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Carana Performance Evaluation
Laura Murilloon 3 October 2012
Transcript of Carana Performance Evaluation
in El Salvador” Performance Evaluation Performance Evaluation To determine the effectiveness of the public-private partnership model used in order to make assessments of whether this approach worked; Background, Evaluation Purpose, Objectives & Questions Objectives of the evaluation How effective has the public-private partnership model used in the Program been? Evaluation Questions Evaluation Time Frame:
Start of the Program in FY 2010 through the second quarter of FY 2012
[Roughly three-fourths of total Program implementation] Evaluation Scope, Methodology & Limitations Evaluation Methodology Limitations October 2012 1 2 What lessons have been learned about building capacity with local organizations in the area of workforce development? What difference has the Program made to the beneficiaries (defined as individuals and academic, governmental, civil society and private sector institutions) in terms of facilitating access to employment? 3 Out of all the areas and activities pursued by the Program to date, which ones can be considered priority for Carana Corporation and USAID to focus implementation during the remainder of the Program, so as to meet Program objectives? 4 How aware are beneficiaries that this Project is funded by USAID? 5 Evaluation Process The selection of sites visited and their respective beneficiary populations constitute a purposive sample. Not all beneficiaries had an equal probability of being included in this sample. Formal stratification or clustering was not feasible within the evaluation timeframe; The Program does not have a baseline; Carana maintains employment records only for the first six months of employment; Although the team interviewed organizations serving people with disabilities (including employers), evaluators did not interview disabled persons that benefited from training or job placement. Evaluation Methodology Findings Findings point to a number of solutions explored by the Program. Some examples: Findings On Progress Achieved There are organizations that have accrued unique knowledge on workforce development that would require further investments to fully incorporate and build on this knowledge; On Lessons Learned Beneficiaries were aware of USAID financial support; On Communication The Program should seek to expand its employer base and expand the number of sectors covered; Towards the final year Findings Findings Findings On Progress Achieved On Progress Achieved On Communication On Communication Conclusions Recommendations Bolsas de Empleo Locales (BEL) of the (MTPS) CASATUR INSAFORP SIL Major factors contributing to the achievement of program objectives varied by the type of alliance established by the Program. Key success factors in the engagement of public sector actors in job centers have been: Inclusive coverage that ensures MTPS buy-in; a Appropriate training content and delivery; b Successful introduction of a better approach to matching supply and demand. c Some of the most important elements for successfully engaging private sector partners are: A major emphasis made on high-value certification; The number of trained vocational orientation or job placement counselors was exceeded in the first year of the project; The number of visits to the Project’s website was exceeded in the second year of the program, and has grown exponentially since that time; The internship initiative has not yet achieved its targets. However, the number of students registered is increasing very fast, growing from 10,452 to around 14,000; Knowledge on the quality and efficiency of training programs has been inadequately addressed 1 2 The ability of training curricula to directly address specific demands of specific industries and sectors is critical since it significantly improves job placement and retention; 3 A stronger alliance/partnership with the public sector, specifically with INSAFORP is highly desirable to ensure sustainability and longer-term development of suitable models. 4 Alliance partners have a greater awareness of opportunities related to improving access to employment and of each other’s relative strengths; 5 The training-of-trainers models adopted by the Program in areas related to market-driven language skills and IT has achieved high job placement rates and inherently reaches “choice” market niches. Facebook is the main communication success story; Print materials & publications are appropriated to target audiences, dissemination approach and selected media; Establish alliances with organizations that specialize in the role of gender in the workplace to better address biases and hindrances to the participation of women in their ongoing Program activities; Reinforce and expand Program activities with organizations and networks that already implement successful models in the training, orientation and labor intermediation for disabled populations; Reinforce the work of associations and enterprises to develop explicit models of social responsibility. There is not one “model” but rather several solutions that have emerged from the Program’s strategy, the relationships established and the engagement of the partners; A major contribution has been the development of an effective approach for pre-selection of candidates for existing jobs offered through employers participating in the Program; Alliance´s substantive participation in development of curricula and training objectives; Behavioral changes among beneficiaries have positively impacted performance standards in service delivery and; There are shortfalls in effective and timely transfer of knowledge. 1 Develop a more proactive gender focus; Continue to support innovation in assisting at-risk youth find employment; 2 3 Promote social responsibility in human resource management; 4 Renew a focus on developing labor market information with emphasis on quality of workforce training; Further work should be focused on disabled populations in areas such as post-placement coaching and self-employment opportunities; 5 6 Growth and evolution of the Internship Platform should be further supported; Ensuring effective Knowledge Transfer should be a high priority. 7 The ability to incorporate a sound pre-selection model; Appropriate and effective teacher training options; A well-grounded approach to addressing specialized labor market niches; A sound and replicable model for at-risk youth employment. When asked, beneficiaries tended to positively meld USAID assistance with Carana’s presence and assistance, making no real distinction between one and the other;
Comments and opinions expressed were all favorable and accurate; Most of the comments and opinions reviewed identified USAID support, often including details of actual activities and denoting first-hand contact; 105 Persons Interviewed
(By Key Categories) Strong evidence that close consultation and follow-up with prospective and actual partners has been a common thread throughout the implementation to date. To identify mechanisms in the model that have built local capacity to date and make recommendations on how to improve capacity of local organizations to foster sustainability; To determine priority areas of action for the remainder of the Program and; To assess the effects the program has had on beneficiaries (in facilitating access to employment). 1 2 3 4