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Joint Programme on Youth Employment
Commissioning Unit: Somalia
Evaluation Plan: 2018-2020
Evaluation Type: Project
Completion Date: 12/2019
Unit Responsible for providing Management Response: Somalia
Documents Related to overall Management Response:  
1. Recommendation:

Recommendation 1. The principles of joint programming should be embraced by participating agencies, and agreed upon, before program implementation commences to avoid complications and conflicts during program implementation. The program should be run following the joint programming principles for the effective coordination.

Management Response: [Added: 2019/12/30] [Last Updated: 2020/11/12]

The PUNOs did not manage to work jointly during the implementation of planned activities, as the activities implemented were not joint initiatives, except some fishery initiatives undertaken jointly by UNDP and FAO. This is relevant to all the joint programmes and will, if implemented, improve the effectiveness and efficiency of the implementation. Since the JPYES will be ending on 31st December 2019, UNDP will ensure that the recommendation is taken into consideration in other joint programmes, that are under planning stage or ongoing.  

Key Actions:

Key Action Responsible DueDate Status Comments Documents
1.1. description activities, then specifics as needed (a). The principles of joint programming should be agreed and incorporated in the design of 2nd generation employment programme by the PUNOs
[Added: 2019/12/30] [Last Updated: 2019/12/31]
JPYES Coordination 2019/12 Completed Not Applicable History
2. Recommendation:

Recommendation 2. Capacities development of key government partners should be prioritized to enable the government to perform their roles in program implementation, coordination and oversight at all levels.

Management Response: [Added: 2019/12/30] [Last Updated: 2020/11/12]

In order to coordinate the JP effectively, the government counterparts are to be supported to develop their capacities at all levels. In JPYES project document, this was not reflected clearly and no resources were allocated. However, in the 4th quarter of 2017, the PUNOs allocated 3% of the resources and then increased further, upon the PSC’s endorsement. Since the JPYES will come to an end on 31st Dec 2019, UNDP and other PUNOs will ensure that the oversight and coordination mechanism, led by the government, is part of the joint programme; and adequate resources are allocated to it.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
2.1. description activities, then specifics as needed (a). The capacity development of the coordinating authorities is to be highlighted clearly and adequate resources are to be allocated for its effective function for the 2nd generation of employment programme.
[Added: 2019/12/30] [Last Updated: 2019/12/31]
JPYES Coordination 2019/12 Completed Not Applicable History
3. Recommendation:

Recommendation 3.The capacities of the concerned technical ministries should be developed, so that they will be able to contribute to provide their technical support to the programming effectively – this should be integral part of the planned activities and adequate resources are to be allocated.

Management Response: [Added: 2019/12/30] [Last Updated: 2020/11/12]

Considering the Somali context where the capacities of the ministries are limited, this recommendation is relevant. In JPYES, UNDP and other PUNOs implemented its most of the planned activities through NGOs and private sector, where the line technical ministries provided their oversight role which was considerably minimal. Capacity development of technical ministries is critical for the sustainability of the interventions. Since the JPYES will come to an end on 31st December 2019, UNDP and other PUNOs will ensure that this recommendation is taken into consideration in other programmes and projects. 

Key Actions:

Key Action Responsible DueDate Status Comments Documents
3.1 description activities, then specifics as needed (a). Integrate capacity development of relevant technical ministries in the planned activities of the 2nd generation employment programme/project.
[Added: 2019/12/30] [Last Updated: 2019/12/31]
JPYES Coordination 2019/12 Completed Not Applicable History
4. Recommendation:

Recommendation 4. Capacity development of relevant government departments in legal labour frameworks and statistics should be continued in the next phase as it enables government to address employment issues at a national and macro-level – and to involve other relevant sectors, e.g. the private sector, to participate.

Management Response: [Added: 2019/12/30] [Last Updated: 2020/11/12]

Although some activities were implemented at the last phase of JPYES implementation, institutionalization and capacity development of government institutions was not emphasized. The design of 2nd generation of employment programme has already taken into consideration of this.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
4.1 description activities, then specifics as needed (a). Incorporate the institutional capacity development in labour market information management in the 2nd generation employment programme design
[Added: 2019/12/30] [Last Updated: 2019/12/31]
JPYES Coordination 2019/12 Completed Not Applicable History
5. Recommendation:

Recommendation 5. The joint programme should have an effective Programme Management Unit (PMU), with allocation of adequate resources, that will have both programme management and coordination functions, following the RMB principles.

Management Response: [Added: 2019/12/30] [Last Updated: 2020/11/12]

In JPYES implementation period, although the JPYES project document says PMU to set up, it did not materialize and ended up with a Programme Coordination Unit, run by a Coordinator, supported by a UNDP Project Team, with very limited or no responsibility of overall programme management. There was also vacancy of the Coordinator position for a longer period. As a result, it did not coordinate or provide overall management support to the JP effectively and efficiently.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
5.1 description activities, then specifics as needed (a). Develop the agreed upon TOR on PMU and include in the 2nd generation of employment programme proposal, with adequate resources
[Added: 2019/12/30] [Last Updated: 2019/12/31]
JPYES Coordination 2019/12 Completed Not applicable History
6. Recommendation:

Recommendation 6. It will maximize the benefits of the investments, when the supports to skills and enterprise development, such as needs analysis, building training facilities, establishing TVET legal frameworks and certification, providing tailored trainings considering the needs of both employees and employers, job placement, apprenticeship programs, enterprise development, legal frameworks for labour and employment, are interlinked in an integrated way.

Management Response: [Added: 2019/12/30] [Last Updated: 2020/11/12]

This recommendation is relevant and a good practice, identified from the UNDP-supported YES interventions in fishery and solar sectors. The relevant interventions that lead to employment creation should be designed and implemented in an integrated way to ensure the creation of decent and productive employment opportunities for the young people. This needs to be taken into consideration in the 2nd generation employment programme.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
6.1 description activities, then specifics as needed (a). Design the relevant interventions of employment creation in an integrated way in the 2nd generation employment programme proposal
[Added: 2019/12/31]
JPYES Coordination 2019/12 Completed Not Applicable
7. Recommendation:

Recommendation 7. Women and men participation ratio in programme should be 50:50 (not 30:70) as per the corporate standard; and women must be given equal opportunities in economic participation.

Management Response: [Added: 2019/12/30] [Last Updated: 2020/11/12]

Although UNDP’s participation of women and men ratio was 54:46, the women participation was considerably low in some PUNOs. This is why, the overall women participation rate in JPYES stands at 40%, although the JPYES project document says that at least 30% women is to participate in the JPYES. JPYES team has taken action to consider this recommendation in the design of the 2nd generation employment programme.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
7.1 description activities, then specifics as needed (a). Include women and men participation ratio: 50:50 in the design of the 2nd generation employment programme.
[Added: 2019/12/31]
JPYES Coordination 2019/12 Completed Not Applicable
8. Recommendation:

Recommendation 8. The value chain development should follow the value chain principles in a strategic way and focus on productive sectors that have high employment generation potential as well as the markets. The value chain programs should not only be limited to micro-enterprises, but to involve medium enterprises as well.

Management Response: [Added: 2019/12/30] [Last Updated: 2020/11/12]

This is correct. Although JPYES, as per the project document, was expected to undertake value chain development following the relevant principles, but it could not comply much. PUNOs undertook their planned activities, especially skills development activities in different sectors, without following the standard value chain development steps – such as analysis of the sectors, identification of specific product/s, identification and prioritization of problems, design and implement the strategy and action plan, track the progress on addressing the selected problems. There were some positive steps taken by UNDP and FAO in fish value chain development during the JPYES implementation. In the 2nd generation employment programme, this needs to be considered.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
8.1 description activities, then specifics as needed (a). Include value chain initiatives, following the standard principles, in high potential employment generation sector/s.
[Added: 2019/12/31]
JPYES Coordination 2019/12 Completed Not Applicable
9. Recommendation:

Recommendation 9. Any deviation from the original Theory of Change of the joint programme should be agreed by all partners and documented; and the project document is to be amended accordingly and timely.

Management Response: [Added: 2019/12/30] [Last Updated: 2020/11/12]

This recommendation is noted and applied during the programme implementation.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
9.1 description activities, then specifics as needed (a). Amend to the project document, if there is any changes to the original project document.
[Added: 2019/12/31]
JPYES Coordination 2019/12 Completed Not Applicable
10. Recommendation:

Recommendation 10. The JPYES Program Document did not specify the roles and responsibilities of different ministries. This created opportunities of inter-ministerial misunderstandings over leadership and responsibilities, as well as ownership of the program. It is therefore recommended that in the next phase the roles of the different line ministries be clarified and agreed upon.

Management Response: [Added: 2019/12/30] [Last Updated: 2020/11/12]

At the initial stage of the programme implementation, there were misunderstandings of the relevant ministries occurred over the roles and responsibilities in the JPYES programme, and these were resolved through the consultation process. It will be ensured that the 2nd generation employment programme includes the relevant ministries at all levels as well as their roles and responsibilities, agreed by them.

 

Key Actions:

Key Action Responsible DueDate Status Comments Documents
10.1 description activities, then specifics as needed (a). Identify the relevant ministries to be involved in the programme at all levels, based on the planned interventions and mention the roles and responsibilities of the identified ministries clearly in the 2nd generation employment programme proposal
[Added: 2019/12/30] [Last Updated: 2019/12/31]
JPYES Coordination 2019/12 Completed Not Applicable History
11. Recommendation:

EXTRAXT SECTION FROM THE REPORT - 'RECOMMENDATIONS AND LEASON LEARNED' PG. 49-55.

CHAPTER 9: RECOMMENDATIONS AND LESSONS LEARNT

From the analysis in Chapter 8, the following are the good practices of the JPYES Program:

9.1 STRATEGIC

9.1.1 STRATEGY AND DESIGN OF THE PROGRAM

The JPYES strategy was aligned and relevant to the Somalia context and to NDP 8. This is a strength of the JPYES Program. There is no question about the relevance and strategic alignment of the program to the national context.

9.1.2 GENDER MAINSTREAMING The evaluation team observed that gender was very well mainstreamed in the JPYES Program. This is a good practice of the program, and it is recommended that the next phase of the program should build on this pillar. However, ILO and UNIDO will need to improve the gender mainstreaming component of their programming in the next phase, by deliberately and consciously including trainings that are relevant to women. Women should be given equal access to both training and employment opportunities between men and women. Donors are particularly interested to see this happening.

9.1.3 YOUTH BENEFICIARY TARGETING The JPYES targeted youth beneficiaries very well. This is a good practice it is recommended that this should be continued in the next phase of the program.

9.2 NATIONAL OWNERSHIP The government ownership is clearly demonstrated by MOLSA’s full participation and support of the program, at all levels. Stakeholder participation and support is evident by their participation in the program. The local municipalities in all the regions visited by the evaluation team demonstrated their readiness and willingness to maintain and sustain the JPYES Program assets. This is a good practice of the program and it is recommended that it should be continued and enhanced in the next phase. It is further recommended that the mayors of municipalities be involved and included in both the National and the Regional Steering Committee meetings so that they are well informed about the details of program implementation and where they fit in and where their role is required. The youth beneficiaries own this program and support it fully as indicated in the impact assessment. The youth communities support the program and they own the program.  

Management Response: [Added: 2020/11/09] [Last Updated: 2021/11/08]

Recommendation accepted

Key Actions:

Key Action Responsible DueDate Status Comments Documents
These recommendations will be taken forward in the development of future programmes on youth economic empowerment
[Added: 2021/09/02]
JPYES Coordination 2021/09 Completed
12. Recommendation:

9.3 RELEVANCE

The relevance of a programme is linked to its design and strategy. In this respect, the JPYES was relevant to the national strategies and needs of the country. However, the government observations were that some components of the intervention did not fully address the root causes of youth unemployment. This could be a symptom of the absence of pre-implementation participatory needs analysis, and market assessments done with the youth and the government. Both the youth and the government should be able to define their needs. The government should be able to highlight the needs of the employers. The private and public sectors and international organisations should be involved in the labour market analysis as employers. Training courses should be designed based on the needs of these employers – thereby addressing the identified and agreed upon root causes of youth unemployment. Job creation cannot happen in isolation; it is a national problem and should involve all the key stakeholders in the different sectors. 

It is, therefore, recommended that the next phase should do an employment sector-wide needs analysis that involves and includes all possible employers. The employers should highlight the skills they need, and they should commit to employing some of the graduates from the training programmes. Training interventions designed and implemented after such inclusive needs’ analyses enable programme designers to better tailor-make their programmes to the needs of the beneficiaries. Such an approach results in demand-driven interventions and avoids the prescriptive and supply-driven intervention strategies. Such an approach would address the root causes of unemployment in the country.

Management Response: [Added: 2020/11/09] [Last Updated: 2021/11/08]

recommendation accepted

Key Actions:

Key Action Responsible DueDate Status Comments Documents
These recommendations will be taken forward in the development of future programmes on youth economic empowerment.
[Added: 2021/09/02]
JPYES Coordination 2021/09 Completed These recommendations will be taken forward in the development of future programmes on youth economic empowerment. History
13. Recommendation:

9.4 ADDRESSING INEFFICIENCY

9.4. CAPACITY BUILDING OF GOVERNMENT

The JPYES Program Document did not specify the roles and responsibilities of different ministries in an employment program. This created opportunities of inter-ministerial misunderstandings over leadership and responsibilities, as well as ownership of the program. It is therefore recommended that in the next phase the roles of the different line ministries be clarified and agreed upon and documented upfront.

It is recommended that in the next phase of the program, capacity building of the government should be prioritized, and this should be done consistently and diligently. This enables the government to play its role in implementation both effectively and efficiently, thereby reducing the management and coordination burden on the UN management team. The government is the key partner in oversight, coordination and implementation, and the program management should technically empower the government so that it does its role effectively. The absence of government capacity placed a huge management and coordination burden on the UN management team. This could have contributed to the inefficiencies and delays mentioned by all involved in the implementation processes and structures. Such a situation should be avoided at all cost in the next phase. Capacity development of government should be set as a measurable target and output that will be evaluated and monitored throughout the program life cycle. 

Petrus van de Pol, JPLG Program Manager, shared the following; capacity building of government is important, and this has been an evolving process which started with training government in very simple things and putting basic systems in place like HR hiring systems and financial administration systems. Basic courses were designed for all states. Training is localized in order to meet the specific local needs of government staff. JPLG developed these basic courses for government staff piloted them and validated them. These courses were different for each state because their needs and levels were different. The program designed courses that are not foreign to government staff; but courses they could relate with and which were relevant to their needs for the effective program implementation. 

Capacity building for government is to start small and allow the training and capacity building process to evolve until it reaches the level of formalization when the situation allows and suits the local institutions. For example, in Somaliland the financial management systems are now in place, therefore JPLG can give a budget allocation to Somaliland and assign a consultant to help them manage their own funds. In SWS systems are not yet in place, therefore there is need to hand hold them until they are ready to manage their own funds and manage their own budgets. During capacity building stages trust building is essential by letting the government trainees try to do things by themselves but the program, should handhold and assist them. Coaching and mentoring should be done by giving them a chance to use the systems that the program is developing with them and for them.

9.4.2 LABOUR POLICY AND LEGAL FRAMEWORK DEVELOPMENT INTERVENTION The labour policy and legal framework development and the national labour survey update should be continued in the next phase. Capacity development of government personnel involved with these functions should continue. This development enables the government to be involved and engaged with the private sector and to influence the direction of employment creation at a national level. 

9.4.3 ESTABLISH A ROBUST PMU The analysis identified that the lack of a robust PMU led to management, coordination, financial administration, and monitoring gaps and problems. These managerial gaps and problems affected the JPYES Program’s performance negatively leading to failure to achieve the stipulated outcomes and targets. The recommendation is that in the next phase, the program should establish a strong PMU that can manage, monitor, coordinate, and administer all the complexities of a joint program of this nature. The PMU must be well resourced with professional experts. The PMU should have the following personnel: a Programme Manager, a Deputy Manager, an M&E Specialist, and a Finance and Administration Officer. The recommendation is that the full costs of such a PMU should be assessed and budgeted for adequately in the next phase. A lesson learned is that a strong PMU should be able to performance manage the PUNOs. Performance targets should be set for each PUNO and should be constantly monitored during the program implementation phases. The PUNO targets should be clear and directly linked to funds allocated and disbursed to it. The PUNOs must be accountable to the PMU financially and performance wise. 

9.4.4 ESTABLISH A JOINT PROGRAM DATA CAPTURING AND MONITORING SYSTEM The analysis identified that lack of a joint data capturing, and monitoring system resulted in missing data and vital program information from the beginning of the program, which affected the evaluation of the program. The recommendation is that the next phase should have a functional data capturing and monitoring system from the beginning of the program. This can be resolved by having a program Monitoring and Evaluation unit within the PMU.

9.4.5 ESTABLISH A ROBUST FINANCIAL MANAGEMENT UNIT WITHIN THE PMU Within the PMU, there should be a program financial management and administration person who ensures that the financial matters of the program are addressed with clear understanding and sensitivity that the success of any program depends on an efficient money disbursement system. This was lacking in the JPYES, and it caused inefficiencies in implementation. Establishment of this unit within the PMU should avoid similar problems in the implementation of the next phase. The PMU should be strong in Result Based Management (RBM) principles of program management – planning, monitoring, reporting, and management. The PMU should be able to performance manage the participating agencies and government and ensuring that program targets are achieved timeously. Fund disbursement should be linked to target outputs and there should be a continuous monitoring and evaluation process throughout program implementation. This is essential to be incorporated in the next phase program design. There should be dedicated officials assigned within PMU to work closely with the government counterparts to build their capacities and support implementation, coordination and management of program activities as well as quality assurance in a daily basis. Ideally, the PMU could be set up within the lead ministry, in order to facilitate transfer of skills and knowledge and competencies from PMU to the government coordination ministries. In the Somalia context this may be difficult, but alternative ways to accomplish this could be evaluated and different options could be explored.

Management Response: [Added: 2020/11/09] [Last Updated: 2021/11/08]

Recommendation accepted

Key Actions:

Key Action Responsible DueDate Status Comments Documents
These recommendations will be taken forward in the development of future programmes on youth economic empowerment.
[Added: 2021/09/02] [Last Updated: 2021/11/08]
JPYES Coordination 2021/09 Canceled These recommendations will be taken forward in the development of future programmes on youth economic empowerment. History
14. Recommendation:

9.4.5 AVOID DEVIATION FROM THE ORIGINAL PROGRAMME STRATEGY

From the JPYES, the lesson learned is that a deviation from the original programme design while outcomes and targets remain the same, leads to disastrous results, and that it is a recipe for failure to achieve the target outcomes. Therefore, in the next phase, deviation from the original strategy should be avoided. One of the key functions of the recommended PMU is to ensure that the programme design and goals are well communicated and workshopped throughout the program implementation structures and partners. The whole program management structure – from top to bottom – should be on the same page – as to the priorities of the program, and what the program has been designed to achieve as well as the donor expectations. The program M&E person should ensure that targets are being achieved in accordance with the funds disbursed for activities. This will avoid surprises of unfulfilled targets during evaluation time. Programme evaluations should be part of the programme implementation processes, and the recommendations should be embraced and incorporated into the programme. 

9.4.6 THE VALUE CHAIN APPROACH The value chain development should be focused in productive sectors that have high employment generation potential, and ready markets that can absorb all productions. The value chain programs should not be limited to micro-enterprise level. They should be medium enterprises that can generate employment for other unemployed people. Such enterprises should be able to generate meaningful incomes for the beneficiaries fast. The next phase should refrain from programs that take long to bring income to beneficiaries as this is discouraging to the participants. The value chain approach has specific characteristics, principles, and benefits that were not evident in the Renewable Energy and Construction interventions of the JPYES Program. As such, these could not qualifyto be classified as value chains. The value chain approach is one of several market systems approaches to economic development. The value chain approach seeks to understand the firms that operate within a specific industry – from input suppliers to end market consumers; the support needed for chain actors that provide technical, business and financial services to the industry; and the business environment in which the industry operates. The value chain approach has the following distinctive features, simultaneously emphasizing all of these features: a market system perspective; a focus on end markets; the importance of relationships and transforming them; targeting leverage points; and involving and empowering the private sector.

An analysis of all the actors and sectors within the value chain system is critical in order to identify the part of the value chain where there are bottlenecks to competitiveness or growth. Failure to recognize and incorporate the implications of the full range of constraints within the value chain system will generally lead to limited, short-term impact or even counter-productive results. A thorough and rigorous market analysis of the end markets should be the first step in value chain analysis. If the market is not certain or is not big enough to absorb all the product – there is no need to recommend that product for further development, because it will only lead to failure, particularly for small scale development programs. Market development is a costly exercise and most development programs cannot afford spending the limited program financial resources in market development. This is why value chain approaches emphasize market analysis and identification of interventions that offer a competitive advantage to program beneficiaries. Although private companies can take such risks, it is difficult for development agencies to take on such risks. The goal of the value chain approach is to enable private-sector stakeholders to act on their own behalf: to upgrade their firms and collectively create a competitive value chain that contributes to economic growth and achieve poverty reduction. The value chain analysis and strategy development process should therefore be participatory and should engage and include all chain actors. The role of the donor and implementing partner is to facilitate and support implementation of the competitiveness strategy by the private sector in a way that ensures achievement of development objectives – economic growth and poverty reduction. A critical procedure of the value chain approach – local market analysis - was not adhered to in the JPYES Program and, as a result, the Fish Value Chain struggled. Going forward, all the value chain principles should be adhered to before implementation commences.

Management Response: [Added: 2020/11/09] [Last Updated: 2021/11/08]

Recommendation accepted

Key Actions:

Key Action Responsible DueDate Status Comments Documents
These recommendations will be taken forward in the development of future programmes on youth economic empowerment.
[Added: 2021/09/02]
JPYES Coordination 2021/09 Completed These recommendations will be taken forward in the development of future programmes on youth economic empowerment. History
15. Recommendation:

9.4.7 EMBRACE THE JOINT PROGRAMMING APPROACH TO DEVELOPMENT

The levels of individualism within the JPYES partners were of such a great magnitude that they require special attention. According to the German Development Institute (2013)8, Joint Programming (JP) is an effort to improve the coordination of different organisations and entities and countries with the aim to better streamline aid delivery at the country level. JP aims to improve the effective and efficient delivery of aid by reducing fragmentation of donor aid programmes and programs. Built into most joint programmes is the aim to increase partner country ownership by basing its JP documents and strategies on national development strategies. Joint Programming is a collaborative approach where organisations come together to define a common vision, a strategic agenda and a management structure, in order to address the ‘grand challenges’ facing the country. This presents a number of platforms and opportunities for UN agencies to work on joint programming interventions. Challenges like high unemployment are considered to be beyond the scope and resources of any one INGO or UN organisation to tackle and a coordinated approach helps to address such challenges.

All the partners to a joint program like the JPYES should understand and appreciate the logic behind joint programming. This takes training, workshopping and continuous dialogue on this matter until all partners understand and agree on the benefits of joint programming. Such efforts should iron out individualistic inclinations that were prevalent in the JPYES partners, and which hindered the ability to benefit from efficiencies of synergy. Organisational fears about joint programming should be discussed openly and deliberated upfront before engagement and implementation. If an organisation is not willing to participate jointly in a joint programme, then such an organisation should be excused from joint programme initiatives. A key success to joint programming is having organisations that are willing and able to work jointly to achieve common programme goals. Joint programming results in cost saving and hence it enhances the financial efficiency of the joint programme. For these reasons, it is recommended that the next phase of the program develop a strong joint approach throughout its implementing structures, in order to reap the benefits of joint programming such as streamlining the massive complex and costly management structures; cost saving through reducing PUNO duplication of costs; and achievement of common goals efficiently and effectively. 

An example of cost saving from Joint Programming approach is in PUNO overhead costs. Individual PUNOs had a finance person, an M&E person, and a program manager for the JPYES. This means that there were 15 staff members working for the JPYES from different PUNOs. If there was a joint JPYES PMU - only 4 people would be required. Petrus van de Pol, JPLG Program Manager shared the following: “The JPLG is a successful program in Phase 3, and donors like it. It is composed of 5 UN agencies – UNDP, UNICEF, UNHABITAT, ILO and UNCDF. It has been operational since 2008. There is specific division of labour where each UN agency plays a specific role. This avoids agencies stepping on each other’s toes and duplication of efforts. UNICEF focuses on civic participation mobilisation; UNCDF focuses on public finance provision; ILO focuses on public procurement processes; UNHABITAT focuses on urban planning, and UNDP focuses on the legal aspects.” From this example, the solution is not necessarily to reduce the number of participating UN agencies, but to streamline their functions and roles according to their areas of specialty and mandates. In the next phase the roles of each PUNO should be clearly outlined, agreed upon and documented, including the targets and outcomes and funding expectations.

Management Response: [Added: 2020/11/09] [Last Updated: 2021/11/08]

Recommendation accepted

Key Actions:

Key Action Responsible DueDate Status Comments Documents
These recommendations will be taken forward in the development of future programmes on youth economic empowerment
[Added: 2021/09/02]
JPYES Coordination 2021/09 Completed These recommendations will be taken forward in the development of future programmes on youth economic empowerment History
16. Recommendation:

9.5 EFFECTIVENESS

Skills development is an essential component of employment creation programming, and this should be continued in the next phase of the program. All interventions that support skills development including building training facilities, establishing TVET legal frameworks and certification, training, job placements centres, apprenticeship programs, enterprise development, legal frameworks for labour and employment – the full package of skills development is important in employment programming. The lesson learnt from the JPYES program is that the skills development approach used had positive impact on beneficiaries. There is however, the need to do pre-implementation needs analysis in order to tailor-make training to the needs of both employees and employers.

CFW can be used where there is need for rehabilitation of structures, but Somalia needs long-term job creation interventions much more. The Value Chain Development requires a thorough analysis. The evaluation team is of the opinion that the fisheries sector offers great potential for high value business enterprises, medium enterprises, and longterm sustainable jobs. 

Management Response: [Added: 2020/11/09] [Last Updated: 2021/11/08]

Recommendation accepted

Key Actions:

Key Action Responsible DueDate Status Comments Documents
These recommendations will be taken forward in the development of future programmes on youth economic empowerment
[Added: 2021/09/02]
JPYES Coordination 2021/09 Completed
17. Recommendation:

9.6 INTENDED AND UNINTENDED EFFECTS OF THE JPYES PROGRAM

9.6.1 THE POSITIVE UNINTENDED EFFECTS OF JPYES INTERVENTIONS

The beneficiary survey respondents mentioned the following unintended positive effects of the JPYES program: skills development courses have increased youth mobility by enabling beneficiaries to travel to other areas where they could not go before. It has also improved communication with other people. Trained beneficiaries are now looking for other training courses online to improve their education – it opened up their minds and avenues to acquire more education. One of them said that, “Starting my own business has reduced violence within my family.” Some of the money received from the training stipend was used to bear the adverse effects of drought. Community members were very supportive of the youth programme and some of them also wanted to be part of the program. Through all the JPYES interventions, beneficiaries were able to access and network with local government personnel, and with each other, and they got to know parts of town they previously did not know. Beneficiaries reported improved report writing skills. Some beneficiaries reported that they now have a better understanding of the environment and benefits of keeping their environment clean and hygienic.

9.6.2 NEGATIVE UNINTENDED EFFECTS OF JPYES INTERVENTIONS

There were conflicts within cooperative groups formed during training. Beneficiaries from the CFW intervention mentioned delayed payment of incentives and associated inconveniences. Though they also mentioned that the short-term employment opportunity gave them hope and respect by peers, this was only short lived. Some beneficiaries mentioned that they worked during or until the evening, which presented safety and security issues to them and also causing strains within family setups. In all the interactions between the evaluation team with the KIIs, partners, and beneficiaries in all the geographical locations visited, no one mentioned clan issues. 

Management Response: [Added: 2020/11/09] [Last Updated: 2021/11/08]

Recommendation accepted

Key Actions:

Key Action Responsible DueDate Status Comments Documents
These recommendations will be taken forward in the development of future programmes on youth economic empowerment.
[Added: 2021/09/02]
YPYES Coordination 2021/09 Completed

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