Final evaluation of Youth employment and empowerment in Adrar and Medea

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Evaluation Plan:
2016-2021, Algeria
Evaluation Type:
Final Project
Planned End Date:
06/2017
Completion Date:
09/2017
Status:
Completed
Management Response:
Yes
Evaluation Budget(US $):
8,000

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Download document Note Method projet emplois jeunes eval.pdf related-document English 177.20 KB Posted 681
Title Final evaluation of Youth employment and empowerment in Adrar and Medea
Atlas Project Number: 00083028
Evaluation Plan: 2016-2021, Algeria
Evaluation Type: Final Project
Status: Completed
Completion Date: 09/2017
Planned End Date: 06/2017
Management Response: Yes
Focus Area:
  • 1. Democratic Governance
  • 2. 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 $): 8,000
Source of Funding: Japan
Evaluation Expenditure(US $): 7,300
Joint Programme: Yes
Joint Evaluation: Yes
  • Joint with UN Agencies
  • Joint with ILO
Evaluation Team members:
Name Title Email Nationality
Chahrazed DAHACHE Consultant
GEF Evaluation: No
Key Stakeholders: UNDP, Government
Countries: ALGERIA
Lessons
Findings
1.

3.2 Management

3.2.1Project management cell

The management of the project was entrusted to a designated DNP by the supervisory body. The DNP was the main institution in charge of the project and had the authority to manage the project on behalf of the steering committee. In carrying out the tasks, the DNP was supported by a UNDP coordinator and an assistant from January 2015 to September 2016.

The ILO had also appointed a coordinator to monitor the activities included in outputs 2 and 3.

The Project Group is responsible for: (i)supporting the National Project Manager. (ii) preparing periodic reports. (iii) taking care of project activities; and (iv) monitoring and financially managing the project.


Tag: Project and Programme management

2.

3.2.2 Local Monitoring Committee

The local monitoring committee was set up between the local employment committee and the directorate of the Wilaya Employment’s Director (DEW). A second working group was made up of executives from the different systems (Levels N-1 or N-2); the working group was formed and involved in the whole process of supervising surveys and carrying out prospective studies on the wilayas.


Tag: Oversight

3.

3.3 Project materials

As part of the project, support material was to be provided for project management. The project coordinator was to support the DNP in the creation of these support tools.

The various reports provided in support of project management, study reports and guides as a whole exist.

The update of certain aspects laid down in Atlas has not been done. This was justified by the downsizing of the project management structure at the UNDP level (knowing that the post of the project assistant was vacant during the last 3 months of the project).


Tag: Human and Financial resources Project and Programme management

4.

4. Reminder of restrictions and progress report on project activities.

4.1Output 1: Strengthening coordination and consultation mechanism between key (governmental and non-governmental) partners responsible for monitoring and evaluating youth employment policies within the two pilot wilayas.

4.1.1Planned Activities vs. Achieved Activities.

Through this activity, the project aimed to boost the coordination mechanism at local level, which brings together local public actors involved in youth employment.

We noted that activities and sub-activities and performance indicators were confused. The activities included in the logical framework are rather sub-activities (the workshops are rather sub-activities in the context of the study for the strengthening of employment mechanisms in the wilayas).


Tag: Results-Based Management Jobs and Livelihoods Capacity Building Coordination Civil Societies and NGOs Private Sector Youth

5.

4.1.3 Achieved activities acquisitions and limits.

Achievements (advantages)

Diagnosis of the available mechanism:

  • Bottlenecks in the functioning of the wilaya committee have been identified;
  • Recommendations for strengthening the mechanism.

?Monitoring and results-based management tools were developed.?Capacity building through various training programs.

?The project mobilized, through the different workshops, besides the representatives of the executive (according to the texts of the decree), local elected representatives in the principle of promoting participatory democracy.


Tag: Monitoring and Evaluation Results-Based Management Capacity Building

6.

4.1.4 Findings/Lessons Learned

Generally, the members of the committees met only to comply with legislative provisions (quarterly meetings), and they discussed rather the functional and quantitative dimension of the employment issue. The project has the merit of having succeeded in involving the members of the "wilaya committees for the promotion of employment" through the various workshops of consultation and restitution throughout the whole process of the studies. During the implementation of the project's actions, a dynamic of consultation between the various mechanisms was put in place; this approach should allow the setup of an ownership feeling among the project’s stakeholders.

However, for the purpose of the project, it would have been more beneficial for the Committee to have associations involved for a better representation of civil society and the private/public economic sector as the main jobs providers.


Tag: Challenges Oversight

7.

The handbooks as elaborated are pedagogical and didactic tools that could allow the relevant people in the two pilot wilayas (but also from other wilayas) to enrich the different mechanisms’databases with new project technical sheets on other sectors fostering economic activity and employment in the wilayas. For this purpose, the drafting of handbooks is an excellent approach; nevertheless it is necessary to ensure their wide spread and use.

Practical and inexpensive solutions can be put in place quickly, such as publishing on line the different partners websites in addition to the various studies and handbooks developed within the framework of the project.


Tag: Operational Efficiency

8.

The networking platform between young promoters is a very good initiative, but it will be necessary to consider the possibility of extending its visibility to the economic sector (public/private) in order to widen the scope of opportunities for young promoters.


Tag: Country Support Platform

9.

4.3 Output3: Technical support is provided and the support of young promoters and managers of micro and small enterprises in their approaches to the creation and management of their company in the targeted wilayas is achieved.

This activity is integrated in the approach of the GERME training program "Better manage better your business" developed by the ILO and provided in more than 80 countries in the world, including Algeria. As a result, the ILO was in charge of the implementation of the 3 activities planned under the project.


Tag: Jobs and Livelihoods

10.
  • Activity 7:Training of public and private sector mentors in the development of market development programs and support for young entrepreneurs.
  • Activity 8: Guidance of young project promoters in the design, creation and post-creation phases until the end of the project.
  • Activity 9:Training of young entrepreneurs on the management of micro and small enterprises and in job-generating sectors for youth within the two targeted wilayas

Tag: Jobs and Livelihoods

11.

4.3.2Analysis of Outcome Indicators

Indicators Comments
Number of trained and certified facilitators (at least 40)

?100% trained facilitators

?88% certified

Number of young entrepreneurs trained in the management of micro and small enterprises (1600 young entrepreneurs)

72 % of trained young people

585young project developers were coached through the TRIE and CREE trainings.

567young micro-enterprise managers entrepreneurs were coached and equipped on business management (GERME)

Number of identified and supported young entrepreneurs (at least 40). Indicator not measured by the project
Number of trained young women entrepreneurs (30%).

indicator not measured by the project

?Consultants’ documents review (training participants review list), the rate is 35%

Number of trained disabled young people.

Non-explicit indicator: non-specified objective

Non measured indicator (no follow-up in this regard)

 


Tag: Disabilities Jobs and Livelihoods Women and gilrs Youth

12.

4.3.3 Acquisitions and limits of the achieved activities

Acquisitions(advantages)

  • Achievement of objectives: ?Training oftrainers (100%);?Trainers’ certification (88% of the outcomes), the 5 uncertified trainers have to catch up;?Youth training:585young project developers were coached through the TRIE and CREE trainings. 567 young micro-enterprise managers entrepreneurs were coached and equipped on business management (GERME
  • The good involvement of the various mechanisms that ensured the logistical arrangements of the training (mainly the CAM)
  • The training process should ensure sustainability (trainers should continue to provide training to keep their certifications).
  • ?Fulfilment of other activities that were not originally foreseen.?Master trainers capacity building ?Training of 50 young people on the modalities of submission to public contracts (UNDP)?Development of a manual on public procurement modalities (UNDP)
  • The relevance and usefulness of this training were recognized by almost all the officials who benefited from it.
  • ?The interviewed young promoters also expressed satisfaction with the training provided.

Tag: Jobs and Livelihoods Capacity Building Operational Services Technical Support

13.

The project document provided for the training of 40 trainers and 1600 young entrepreneurs in business management. It was also planned to coach 40 young people from the conception phase to the creation of their company. This activity is considered to be very relevant because it allows the sustainability and continuity of the action over time through training the trainers who subsequently ensure the training of young people in order to build capacities regarding local entrepreneurship for the development of micro, small and medium-sized enterprises in sectors that promote local materials and products. However, this objective seems very ambitious in view of the time allotted to the project.

With the delays experienced for the effective launch of the project, the start of the first activity with the launch of Master Trainers mobilization process,the selection of trainers which took place in January 2015, that is, less than 9 months before the scheduled end of the project in September 2015 (before obtaining the extension), and the implementation of the output as part of a cascade training process, the time for the actual implementation was significantly reduced:


Tag: Jobs and Livelihoods Capacity Building Youth

14.

Given the duration of the project and the budget allocated, it seems that the objective was overestimated. A more targeted objective and the provision of support to young people in post-training phases would have been more relevant.


Tag: Efficiency Human and Financial resources

15.

The activities included in this framework have not been carried out, with the exception of activity 11 on visibility which has been maintained.

The project cell had launched a call for candidates for a communication expert position in April 2015, the mobilization took place in June 2015, the mobilized expert was unsatisfactory and, in view of the delays, the steering committee decided to reorient the budget towards other activities (training officials from the ministry in charge of employment policy at the ILO center in Turin).


Tag: Communication Human and Financial resources

16.

The project ensured satisfactory visibility throughout its implementation; it would have gained in effectiveness with the setting up of a "memory" of everything that has been achieved (such as press review).

Some activities that were cancelled due to a lack of time and budget and/or due to the failure to recruit a communication expert had a negative impact on the project. The most negatively impacted activity was the one aiming at defining a sustainability strategy and project closure for the institutional partner. Indeed, since this action has not been put in place,a feeling of sudden halting of the project emerged from the field.


Tag: Effectiveness Human and Financial resources

Recommendations
1

Continue strengthening the "wilaya’s employment promotion mechanism" and reflect on the leadership structure that should ensure continuity and duplication of the project's successful experiences in other wilayas while drawing lessons from the pilot project.

2

Foster cross-sectoral synergies in the field of employment through incorporating within the wilaya’s employment promotion committee, economic and social partners. 

3

Extend the wilayas’ studies to include aspects (such as review of the demands made by job-generating sectors).

4

Support young people in post-training phases (project creation guidance); this support must be more targeted in accordance with the results of the wilayas’ prospective studies.

5

Enhance the post-creation support and undertake measures to bolster newly created micro-enterprises.

6

Achievements’ sustainability and traceability must be ensured. Since the Medea and Adrar Project is a pilot project, it is important to build up a "project memorandum" in order to facilitate a better dissemination of the results to other regions and to better analyze the risks.

7

Make all the studies, handbooks and manuals available online to reach out to as many young people as possible.

1. Recommendation:

Continue strengthening the "wilaya’s employment promotion mechanism" and reflect on the leadership structure that should ensure continuity and duplication of the project's successful experiences in other wilayas while drawing lessons from the pilot project.

Management Response: [Added: 2017/09/27] [Last Updated: 2021/01/26]

Il est à noter qu'une deuxième phase du projet est en cours de formulation sur la base d'une note conceptuelle déjà finalisée et validée qui a été élaborée à la lumière des recommandations de l'évalution finale du projet. Dans le produit 1 de ladite note conceptuelle, il est prévu de poursuivre le renforcement du mécanisme de promotion de l'emploi à travers un plan de formation. Le Management au niveau bureau continuera à assurer un plaidoyer au près du partenaire institutionnel (Le Ministère de l'Emploi, du Travail et de la Sécurité Sociale) et des bailleurs de fonds pour dupliquer et généraliser cette experience sur le territoire national.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Des formations pour les acteurs locaux dans les régions ciblées seront organisées
[Added: 2017/11/26] [Last Updated: 2019/06/17]
PNUD: Farida Kebri, Merouane Arim 2019/03 No Longer Applicable [Justification: No Longer Applicable]
No Longer Applicable History
2. Recommendation:

Foster cross-sectoral synergies in the field of employment through incorporating within the wilaya’s employment promotion committee, economic and social partners. 

Management Response: [Added: 2017/09/27] [Last Updated: 2021/01/26]

Le PNUD continuera à promouvoir la participation de ses partenaires économiques dans le processus de décision, notamment au niveau local à travers le projet CapDeL, où  l'axe du développement économique et la participation y sont pleinent inscrits.  

Key Actions:

Key Action Responsible DueDate Status Comments Documents
l'approche a été adopté au niveau communal à travers le projet capdel, dans son porduit 1.1 : Un cadre de gouvernance intégrée (multi-acteurs et multi-niveau) pour le développement économique local est introduit et testé à l'échelle locale.
[Added: 2017/11/26] [Last Updated: 2021/04/07]
PNUD: Farida Kebri 2020/11 No Longer Applicable [Justification: l'approche a été adopté au niveau communal à travers le projet capdel, dans son porduit 1.1 : Un cadre de gouvernance intégrée (multi-acteurs et multi-niveau) pour le développement économique local est introduit et testé à l'échelle locale.]
History
3. Recommendation:

Extend the wilayas’ studies to include aspects (such as review of the demands made by job-generating sectors).

Management Response: [Added: 2017/09/27] [Last Updated: 2021/01/26]

Dans le produit 2 de la note conceptuelle, soit " Etude de la situation Socio-économique des jeunes", il sera question d'analyser et de collecter les données pertinentes sur les offres et demandes du marché de l'emploi notamment des secteurs les plus dynamiques et pourvoyeurs d'emplois.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Dans le produit 2 de la note conceptuelle, soit " Etude de la situation Socio-économique des jeunes", il sera question d'analyser et de collecter les données pertinentes sur les offres et demandes du marché de l'emploi notamment des secteurs les plus dynamiques et pourvoyeurs d'emplois.
[Added: 2017/11/26] [Last Updated: 2019/06/17]
PNUD: Farida Kebri et Merouane Arim 2019/03 No Longer Applicable [Justification: No Longer Applicable]
No Longer Applicable History
4. Recommendation:

Support young people in post-training phases (project creation guidance); this support must be more targeted in accordance with the results of the wilayas’ prospective studies.

Management Response: [Added: 2017/09/27] [Last Updated: 2021/01/26]

Cette question sera abordée dans  la phase II du projet voir produit  3 de la note concepetuelle , Le PNUD appuiyera les organisations, les réseaux et les  plate formes de jeunes, qui à leurs tours auront le rôle d'accompagnateurs dans les phases post-formation notamment dans la création de projet.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Des études de cartographie et d'évaluation des besoins des organisations de jeunesse, des plateformes et des réseaux ainsi que des sessions de renforcement des capacités pour les organisations de jeunesse, les plateformes et les réseaux seront menées
[Added: 2017/11/26] [Last Updated: 2019/06/17]
PNUD: Farida Kebri et Merouane Arim 2019/03 No Longer Applicable [Justification: No Longer Applicable]
No Longer Applicable History
5. Recommendation:

Enhance the post-creation support and undertake measures to bolster newly created micro-enterprises.

Management Response: [Added: 2017/09/27] [Last Updated: 2021/01/26]

Dans  la phase II du projet voir produit  3 de la note concepetuelle , Le PNUD appuiyera les organisations, les réseaux et les  plate formes de jeunes, qui à leurs tours auront le rôle d'accompagnateurs dans les phases post-formation notamment dans la création de projet.

Key Actions:

6. Recommendation:

Achievements’ sustainability and traceability must be ensured. Since the Medea and Adrar Project is a pilot project, it is important to build up a "project memorandum" in order to facilitate a better dissemination of the results to other regions and to better analyze the risks.

Management Response: [Added: 2017/09/27] [Last Updated: 2021/01/26]

Les produits du projet sont disponibles en version numérique et papier. Les outils développés pour les jeunes entrepreuneurs sont accessibles sur internet. Une partie des documents est disponible sur le site internet de l'ANSEJ: https://www.entrepreneur.ansej.org.dz/documents/centre-de-ressources   https://www.entrepreneur.ansej.org.dz/entreprendres/entreprendre 

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Outils développés pour les jeunes entrepreuneurs
[Added: 2017/11/26]
PNUD: Merouane Arim 2017/10 Completed Une partie des documents est disponible sur le site internet de l'ANSEJ: https://www.entrepreneur.ansej.org.dz/documents/centre-de-ressources https://www.entrepreneur.ansej.org.dz/entreprendres/entreprendre
7. Recommendation:

Make all the studies, handbooks and manuals available online to reach out to as many young people as possible.

Management Response: [Added: 2017/09/27] [Last Updated: 2021/01/26]

Les produits du projet sont disponibles en version numérique et papier. Les outils développés pour les jeunes entrepreuneurs sont accessibles sur internet. Une partie des documents est disponible sur le site internet de l'ANSEJ: https://www.entrepreneur.ansej.org.dz/documents/centre-de-ressources   https://www.entrepreneur.ansej.org.dz/entreprendres/entreprendre 

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Outils développés pour les jeunes entrepreuneurs
[Added: 2017/11/26]
PNUD: Marouane Arim 2017/10 Completed Une partie des documents est disponible sur le site internet de l'ANSEJ: https://www.entrepreneur.ansej.org.dz/documents/centre-de-ressources https://www.entrepreneur.ansej.org.dz/entreprendres/entreprendre

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