Youth-IN (Youth and Governance Development in the Caribbean)

Report Cover Image
Evaluation Plan:
2012-2016, Barbados
Evaluation Type:
Mid Term Project
Planned End Date:
03/2014
Completion Date:
03/2014
Status:
Completed
Management Response:
Yes
Evaluation Budget(US $):
32,273

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Title Youth-IN (Youth and Governance Development in the Caribbean)
Atlas Project Number: 00064116
Evaluation Plan: 2012-2016, Barbados
Evaluation Type: Mid Term Project
Status: Completed
Completion Date: 03/2014
Planned End Date: 03/2014
Management Response: Yes
Focus Area:
  • 1. Others
Corporate Outcome and Output (UNDP Strategic Plan 2014-2017)
  • 1. Output 1.1. National and sub-national systems and institutions enabled to achieve structural transformation of productive capacities that are sustainable and employment - and livelihoods- intensive
Evaluation Budget(US $): 32,273
Source of Funding: project Budget
Joint Programme: No
Joint Evaluation: Yes
  • Joint with Government of Italy
Evaluation Team members:
Name Title Email Nationality
Christian Privat Mr cprivat8@gmail.com
GEF Evaluation: No
Key Stakeholders: CARICOM, OECS UN System Agencies
Countries: BARBADOS
Comments: Waiting for stakeholders' comments on the draft report
Lessons
Findings
Recommendations
1 When the objective is working with young people, special attention should be given to directly involving them as partners in the initiative, and not only as beneficiaries. This includes creating opportunities for them to be involved in decision-making exercises, planning and logistical concerns, as project leaders.In order to address the challenges faced by youth, it is recommended to significantly enhance the leadership skills of young people, and help them become agents of change, for themselves but also for the wider society. Targeting a wider range of young people (such as artists, musicians, photographers, farmers, etc.), instead of the highly educated groups of young people that a lot of programmes usually target, made the project less rigid and more creative than other youth programmes implemented in the past and should be maintained in future projects. A future project should include more rural and marginalized youth who are not academically inclined, and who would have to be specially targeted, through specific means and in some cases different activities. Issues related to gender should continue to be included and mainstreamed in messages and activities, including women's empowerment and rights, early pregnancies, domestic violence, sexual violence, and reproductive and sexual health, all of which affect young people, whether females or males. Because women tend to participate more than men in this kind of project, there is a challenge was to improve men?s participation. There is an increasing marginalized male population in the region, and there is a need to work on gender issues in a very comprehensive way.
2 Adults, especially those in decision-making instances, both in the public and private sector, are called to change the way they see, interact, consider and do business with young people, in view of contributing to their empowerment, and to the society and economy overall.
3 In order for the Youth Think Tank to continue to offer another dynamic and a new way of expression with respect to the Youth Ambassadors of the Commonwealth, CARICOM, and Governments, it should become stronger in its outreach, and be more involved in spreading messages and developing media products. It should also reach the political level beyond the activities undertaken, and deepen its understanding and strategies so that young people can have their voice heard, and affect change, through and in governance structures. For future projects and for public institutions at regional and national level, there is a need to have a systematic organization of policy demands and rights claims by young people, that they could address to duty bearers (ministries, national institutions, private sector, civil society, etc.), in an organized way, to strategically reach upstream policy-making. This will allow young people to raise their concerns and provide solutions, at a higher level of governance, both at national and regional level. If it continues to exist, the Youth Think Tank should play a key role both in receiving these demands and claims, and in transmitting them upstream.
4 Such a project should lead to measurable achievements at the outcome level in a greater inclusion of youth in process of governance and economic life. With the large youth population in the Caribbean, like many other parts of the world, Caribbean Governments have sought to implement initiatives that focus on providing youth with skills required to become self-employed. More attention is needed to strengthen the participation of young people in the region, including in governance processes at both national and regional levels. The project should identify areas where sustainability is possible with engaged young people at regional level. Stakeholders should encourage the participation of young people in regional and global meetings on development and youth issues, and ensure that their participation is meaningful, and represent a wider group of young people. Getting them involved in the regional governance mechanisms is essential. Bringing them to the mainstream at the intergovernmental level, and bridging the gap between adults and young people, would allow them to have their views better taken into account, and to be empowered for an enhanced participation in society and the economy.
5 It is recommended to establish and strengthen the real commitments from partners in Governments in the different countries of the project. The partners will share responsibility for consolidating the support systems on the ground for young people to seek guidance, mentoring and financing. The engagement of Ministries and the application of their expertise in the priority sectors is also a primary goal of this kind of project, specifically the Ministries of Youth, Education, Science and Technology, Environment, Creative Industries, and Tourism. National partners are encouraged to have a real ownership of such projects, to be proactive, and to contribute concrete resources, so that they can leverage their own efforts. At the same time, Governments are encouraged to show a great willingness to get out of their comfort zone, and letting this kind of project be innovative and forward looking. In the next six months, it would be useful to organize meetings between young people who participated in the project activities and Ministries and national institutions, in order to create an opportunity for young people to liaise with government agencies and to contribute to shaping the design and implementation of current and future youth policies and strategies, based on their concrete experience in Youth-IN.
6 Stakeholders should continue to provide training workshops such as the Mini Business Labs and Business Labs to strengthen capacity building skills and knowledge about entrepreneurship. The Caribbean Innovation Challenge has the potential to become a sustained entrepreneur competition and business start-up accelerator for young people in the region, and to establish partnerships that will ensure an "ecosystem" for youth entrepreneurship. It will be important to maintain the CIC's approach that incorporated 'before' and 'after' stages, focusing on training and mentoring as preparation for the competition, and providing follow-up services that included access to finance, networking activities, internships and promotion opportunities,among others. In that respect, young people should be continuously mentored and given advice to, and mentors should continue to follow-up with young people, at least until the end of the project, and if possible afterwards. Stakeholders should explore the scope for the creation of linkages between the YABT and the Creativity for Employment and Business Opportunity (CEBO), given the complementarity between the two approaches. The Business Labs methodology appears to be an appropriate mechanism for the training of facilitators in significant numbers on common principles of business in order to achieve the community-based roll-out of CEBO on a national level. A better positioned CEBO will accomplish the YABT complementary objective of engaging marginalized youth in a creative 'boot camp' opportunity to access fundamental skills for employment and business. Finally, access to information about microcredit and funding is critical to assist the already qualified young people who have technical skills to develop their business ideas into real businesses, which have the potential to stimulate entrepreneurship and employment.
7 It is recommended to the governments that the bureaucratic requirements should be simplified for young entrepreneurs for whom there are many other obstacles in addition to their lack of experience. The costs of the company patent registration process should be reduced, and opportunities should be expanded for businesses created by youth, so as to promote leaders with innovative ideas, and avoid discouraging creativity and entrepreneurship. There is a need to establish a strong programme in each country to support the development of young people through entrepreneurship, including in the creative industries, and support them overcome unemployment, poverty and other social challenges. In a context of high youth unemployment, where growth of both the Private Sector and the Public Sector is limited, there is a need to strengthen entrepreneurship and financing of small businesses. It is therefore important to ensure that youth entrepreneurship becomes a priority in the region and for Governments. Similarly, it has not been a priority for young people and funding is only one of the factors. Beyond this, it will be important for any entrepreneurship programme and for the new entrepreneurs to show concrete results, create an impact, and hopefully create employment. Support and follow-up should also include the fulfillment of these objectives.
8 The focus of the engagement with the private sector should be at the country level. While there are significant resources that can be attracted and applied from national and international sources, without local support, these are likely to have limited effectiveness in the long-run. Other potential collaborators are regional and chambers of commerce, international businesses, volunteer associations, international civic groups and foundations, and Caribbean philanthropic organizations.
9 Because Caribbean people are very visual, and respond positively to visual media, and in a context in which outside of local competitions, there are few avenues for youth to express themselves in a creative way without the constraints of competition and judging panels, the concept and methodology of Youth Talk Through Arts should be explored and used further in such projects. There is a great need for a gateway for young artists and creative minds to express themselves on issues using new approaches, and offering messages which may not be as easily expressed in words. Similarly, this can also be instrumental to provide young people some encouragement to get more actively involved in society.
10 It is recommended to pursue initiatives that promote knowledge exchange and international collaboration on the topics of film production and broadcasting to strengthen youth skills, capability, planning, and networking, in culture and media. Such work should also help young people to develop entrepreneurship skills and access microcredit in the cultural area. From that point of view, project partners should continue to support together the creation of cooperatives, with young people who have been trained by the project, where they would be partners and co-owners. This could create businesses that could provide training for other young people in skills like writing, filming, producing, and news gathering, as well as media products to traditional and social media.
11 The Internet Portal and Facebook group should be maintained and the use of social media should be continued, given their popularity among young people today. This can help young people and stakeholders to exchange experiences and knowledge, promote business opportunities, online dialogue and discussions between members, and increase their networking possibilities. This will continue to generate a continuous stream of communication products, show youth talent and positive contributions of young people to development. It should be decided well in advance who will ensure the continuity and sustainability of the Portal -- a regional entity, CARICOM, OECS or through collaboration between the two. The Portal should also be promoted a lot more, as one way to promote sustainability. Whoever takes the responsibility of the portal has to be able to really sustain and promote it, and this is a big challenge.
12 In order to ensure proper communication (both through social media and traditional media) human resources are necessary, to support youth education, young people?s participation and empowerment, and public awareness. In addition, stakeholders should approach the media together and in a more strategic way, to secure the space that youth deserves in airways, television, and newspapers. The new regional network that was launched with the support of the project, the Caribbean Broadcasting Union, should be an important tool for the future for disseminating future activities and report on results. They could ask the 14 Youth Think Thank members to show case their experiences, which would secure them 14 television/media programs on youth issues. Young people who participated in Youth-IN activities could create products, short films and stories for the media, to highlight and share their experiences to highlight the positive contribution of youth to society. For future projects, other forms of Public Relations should be explored more systematically, such as advertising and other forms of marketing to disseminate information and messages.
13 The upcoming six months should focus on solidifying, optimizing and consolidating results, and building on existing achievements. It is recommended to minimize new interventions at this stage but rather ensure the close out of the project, and an increased ownership by all stakeholders. The project should avoid embarking on new activities but rather consolidate what has been done so far. The importance of communicating the results will be made easier, as there is a better sense of what has been achieved. This calls for more engagement, at the end of the project, from all parties involved, and for being very clear on what the expectations were, and what has been achieved. Having more meetings, more reviews, scenarios about the activities left, discussions on the budget left and on what should be prioritized, will be critical. A documentary could be produced on the Youth-IN project overall. An itinerant series of activities could be developed to bring the project results to a wider audience in the different countries, using the documentary, the films produced, a flash mob, an itinerary exhibit and a road show for public squares in the main towns on a weekly or monthly basis. These activities would allow young people to continue showing their skills and abilities, while conveying key messages about youth issues. The website could also be doing a lot to promote the activities and the results of the project.
14 More innovative strategies need to be devised in the region to encourage young people into volunteering in future projects and beyond. It is an important issue that needs to be pinpointed and receive attention. The UNV programme should be actively involved, and bring its international experience to contribute to efforts aiming at empowering young people, and helping them become agents of change.
15 Because according to some interlocutors the project was a bit loose, and it was hard to pinpoint what it was attempting to do overall, it may be better to focus a future project on a single issue such as employment, governance, entrepreneurship, which would make it easier to appreciate the results, and make a similar project more effective. At the same time, in UNDP, the areas of Governance and Poverty will be brought together with the new Strategic Plan, and this may have some implications in the kind of projects that the organization may prioritize. Another aspect, according to a few interviewees, is that the project attempted to cover too many countries, and this may require further thinking given the difficulties to manage projects in a multitude of countries with different priorities and to operate activities at a distance.
16 UN agencies should continue to explore the possibility of increasingly working together on youth issues, and the potential of a joint programme or joint programming in this area. In doing so, UN agencies will have to take into consideration the challenges to implement a structured joint programme in many countries at the same time, because priorities and Governments change all the time. Nevertheless, in the spirit of the current UNDAF, efforts should be made to find ways to increase collaboration, in an area and for an age group of growing interest, which definitively requires cross-sectoral and interagency interventions. Youth development crosses across all agencies, and a strategic intervention would have to be developed jointly from the very beginning.
17 The Steering Committee of such a project should not meet only twice a year in-person, which is insufficient to ensure a regular exchange of information about such a project, and manage it in an inclusive and strategic way. It should use virtual means through teleconferences at least two more times during the year, to decrease the need for more in-person meetings and travel costs
18 Such a project would require, in addition to informative and descriptive Quarterly and Annual Progress Reports, an analysis of the activities which dwell into results, and make a specific reference to the indicators, baselines and targets. Furthermore, the results matrix should be monitored closely to ensure that the M&E system is used for strategic planning and management of the project, in order to take corrective action if needed. Progress reports and the regularly updated results matrix should be circulated to all key partners of the project, on a regular basis.
19 A renewed and enhanced communication and dialogue with all actors, including the Ministries, the implementing partners, the private sector, and the Italian Cooperation should also take place in the upcoming six months, to avoid reaching the end of the end project with different expectations. This would be important to consolidate the engagement with partners, and to strengthen partnerships.
20 Because of the significant potential in the relation between the Caribbean and Italy -- with lots of similar challenges such as youth unemployment and areas of common interest, such as arts, design, smart food, young people in agriculture, agro-tourism, healthy living, non-communicable diseases -- the relationship with the Italian Cooperation should be cultivated and the funding of a second phase of the project should be encouraged
21 Finally, the funding of such a project or Government programmes after the initial Italian financial support should be ensured to a great degree by Governments. These Governments, with UNDP support if needed, may want to explore the costs of different options, so that the budget implications can be determined for the upcoming budget cycles.
1. Recommendation: When the objective is working with young people, special attention should be given to directly involving them as partners in the initiative, and not only as beneficiaries. This includes creating opportunities for them to be involved in decision-making exercises, planning and logistical concerns, as project leaders.In order to address the challenges faced by youth, it is recommended to significantly enhance the leadership skills of young people, and help them become agents of change, for themselves but also for the wider society. Targeting a wider range of young people (such as artists, musicians, photographers, farmers, etc.), instead of the highly educated groups of young people that a lot of programmes usually target, made the project less rigid and more creative than other youth programmes implemented in the past and should be maintained in future projects. A future project should include more rural and marginalized youth who are not academically inclined, and who would have to be specially targeted, through specific means and in some cases different activities. Issues related to gender should continue to be included and mainstreamed in messages and activities, including women's empowerment and rights, early pregnancies, domestic violence, sexual violence, and reproductive and sexual health, all of which affect young people, whether females or males. Because women tend to participate more than men in this kind of project, there is a challenge was to improve men?s participation. There is an increasing marginalized male population in the region, and there is a need to work on gender issues in a very comprehensive way.
Management Response: [Added: 2014/08/20] [Last Updated: 2014/08/20]

Programme development processes which include youth as beneficiaries and partners, in order to have an understanding of the problems affecting them and defining project solutions. Reinforcing the importance of targeting the most marginalized youth with key implementing partners to ensure that the most vulnerable youth benefit from programmes and projects

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Programme development processes which include youth as beneficiaries and partners, in order to have an understanding of the problems affecting them and defining project solutions
[Added: 2014/08/20] [Last Updated: 2018/11/19]
Human Development and inclusive government 2014/08 Completed Recommendations will also be shared with wider Programme Team as a lesson learnt History
Reinforcing the importance of targeting the most marginalized youth with key implementing partners to ensure that the most vulnerable youth benefit from programmes and projects
[Added: 2014/08/20] [Last Updated: 2018/11/26]
Human Development and inclusive governance 2014/08 Completed All projects developed during the period and in the future include analysis of the most vulnerable populations in the intervention area; all projects undertake SESP analysis at design to ensure vulnerable populations are not adversely affected and QA processes are completed during design and implementation to ensure the prioritisation of support for vulnerable groups History
2. Recommendation: Adults, especially those in decision-making instances, both in the public and private sector, are called to change the way they see, interact, consider and do business with young people, in view of contributing to their empowerment, and to the society and economy overall.
Management Response: [Added: 2014/08/20] [Last Updated: 2014/08/20]

On-going advocacy amongst adult population about the importance of including youth in dialogue around youth issues, and meaningfully engaging them youth development issues.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
On-going advocacy amongst adult population about the importance of including youth in dialogue around youth issues, and meaningfully engaging them youth development issues.
[Added: 2014/08/20] [Last Updated: 2018/11/26]
Human Development and inclusive governance 2014/08 Completed Dialogue has continued and is represented in the UNDP support for the development of the Youth Strategy 2014-2017 which focuses on building platforms to support dialogue between policy-makers and youth. History
3. Recommendation: In order for the Youth Think Tank to continue to offer another dynamic and a new way of expression with respect to the Youth Ambassadors of the Commonwealth, CARICOM, and Governments, it should become stronger in its outreach, and be more involved in spreading messages and developing media products. It should also reach the political level beyond the activities undertaken, and deepen its understanding and strategies so that young people can have their voice heard, and affect change, through and in governance structures. For future projects and for public institutions at regional and national level, there is a need to have a systematic organization of policy demands and rights claims by young people, that they could address to duty bearers (ministries, national institutions, private sector, civil society, etc.), in an organized way, to strategically reach upstream policy-making. This will allow young people to raise their concerns and provide solutions, at a higher level of governance, both at national and regional level. If it continues to exist, the Youth Think Tank should play a key role both in receiving these demands and claims, and in transmitting them upstream.
Management Response: [Added: 2014/08/20]

The Caribbean Youth Think Tank has included strengthen its communication and increasing visibility in its 2014 workplan, as a way of raising its profile. They have designed a logo and working on other communication tools

Key Actions:

Key Action Responsible DueDate Status Comments Documents
The Caribbean Youth Think Tank has included strengthen its communication and increasing visibility in its 2014 workplan, as a way of raising its profile. They have designed a logo and working on other communication tools
[Added: 2014/08/20] [Last Updated: 2015/11/12]
Caribbean Youth Think Tank 2014/12 Completed In-progress
CYTT to develop and finalise an institutionalization plan
[Added: 2014/08/20] [Last Updated: 2015/11/12]
Caribbean Youth Think Tank 2014/09 Completed In progress
4. Recommendation: Such a project should lead to measurable achievements at the outcome level in a greater inclusion of youth in process of governance and economic life. With the large youth population in the Caribbean, like many other parts of the world, Caribbean Governments have sought to implement initiatives that focus on providing youth with skills required to become self-employed. More attention is needed to strengthen the participation of young people in the region, including in governance processes at both national and regional levels. The project should identify areas where sustainability is possible with engaged young people at regional level. Stakeholders should encourage the participation of young people in regional and global meetings on development and youth issues, and ensure that their participation is meaningful, and represent a wider group of young people. Getting them involved in the regional governance mechanisms is essential. Bringing them to the mainstream at the intergovernmental level, and bridging the gap between adults and young people, would allow them to have their views better taken into account, and to be empowered for an enhanced participation in society and the economy.
Management Response: [Added: 2014/08/20]

Greater emphasis is already being applied to the development of measurable impact of UNDP projects and its accompanying indicators. Ongoing advocacy on the issues of youth engagement and participation.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Greater emphasis is already being applied to the development of measurable impact of UNDP projects and its accompanying indicators.
[Added: 2014/08/20] [Last Updated: 2018/11/26]
Programme Team 2014/08 Completed A new RBM M&E framework for tracking results and impacts and has been developed and rolled out in select portfolios. History
Ongoing advocacy on the issues of youth engagement and participation
[Added: 2014/08/20] [Last Updated: 2018/11/26]
Human Development and Governance CARICOM Secretariat 2014/08 Completed The UNDP Youth Strategy 2014-2017 focuses on continued advocacy for youth issues and identifies ways to strengthen youth engagement at the local and national levels. History
5. Recommendation: It is recommended to establish and strengthen the real commitments from partners in Governments in the different countries of the project. The partners will share responsibility for consolidating the support systems on the ground for young people to seek guidance, mentoring and financing. The engagement of Ministries and the application of their expertise in the priority sectors is also a primary goal of this kind of project, specifically the Ministries of Youth, Education, Science and Technology, Environment, Creative Industries, and Tourism. National partners are encouraged to have a real ownership of such projects, to be proactive, and to contribute concrete resources, so that they can leverage their own efforts. At the same time, Governments are encouraged to show a great willingness to get out of their comfort zone, and letting this kind of project be innovative and forward looking. In the next six months, it would be useful to organize meetings between young people who participated in the project activities and Ministries and national institutions, in order to create an opportunity for young people to liaise with government agencies and to contribute to shaping the design and implementation of current and future youth policies and strategies, based on their concrete experience in Youth-IN.
Management Response: [Added: 2014/08/20]

A meeting with Directors of Youth will be convened to discuss the status of youth policy in Barbados and the Eastern Caribbean and how the 2014 to 2017 Youth Strategy and UNDP Strategic Plan guides UNDPs work in youth development, as well as identify opportunities for further collaboration

Key Actions:

Key Action Responsible DueDate Status Comments Documents
A meeting with Directors of Youth will be convened to discuss the status of youth policy in Barbados and the Eastern Caribbean and how the 2014 to 2017 Youth Strategy and UNDP Strategic Plan guides UNDPs work in youth development, as well as identify opportunities for further collaboration
[Added: 2014/08/20] [Last Updated: 2015/11/12]
Human Development and Governance 2014/12 Completed In progress
6. Recommendation: Stakeholders should continue to provide training workshops such as the Mini Business Labs and Business Labs to strengthen capacity building skills and knowledge about entrepreneurship. The Caribbean Innovation Challenge has the potential to become a sustained entrepreneur competition and business start-up accelerator for young people in the region, and to establish partnerships that will ensure an "ecosystem" for youth entrepreneurship. It will be important to maintain the CIC's approach that incorporated 'before' and 'after' stages, focusing on training and mentoring as preparation for the competition, and providing follow-up services that included access to finance, networking activities, internships and promotion opportunities,among others. In that respect, young people should be continuously mentored and given advice to, and mentors should continue to follow-up with young people, at least until the end of the project, and if possible afterwards. Stakeholders should explore the scope for the creation of linkages between the YABT and the Creativity for Employment and Business Opportunity (CEBO), given the complementarity between the two approaches. The Business Labs methodology appears to be an appropriate mechanism for the training of facilitators in significant numbers on common principles of business in order to achieve the community-based roll-out of CEBO on a national level. A better positioned CEBO will accomplish the YABT complementary objective of engaging marginalized youth in a creative 'boot camp' opportunity to access fundamental skills for employment and business. Finally, access to information about microcredit and funding is critical to assist the already qualified young people who have technical skills to develop their business ideas into real businesses, which have the potential to stimulate entrepreneurship and employment.
Management Response: [Added: 2014/08/20] [Last Updated: 2014/08/20]

Business Lab workshops convened in Antigua and Barbuda and Barbados. Discussions with YABT around the sustainability of CIC and subsequent editions. CEBO Evaluation to identify opportunities for merging the Business Labs and CEBO.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Business Lab workshops convened in Antigua and Barbuda and Barbados
[Added: 2014/08/20]
Human Development and Governance 2014/06 Completed
Discussions with YABT around the sustainability of CIC and subsequent editions
[Added: 2014/08/20]
Human Development and Governance 2014/06 Completed YABT teams are planning to launch a second edition in August 2014
CEBO Evaluation to identify opportunities for merging the Business Labs and CEBO.
[Added: 2014/08/20]
UNDP CARICOM 2014/03 Completed The recommendation solution has been incorporated into proposed Youth Employment project
7. Recommendation: It is recommended to the governments that the bureaucratic requirements should be simplified for young entrepreneurs for whom there are many other obstacles in addition to their lack of experience. The costs of the company patent registration process should be reduced, and opportunities should be expanded for businesses created by youth, so as to promote leaders with innovative ideas, and avoid discouraging creativity and entrepreneurship. There is a need to establish a strong programme in each country to support the development of young people through entrepreneurship, including in the creative industries, and support them overcome unemployment, poverty and other social challenges. In a context of high youth unemployment, where growth of both the Private Sector and the Public Sector is limited, there is a need to strengthen entrepreneurship and financing of small businesses. It is therefore important to ensure that youth entrepreneurship becomes a priority in the region and for Governments. Similarly, it has not been a priority for young people and funding is only one of the factors. Beyond this, it will be important for any entrepreneurship programme and for the new entrepreneurs to show concrete results, create an impact, and hopefully create employment. Support and follow-up should also include the fulfillment of these objectives.
Management Response: [Added: 2014/08/20]

Recommendations for the removal of bureaucratic government requirements are appropriate given the challenges faced by young entrepreneurs but fell outside the scope of this project. Entrepreneurship and employment opportunities have been identified as a priority area for government in Barbados and the Eastern Caribbean. Financial resource constraints hinders their ability to implement large scale initiatives with high-impact results proposed from the evaluation.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Entrepreneurship and employment opportunities have been identified as a priority area for government in Barbados and the Eastern Caribbean. Financial resource constraints hinders their ability to implement large scale initiatives with high-impact results proposed from the evaluation.
[Added: 2014/08/20] [Last Updated: 2018/11/26]
Governments of Barbados and the OECS. 2014/08 No Longer Applicable [Justification: UNDP is not responsible for this key action.]
History
8. Recommendation: The focus of the engagement with the private sector should be at the country level. While there are significant resources that can be attracted and applied from national and international sources, without local support, these are likely to have limited effectiveness in the long-run. Other potential collaborators are regional and chambers of commerce, international businesses, volunteer associations, international civic groups and foundations, and Caribbean philanthropic organizations.
Management Response: [Added: 2014/08/20]

Whilst there is recognized need for greater private sector engagement in development in the Caribbean, many of the small and medium size enterprises, their philanthropic engagement has not moved beyond a charity approach to a stewardship approach. With this said, there is an opportunity for greater advocacy and dialogue with the private sector on the need for a greater balance between government, business and society.

Key Actions:

9. Recommendation: Because Caribbean people are very visual, and respond positively to visual media, and in a context in which outside of local competitions, there are few avenues for youth to express themselves in a creative way without the constraints of competition and judging panels, the concept and methodology of Youth Talk Through Arts should be explored and used further in such projects. There is a great need for a gateway for young artists and creative minds to express themselves on issues using new approaches, and offering messages which may not be as easily expressed in words. Similarly, this can also be instrumental to provide young people some encouragement to get more actively involved in society.
Management Response: [Added: 2014/08/20]

Ensuring the sustainability of the creative arts components developed by the Youth-IN project through the upscaling and incorporation in new projects

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Ensuring the sustainability of the creative arts components developed by the Youth-IN project through the upscaling and incorporation in new projects
[Added: 2014/08/20] [Last Updated: 2018/11/26]
Human Development and Governance 2014/08 Completed This was explored as planned. Unfortunately, no resources have been mobilized that will allow upscaling of the creative arts components. Future programming will continue to explore the possibility of using the components. History
10. Recommendation: It is recommended to pursue initiatives that promote knowledge exchange and international collaboration on the topics of film production and broadcasting to strengthen youth skills, capability, planning, and networking, in culture and media. Such work should also help young people to develop entrepreneurship skills and access microcredit in the cultural area. From that point of view, project partners should continue to support together the creation of cooperatives, with young people who have been trained by the project, where they would be partners and co-owners. This could create businesses that could provide training for other young people in skills like writing, filming, producing, and news gathering, as well as media products to traditional and social media.
Management Response: [Added: 2014/08/20]

This recommendation has been incorporated into a proposed UNDP youth employment project concept.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
This recommendation has been incorporated into a proposed UNDP youth employment project concept.
[Added: 2014/08/20] [Last Updated: 2018/11/26]
Human Development and Governance 2014/08 Completed History
11. Recommendation: The Internet Portal and Facebook group should be maintained and the use of social media should be continued, given their popularity among young people today. This can help young people and stakeholders to exchange experiences and knowledge, promote business opportunities, online dialogue and discussions between members, and increase their networking possibilities. This will continue to generate a continuous stream of communication products, show youth talent and positive contributions of young people to development. It should be decided well in advance who will ensure the continuity and sustainability of the Portal -- a regional entity, CARICOM, OECS or through collaboration between the two. The Portal should also be promoted a lot more, as one way to promote sustainability. Whoever takes the responsibility of the portal has to be able to really sustain and promote it, and this is a big challenge.
Management Response: [Added: 2014/08/20]

The online platforms have continued to be utilized as a way of engaging youth. The CARICOM Secretariat and the CYTT have both expressed an interest in taking over the management of the Youth-IN portal. Further discussions are required to finalise the plan for handover.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
The online platforms have continued to be utilized as a way of engaging youth
[Added: 2014/08/20] [Last Updated: 2015/11/12]
Human Development and Governance 2014/12 Completed
The CARICOM Secretariat and the CYTT have both expressed an interest in taking over the management of the Youth-IN portal. Further discussions are required to finalise the plan for handover.
[Added: 2014/08/20] [Last Updated: 2015/11/12]
Human Development and Governance 2014/09 No Longer Applicable
12. Recommendation: In order to ensure proper communication (both through social media and traditional media) human resources are necessary, to support youth education, young people?s participation and empowerment, and public awareness. In addition, stakeholders should approach the media together and in a more strategic way, to secure the space that youth deserves in airways, television, and newspapers. The new regional network that was launched with the support of the project, the Caribbean Broadcasting Union, should be an important tool for the future for disseminating future activities and report on results. They could ask the 14 Youth Think Thank members to show case their experiences, which would secure them 14 television/media programs on youth issues. Young people who participated in Youth-IN activities could create products, short films and stories for the media, to highlight and share their experiences to highlight the positive contribution of youth to society. For future projects, other forms of Public Relations should be explored more systematically, such as advertising and other forms of marketing to disseminate information and messages.
Management Response: [Added: 2014/08/20]

Television programme being developed with CBU to showcase the talents of youth in the Caribbean. Strengthened programme communication strategies and accompanying budgets included in the design of new projects

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Television programme being developed with CBU to showcase the talents of youth in the Caribbean
[Added: 2014/08/20] [Last Updated: 2015/11/12]
UNDP CBU 2014/09 Completed
Strengthened programme communication strategies and accompanying budgets included in the design of new projects
[Added: 2014/08/20] [Last Updated: 2018/11/26]
Programme Team 2014/08 Completed Budgets for communication-related technical support and materials have been included in relevant projects; the SRO has recruited a communications specialist to support project and office-level communications History
13. Recommendation: The upcoming six months should focus on solidifying, optimizing and consolidating results, and building on existing achievements. It is recommended to minimize new interventions at this stage but rather ensure the close out of the project, and an increased ownership by all stakeholders. The project should avoid embarking on new activities but rather consolidate what has been done so far. The importance of communicating the results will be made easier, as there is a better sense of what has been achieved. This calls for more engagement, at the end of the project, from all parties involved, and for being very clear on what the expectations were, and what has been achieved. Having more meetings, more reviews, scenarios about the activities left, discussions on the budget left and on what should be prioritized, will be critical. A documentary could be produced on the Youth-IN project overall. An itinerant series of activities could be developed to bring the project results to a wider audience in the different countries, using the documentary, the films produced, a flash mob, an itinerary exhibit and a road show for public squares in the main towns on a weekly or monthly basis. These activities would allow young people to continue showing their skills and abilities, while conveying key messages about youth issues. The website could also be doing a lot to promote the activities and the results of the project.
Management Response: [Added: 2014/08/20]

Development of knowledge products to showcase project results (project report, television show and results video)

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Development of knowledge products to showcase project results (project report, television show and results video)
[Added: 2014/08/20] [Last Updated: 2015/11/12]
Human Development and Governance 2014/09 Completed
14. Recommendation: More innovative strategies need to be devised in the region to encourage young people into volunteering in future projects and beyond. It is an important issue that needs to be pinpointed and receive attention. The UNV programme should be actively involved, and bring its international experience to contribute to efforts aiming at empowering young people, and helping them become agents of change.
Management Response: [Added: 2014/08/20]

A collaboration agreement has been signed with CUSO International to promote volunteerism in the Caribbean amongst youth population. Priority areas for collaboration with CUSO International finalised and activities commence.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
A collaboration agreement has been signed with CUSO International to promote volunteerism in the Caribbean amongst youth population.
[Added: 2014/08/20]
UNDP 2014/05 Completed
Priority areas for collaboration with CUSO International finalised and activities commence
[Added: 2014/08/20] [Last Updated: 2015/11/12]
UNDP CUSO 2014/08 No Longer Applicable
15. Recommendation: Because according to some interlocutors the project was a bit loose, and it was hard to pinpoint what it was attempting to do overall, it may be better to focus a future project on a single issue such as employment, governance, entrepreneurship, which would make it easier to appreciate the results, and make a similar project more effective. At the same time, in UNDP, the areas of Governance and Poverty will be brought together with the new Strategic Plan, and this may have some implications in the kind of projects that the organization may prioritize. Another aspect, according to a few interviewees, is that the project attempted to cover too many countries, and this may require further thinking given the difficulties to manage projects in a multitude of countries with different priorities and to operate activities at a distance.
Management Response: [Added: 2014/08/20] [Last Updated: 2014/08/20]

The donor's condition was for the project to be implemented in CARICOM Member States, and this made it impossible to limit to a few countries. The project sought to respond to a number of areas identified as priorities by youth in the CARICOM commissioned Eye on the Future report, and was designed to be comprehensive. What is important is for their to be stronger targets and indicators.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
The project sought to respond to a number of areas identified as priorities by youth in the CARICOM commissioned Eye on the Future report, and was designed to be comprehensive. What is important is for their to be stronger targets and indicators.
[Added: 2014/08/20] [Last Updated: 2018/11/26]
Human Development and Governance 2014/08 Completed The M&E framework has been improved; larger, complex projects have dedicated M&E staff and an M&E analyst has been recruited for the SRO to support mainstreaming of RBM. History
16. Recommendation: UN agencies should continue to explore the possibility of increasingly working together on youth issues, and the potential of a joint programme or joint programming in this area. In doing so, UN agencies will have to take into consideration the challenges to implement a structured joint programme in many countries at the same time, because priorities and Governments change all the time. Nevertheless, in the spirit of the current UNDAF, efforts should be made to find ways to increase collaboration, in an area and for an age group of growing interest, which definitively requires cross-sectoral and interagency interventions. Youth development crosses across all agencies, and a strategic intervention would have to be developed jointly from the very beginning.
Management Response: [Added: 2014/08/20]

Initial discussions were held with UN agencies during evaluation missions around opportunities for joint collaboration. It must be noted that the UN System has not been able to implement a true joint programme to operationalize the UNDAF, which makes this recommendation difficult to operationalize. Follow-up discussion with UNIDO around opportunities for collaboration on youth and entrepreneurship opportunities

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Follow-up discussion with UNIDO around opportunities for collaboration on youth and entrepreneurship opportunities
[Added: 2014/08/20] [Last Updated: 2018/11/26]
Human Development and Governance 2016/12 No Longer Applicable [Justification: Action was to be undertaken under previous UNDAF; new framework approved with new priorities.]
History
17. Recommendation: The Steering Committee of such a project should not meet only twice a year in-person, which is insufficient to ensure a regular exchange of information about such a project, and manage it in an inclusive and strategic way. It should use virtual means through teleconferences at least two more times during the year, to decrease the need for more in-person meetings and travel costs
Management Response: [Added: 2014/08/20]

Recommendation shared with Programme Team and UNDP focal points for future projects where Steering Committees are established.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Recommendation shared with Programme Team and UNDP focal points for future projects where Steering Committees are established.
[Added: 2014/08/20] [Last Updated: 2018/11/26]
Programme Team 2014/08 Completed Steering Committee meeting frequency is determined on a per-project basis by relevant factors including implementation modality, financial risk and project duration. History
18. Recommendation: Such a project would require, in addition to informative and descriptive Quarterly and Annual Progress Reports, an analysis of the activities which dwell into results, and make a specific reference to the indicators, baselines and targets. Furthermore, the results matrix should be monitored closely to ensure that the M&E system is used for strategic planning and management of the project, in order to take corrective action if needed. Progress reports and the regularly updated results matrix should be circulated to all key partners of the project, on a regular basis.
Management Response: [Added: 2014/08/20]

Results matrix is being updated at the end of the project. For future projects, it is recommended that the results matrix is updated on an annual basis, as a way of ensuring that planned targets are met.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Results matrix is being updated at the end of the project
[Added: 2014/08/20] [Last Updated: 2018/11/26]
Human Development and Governance 2014/09 Completed M&E is done proactively using adaptive management to ensure that any changes necessary to the results matrix can be incorporated quickly. History
For future projects, it is recommended that the results matrix is updated on an annual basis, as a way of ensuring that planned targets are met
[Added: 2014/08/20] [Last Updated: 2018/11/26]
Programme Team 2014/08 Completed New monitoring framework has been developed and a monitoring tool deployed to track results and impact History
Strengthening the capacity of the UNDP office for effective Project Monitoring and Reporting through training of Programme Staff
[Added: 2014/08/20] [Last Updated: 2018/11/26]
Senior Management 2014/12 Completed M&E Training completed History
19. Recommendation: A renewed and enhanced communication and dialogue with all actors, including the Ministries, the implementing partners, the private sector, and the Italian Cooperation should also take place in the upcoming six months, to avoid reaching the end of the end project with different expectations. This would be important to consolidate the engagement with partners, and to strengthen partnerships.
Management Response: [Added: 2014/08/20]

Number of teleconferences convened with the Italian Cooperation to discuss the project achievements and existing gaps, where additional resources are required. Meeting convened with Director of Youth in CARICOM and Associate Member States to showcase project achievements, identify gaps and opportunities for future collaboration.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Number of teleconferences convened with the Italian Cooperation to discuss the project achievements and existing gaps, where additional resources are required.
[Added: 2014/08/20]
Human Development and Governance 2014/09 Completed
Meeting convened with Director of Youth in CARICOM and Associate Member States to showcase project achievements, identify gaps and opportunities for future collaboration
[Added: 2014/08/20] [Last Updated: 2015/11/12]
Human Development and Governance 2014/07 Completed
20. Recommendation: Because of the significant potential in the relation between the Caribbean and Italy -- with lots of similar challenges such as youth unemployment and areas of common interest, such as arts, design, smart food, young people in agriculture, agro-tourism, healthy living, non-communicable diseases -- the relationship with the Italian Cooperation should be cultivated and the funding of a second phase of the project should be encouraged
Management Response: [Added: 2014/08/20]

Number of teleconferences convened (January and June 2014) with the Italian Cooperation to discuss the project achievements and existing gaps, where additional resources are required.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Number of teleconferences convened (January and June 2014) with the Italian Cooperation to discuss the project achievements and existing gaps, where additional resources are required.
[Added: 2014/08/20]
Human Development and Governance 2014/06 Completed Italian Cooperation has indicated that the Caribbean will not be a priority region over the next three years. They have also indicated that Youth-IN should be seen as pilot project and that there should not be an expectation of additional resources.
21. Recommendation: Finally, the funding of such a project or Government programmes after the initial Italian financial support should be ensured to a great degree by Governments. These Governments, with UNDP support if needed, may want to explore the costs of different options, so that the budget implications can be determined for the upcoming budget cycles.
Management Response: [Added: 2014/08/20]

UNDP to develop new youth employment projects to serve as successor to Youth-IN project. Develop and implement a resource mobilization strategy to guide UNDP?s efforts going forward. Identification of funding opportunities and responding to Calls for Proposals

Key Actions:

Key Action Responsible DueDate Status Comments Documents
UNDP to develop new youth employment projects to serve as successor to Youth-IN project
[Added: 2014/08/20]
Human Development and Governance 2014/09 Completed
Develop and implement a resource mobilization strategy to guide UNDP?s efforts going forward
[Added: 2014/08/20] [Last Updated: 2015/11/12]
Programme Team & Senior Management 2014/12 Completed

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