning and Adaptation (CLA) events: In anticipation of USAID/Kosovo’s annual

portfolio review (specifically in anticipation of the Mission’s own annual reporting) and the

activity’s annual work-plan submissions, the Compete Activity team will bring together staff, local

research firms, partners, key stakeholders, and counterparts to discuss what has been working,

what hasn’t been working, what have been the constraints to achieving results, and what have


been the catalysts to achieving results. These events will be focused on the activity data and could

be organized around critical assumptions and risks or other relevant themes.

• Other USAID/Kosovo M&E Activity reviews: The Compete Activity will work with other relevant

USAID activities to review their approaches and methodologies for M&E, including the use of

external source data and information to triangulate relevant performance data, to collaborate

leverage learning through other programming efforts.

LIST OF REPORTS/DELIVERABLES COMPLETED IN THE REPORTING PERIOD

1. Market Systems and Constraints Analyses – Approved by USAID on December 7, 2020

2. Summary of Market Systems and Constraints Analyses – submitted on January 11, 2021

3. Monitoring and Evaluation Plan – Submitted on January 21, 2021

4. Sector Assessments – Submitted on January 21, 2021

5. Sectors Action Plans – Submitted January 21, 2021

6. Weekly Updates – During this period Compete submitted 14 Weekly Updates.

PERFORMANCE PROBLEMS DURING THE REPORTING PERIOD

While there were no major problems during this reporting period, COVID-19 pandemic-related

restrictions, as expected, have remained a prominent feature, although they did not have any discernable

major impact on the overall performance of the Activity.

STATUS OF BUDGET EXPENDITURES

The status of current budget expenditures is presented below:

LIST OF MAJOR ACTIVITIES PLANNED FOR NEXT QUARTER INCLUDING

INDICATORS AND ASSOCIATED TARGETS

The Compete Year 1 Annual Work Plan will contain the full set of activities, indicators, and targets for

the next quarter and the duration of the project year. Pending approval of the work plan, major activities

for the third quarter will tentatively include the following.

MARKET ACESS

• Support expansion of diaspora-led sales channels in key regional and European export markets.

• Support partnerships to facilitate transfer of diaspora know-how to improve export links and

competitiveness.


• Assess partnership potential with Germin and G7 to support women owned businesses through

mentorship program with diaspora women (Women Connect to Grow Program).

• Identify diaspora middleman(s)/agents/influencers/other diaspora know-how through various

partners and channels (including Germin

• Support establishment of an Export Portal to provide relevant market intelligence and business

advisory services on export.

DIVERSIFIED FINANCE

• Pilot and establish the Export Financing Facility at the Kosovo Credit Guarantee Fund (KCGF).

• Support key actors to hold roundtable discussion(s) to explore potential and willingness to

diversify financial products, with emphasis on export financing.

• Facilitate the emergence of adapted leasing products.

• Facilitate diaspora investments in export-focused business activities.

• Support key actors to hold awareness-raising roundtable discussions on the importance of

investment readiness.

BUSINESS SOPHISTICATION

• Support the establishment of the Business Transparency Portal (BTP).

• Identify and select anchor/host entity to develop/further refine and host/own/operate the Business

Transparency Portal (initial proposals will be reviewed through the APS window; further RFA may

be issued in case of inadequate proposals).

• Promote business management change based on corporate governance and corporate

management principles.

• Facilitate provision of support to companies on critical certifications linked to export

competitiveness.

SKILLS DEVELOPMENT

• Facilitate and support private-led initiatives to improve availability of industry-relevant VET

training.

• Conduct a roundtable discussion with relevant stakeholders to discuss the establishment and

consolidation of VET Training Center in wood sector, its operation challenges and discuss viable

financing modalities.

• Support AWPK/wood processing companies to promote careers in wood processing among

women and youth (9th graders, VET and gymnasium student

• Agree with USAID ASSET Activity on joint activities to promote wood sector professions among

gymnasium students.

SUPPORTING BUSINESS ENVIRONMENT

• Support consolidation of commercial diplomacy functions in key Kosovo embassies in support of

export penetration.


• Provide support to the updating of the Kosovo National IT Strategy

ANY RELEVANT INFORMATION THAT HAS AFFECTED OR WILL AFFECT

PROJECT PROGRESS

Currently, the Activity is on target to complete the Inception phase in the next quarter and move into

the Activity Implementation. As mentioned earlier in the report, the COVID-19 situation in Kosovo has

been worsening over the last few weeks, which presents a risk to the Activity in the event that a significant

number of Compete staff and/or major stakeholders become ill and are unable to contribute to the

Activity Implementation.


ANNEX 1: STATUS OF ACTIVITIES IN THE WORK PLAN FOR THE FIRST FOUR MONTHS

GREEN represents activity completed on time, no issues

YELLOW represents activity is in progress, no issues or major issues anticipated

RED – Represents issues with planned activity

Task Area Activities Period Deliverables/Outputs/Expected Results Status

I. Technical Activities

1. Market System

and Constraints

Analysis

1.1 Prepare methodology and scope

of work to conduct analysis

August 2020-

September 10, 2020

• Methodology identified and agreed upon

with USAID

• COMPLETED

1.2 Select Sector Lead staff and

functional expert (combination of ST

and LT) to complete the analysis

August 2020-September

18, 2020

• All three sector leads identified and hired

• Functional experts identified and

contracted

• COMPLETED

1.3 Identify external stakeholders

needed for the analysis and

develop questionnaires for

interviews

August 2020-

September 14, 2020

• Questionnaires for interviews developed

and tailored according to sector need

• List of stakeholders for each sector

prepared

• COMPLETED

1.4 Conduct stakeholder interviews

Sector Associations

Financial Institutions

Private Sector Firms

GoK

Donor Partners

September 15-

September 25, 2020

• Conduct interviews within each sector

with key stakeholders

• Interview findings documented

• COMPLETED

1.5 Conduct workshops:

Basic mapping of food

processing, ICT, and Wood

sector completed

Related activities of GoK and

Donor projects identified

September 25-October

2, 2020

• Workshops completed and information

gathered to begin drafting of the Market

Systems and Constraints Analysis

• COMPLETED



1.6 Draft Market System and

Constraints Analysis

October 2-October 11,

2020

• Draft analysis prepared and ready for

comments from partners

• COMPLETED

1.7 Final Market System and

Constraints Analysis is prepared and

submitted to USAID

October 11, 2020 • Deliverable submitted to USAID 75 days

after contract award

• COMPLETED

2. Sector

Assessment and

Action Plans

2.1 Mobilize assessment team and

prepare assessment task and

tools/templates

October 2020 • Sector Team Leads engaged and

responsibilities reviewed. Interview

templates and report outline reviewed

as a team.

• Tools for the assessment identified

and prepared

• COMPLETED

2.2. Conduct baseline assessment

Plan meetings with

partners/stakeholders

Collect and record baseline

data, further stakeholder

interviews

In-depth analysis and mapping

of focus sub-sectors

October – November

2020

• Current baseline and upgrading

targets of each sector identified

• IN PROGRESS –

2.3 Draft Sector Assessment November 2020 • Draft sector assessment prepared

including feasibility of sustainability,

and replication of project activities

• COMPLETED – Draft Submitted on

January 21, 2021

2.4 Sector Action Plan Workshops

USAID

Key Stakeholders

Compete Staff

Subcontractors

November 2020 • Brainstorming workshops held with

USAID and key stakeholders to

identify tangible activities for each

sector.

• COMPLETED – Draft submitted on

January 21, 2021



2.5. Draft activities defined and

reviewed

November 2020 • Workshop information gathered and

collated and list of draft activities

identified

• COMPLETED

2.6 Meetings to review and finalize

recommendations

November 2020 • Second round of

workshops/discussions to refine the

identified activities

• COMPLETED

2.7 Final Sector Assessment and

Action Plans developed

45 days after the official

acceptance of the

Market Systems and

Constraints Analysis)

• Final sector assessment and action

plans submitted to USAID for approval

• IN PROGRESS – to be submitted by

February 26, 2021

3. Market Systems

Development

Training

3.1 Four workshop sessions on MSD

conducted online.

3.2 Individual and group work with

the team on drafting the Intervention

Result Chains

October – November

2020

• Training in key MSD features delivered

to the Compete Team

• 67 Result Chains drafted with the team

as an exercise of using the MSD tools

• COMPLETED

• 25 Intervention Result Chains to be

reviewed, and 12 new result chains to

be designed with the team in 2021

4. Monitoring,

Evaluation and

Learning Plan

4.1 Develop and draft MELP October-November

2020

• Key indicators identified/selected

• Cumulative targets established

• MELP submitted and approved

• COMPLETED – Submitted on January

21, 2021

4.2 Customize and Install MELP

system

October-November

2020

• Monitoring platform established and in

use

• IN PROGRESS – Revised MELP to be

submitted on February 26, 2021

II. General and Administrative Activities

1. Operational 1.1 Identify and hire immediate

technical and operational staff

needed

August- September

2020

• Immediately needed technical and

operational team onboarded

• COMPLETED

1.2 Establish Compete office August-October 2020 • Office fully operational • COMPLETED – At the end of this

reporting period, we had to close due

to a few staff testing positive for

COVID-19



1.3 Institute operational and financial

policies and procedures

August- September

2020

• Policies governing HR, Financial

Management, Procurements and

Reporting established

• COMPLETED

2. Branding and

Marking Plan

2.1 Draft Branding and Marking plan August-September 15,

2020

• Submit B&P to USAID and provide

feedback on DOC comments as

required

• COMPLETED

3. Grants Manual

and Procurement

Manual

3.1 Prepare Grants manual September-October

2020

• Grants Manual submitted and approved • COMPLETED

3.2 Prepare Operations and

Procurement manual for subcontracts

September-October

2020

• Operations Manual submitted and

approved

• COMPLETED


ANNEX 2: COMPETE WORK PLAN TIMELINE

GREEN represents activity completed on time, no issues YELLOW represents activity is in progress, no issues or major issues anticipated


Calendar Weeks

Key Activities Week

1

Week

2

Week

3

Week

4

Week

5

Week

6

Week

7

Week

8

Week

9

Week

10

Week

11

Week

12

Week

13

Week

14

Week

15

Week

16

US-Based Project Administration

Contract Signed

Hold kick off meeting with home office staff

Confirm Corporate Registration Status and Local Bank

Accounts

Hold kick off meeting with sub-contractor partners

Hold kick off meeting with USAID

Initiate contact with COR

Execute contract and POAs with COP

Recruitment

Job descriptions drafted and advertised for positions

anticipated to begin September 2020

Review applications and shortlist candidates for interview

Interview shortlisted candidates

Execute contract and POAs with DCOP


Calendar Weeks

Key Activities Week

1

Week

2

Week

3

Week

4

Week

5

Week

6

Week

7

Week

8

Week

9

Week

10

Week

11

Week

12

Week

13

Week

14

Week

15

Week

16

Finalize candidate selection for key positions beginning

in September 2020 and submit approvals to USAID

All key positions for September 2020 are selected and

approved.

Milestone: Sector Leads, Functional Experts, MEL

Manager, Strategic Communications, Gender and

Youth Manager, Minorities and Inclusion Manager,

Operations and Finance Director, and Finance

Manager identified and onboarded by end of Week 6

COMMENT: Due to a high number of applications

and interviews, the hiring process took longer than

planned. Three additional weeks were needed to

hire all staff that were listed in this task. The yellow

color represents the difference from the original

planned execution of the activity.

Office Set-Up

Compete shortlist final office options and negotiate price

and lease options

Milestone: Office space identified and leased in

Week 6

Office set up is initiated

Office equipment procured and installation initiated

Office admin, finance, operational, and HR policies

established

Office IT equipment procured and installation initiated


Calendar Weeks

Key Activities Week

1

Week

2

Week

3

Week

4

Week

5

Week

6

Week

7

Week

8

Week

9

Week

10

Week

11

Week

12

Week

13

Week

14

Week

15

Week

16

Milestone: Office space fully operational; all

equipment installed by Week 8.

Initiating Program Activities

COP notifies counterparts and stakeholders and begins

initial schedule of meetings

Focused meetings with counterparts to develop Market

Systems and Constraints Analysis

Submit scope and methodology of Market Systems and

Constraints Analysis to USAID COR

Within 30 days after Contract award, Compete will submit

an initial-four-month Work Plan to the COR. No later than

140 days after contract award, the Contractor must

submit the second Year 1 Work Plan covering the

remaining first year of the contract.

Grants and Subcontracts Manager begins draft Grants

under Contracts Manual

Workshop to finalize Market Systems and Constraints

Analysis

Submit draft Market Systems and Constraints Analysis

Begin working on sector action plans, depending on

USAID approval of the Market Systems and Constraints

Analysis report

Home office submits draft quarterly accrual report


Calendar Weeks

Key Activities Week

1

Week

2

Week

3

Week

4

Week

5

Week

6

Week

7

Week

8

Week

9

Week

10

Week

11

Week

12

Week

13

Week

14

Week

15

Week

16

Compete works on draft first quarterly report to be

submitted 15 days after end of Q1

Compete submits GUCs manual to USAID

Milestone: Market Systems and Constraints Analysis

(75 days), Y1 initial four-month Work Plan (30 days)

and Grants under Contracts Manual submitted within

the first 90 days

Compete submits in-depth Sector Analyzes

Compete submits MELP


ANEX 3: STAFFING PLAN

GREEN represents activity completed on time, no issues YELLOW represents activity is in progress, no issues or major issues anticipated


POSITION NAME ANTICIPATED RECRUITMENT DATE COMMENTS

Chief of Party Skender Rama Completed

Deputy Chief of Party Artan Loxha Completed

Wood Sector Lead Rexhep Ilazi Completed

Food Processing Lead Agim Rrysha In process of rehiring Agim Rysha resigned from the positon from January 1, 2021.

Compete has started the hiring process for replacement.

Information and Communications Technology Lead

Driton Hapciu Completed

Market Linkages Expert Dren Zatriqi Completed

Firm Management Sophistication Expert

Gazmend Ahmeti Completed

Approved, started working in December.



Workforce Development Lead

Majlinda Rizvanolli Completed

Approved, started working in December

Access to Finance Expert

Artan Xerxa Completed

Business Enabling Environment Lead

Blerim Ahmeti Completed

Market Systems Expert Nora Gola Completed

Monitoring Evaluation and Learning Plan Manager

Hana Hoxha Completed

Strategic Communications, Gender and Youth Manager

Dafina Rexha Completed



Minorities and Inclusion Manager

Vesna Golubobic Completed USAID approved in January.

Grants and Subcontracts Manager

Sebiha Mehmeti Completed

Operations and Finance Director

Brikena Pustina Completed

Finance Manager TBD Completed Replacement of Finance Manager that was hired on October 22, 2020

Grants and Finance Assistant

TBD TBD Anticipated to start after Compete starts implementation of Grants portfolio

Driver/Office Assistant TBD TBD

Project Director Andriy Shevtsov Completed

Project Manager

quarterly report #2

Documents