Mid-Term Evaluation of the Support to Employment, Employability and Insertion Project

Report Cover Image
Evaluation Plan:
2018-2022, Cape Verde
Evaluation Type:
Mid Term Project
Planned End Date:
10/2019
Completion Date:
10/2020
Status:
Completed
Management Response:
Yes
Evaluation Budget(US $):
20,000

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Title Mid-Term Evaluation of the Support to Employment, Employability and Insertion Project
Atlas Project Number: 103745
Evaluation Plan: 2018-2022, Cape Verde
Evaluation Type: Mid Term Project
Status: Completed
Completion Date: 10/2020
Planned End Date: 10/2019
Management Response: Yes
Focus Area:
  • 1. Others
Corporate Outcome and Output (UNDP Strategic Plan 2018-2021)
  • 1. Output 1.1.2 Marginalised groups, particularly the poor, women, people with disabilities and displaced are empowered to gain universal access to basic services and financial and non-financial assets to build productive capacities and benefit from sustainable livelihoods and jobs
SDG Goal
  • Goal 1. End poverty in all its forms everywhere
SDG Target
  • 1.4 By 2030, ensure that all men and women, in particular the poor and the vulnerable, have equal rights to economic resources, as well as access to basic services, ownership and control over land and other forms of property, inheritance, natural resources, appropriate new technology and financial services, including microfinance
Evaluation Budget(US $): 20,000
Source of Funding:
Evaluation Expenditure(US $): 13,050
Joint Programme: Yes
Joint Evaluation: Yes
  • Joint with UN Agencies
  • Joint with ILO
Evaluation Team members:
Name Title Nationality
Patricia Carvalho International Consultant
GEF Evaluation: No
Key Stakeholders: MINISTRY OF FOREIGN AFFAIRS AND COMMUNITIES; MINISTRY OF FINANCE AND PUBLIC ADMINISTRATION
Countries: CAPE VERDE
Lessons
Findings
Recommendations
1

RE1. Explore links of complementarity and coherence with other existing programs in the sector

2

RE3. Reinforce synergies and articulation between antennas, MFIs and various funding actors

3

RE6. Consolidating the programme's interventions with domestic counterparties

4

RO1. Create a simple program monitoring system

5

RO2. Resizing the program's human resources

6

RO3. Define the exit strategy for the programme

1. Recommendation:

RE1. Explore links of complementarity and coherence with other existing programs in the sector

Management Response: [Added: 2020/11/17]

Agree. A way to optimize resources and create sinergies.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
More concerted dialogue between the programme team and the Luxembourg Embassy
[Added: 2020/11/17] [Last Updated: 2022/01/18]
Project Team and Programme Manager 2020/12 Completed Consultation and follow-up meetings were held with the Embassy Secretary to explore the issues of complementarity and coherence. History
2. Recommendation:

RE3. Reinforce synergies and articulation between antennas, MFIs and various funding actors

Management Response: [Added: 2020/11/17]

Agree. Important to direct young people for adequate financing alternatives

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Reinforce directives to Antennas to invite / involve institutions linked to youth project funding in sessions organized by Antennas
[Added: 2020/11/17]
Project Team and Programme Manager 2020/10 Completed email sent on Oct 20th
Promote another meeting between Antennas, MFIs, ProEmpresa and FPEF with a view to the appropriation of existing products in the ecosystem for their dissemination to beneficiaries
[Added: 2020/11/17] [Last Updated: 2022/01/18]
Project Team and Programme Manager 2020/12 Completed The meeting was held. History
3. Recommendation:

RE6. Consolidating the programme's interventions with domestic counterparties

Management Response: [Added: 2020/11/17]

Agree. Ensure that it exists adequate response capacity to interventions provided for in the program, through the training of entities integrating the antennas in order to ensure the customization and adjustment of activities to the context and the private sector, as well as to ensure a greater support to young people. 

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Work meetings, extended meetings and capacity building
[Added: 2020/11/17] [Last Updated: 2022/01/18]
Project Team 2020/12 Completed The key action was completed. History
4. Recommendation:

RO1. Create a simple program monitoring system

Management Response: [Added: 2020/11/17]

Agree. The system exists, but lacks of staff resources to use it in an efficient manner

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Reinforcement of Antennas' capacity to report data
[Added: 2020/11/17] [Last Updated: 2022/01/18]
Project Team 2020/12 Completed National antennas meetings and coordination cell missions were held to strengthen antennas capabilities. History
5. Recommendation:

RO2. Resizing the program's human resources

Management Response: [Added: 2020/11/17]

Agree. For future projects

Key Actions:

Key Action Responsible DueDate Status Comments Documents
In the future, better estimate the challenges and personnel needed for the normal implementation of activities
[Added: 2020/11/17] [Last Updated: 2022/01/18]
Programme Manager 2021/12 Completed . History
In the long term, ensure that the animators have greater availability, if possible exclusivity, to carry out their duties, ensuring closer contact and follow-up with young people
[Added: 2020/11/17] [Last Updated: 2022/01/18]
Project Team and Programme Manager 2021/12 Completed Actions have been considered for ensuring better follow-up. History
6. Recommendation:

RO3. Define the exit strategy for the programme

Management Response: [Added: 2020/11/17]

Agree. Ensuring sustainability 

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Promote a meeting of the Technical Committee in order to reflect on the exit strategy and draw up a minimum plan
[Added: 2020/11/17] [Last Updated: 2022/01/18]
National Programme Coordinator 2020/12 Completed This matter will be discussed at the last meeting of the project's monitoring committee. History

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