Project Factsheet
Tools for » Alternatives to migration: Decent Jobs for Filipino Youth
Project ID 00067215 Description MDGF-1942-H-PHL Alternatives t
Fund
MDG Achievement Fund
Start Date *: 31 Dec 2008
Theme
MDGF Youth Employ & Migrant
Project status Financially Closed
Country Philippines Participating Organization   Multiple
About

Overview:

The JP aimed to improve youth employment and migration policy coherence and implementation, promoting full stakeholder participation and increased access to decent work for poor youth through public-private partnerships, more inclusive basic education and life skills, career guidance (including on safe migration), vocational training and entrepreneurship.

The JP benefitted more than 18,000 disadvantaged youth, teachers, school principals, migrant workers, national and local government partners. Under the first outcome, a National Action Agenda (NAA) was formulated and adopted by stakeholders to inform local and national development processes. Nearly ninety representatives underwent training on policy development and analysis, project management, public financial management, resource mobilization, and entrepreneurship development for youth. One-stop-shop resource centers (OSRCs) were established to provide access to information, capacity building and training. 

Under outcome 2, partnerships with private sector, local governments and financial institutions were established to create employment and entrepreneurship opportunities as well as on-the-job training. By the end of the programme, 432 establishments absorbed technical vocational skills trainees for employment and 303 establishments provided on-the-job training to graduates. In addition 196 youth had established micro enterprises.

Over 2,000 youth received career guidance, of which 43% were women even though most of the programmes offered were for male-dominated jobs, in addition, a gender sensitive curriculum and gender sensitivity trainer’s manual were developed for vocational training experts.

An estimated 13,000 public school students benefitted from improved and enhanced technology and livelihood education laboratories, enhanced guidance counseling services and specialized training. In addition, 748 education subsidy slots were provided.

 

Outcome 1:

Improved policy coherence and implementation on youth, employment and migration.

 

Outcome Achievements:

  • Three policy papers produced.
  • A youth planning tool was developed to help local leaders advocate for integration and budget allocations.
  • A national action plan for youth employment and migration was adopted (pending budget allocation).
  • 88 representatives underwent training on empowering leaders in local economic development, policy development and analysis, project management and public financial management and resource mobilization, and entrepreneurship development for youth.
  • A pilot provincial labor force survey in Antique and Agusan del Sur was completed by the national statistics office with the support of the JP.
  • One-stop-shop resource centers (OSRCs) established to provide access to information, capacity building and training. Operation manuals were developed.
  • Campaign against illegal recruitment, trafficking and irregular migration was launched in 4 target sites.
  • Model mechanisms were established to channel remittances for the development of youth employment initiatives.

 

Outcome 2:

Increased access to decent work for poor young women and men through public-private partnerships, inclusive basic education, life skills and career guidance.

 

Outcome Acievements:

  • Partnerships with private sector, local governments and financial institutions established to create employment and entrepreneurship opportunities for poor youth, including 93 partnerships and 45 certificates of commitment to provide on-the-job training and post training services.
  • By the end of the programme 432 establishments absorbed technical vocational skills trainees for employment and 303 establishments provided on-the-job training to graduates.
  • 2017 youth undertook career profiling and were given guidance in selecting a training programme. 
  • 43% of the 865 trained were women even though most of the programes offered were for male-dominated jobs.
  • A gender sensitive curriculum and gender sensitivity trainer’s manual were developed for vocational training experts.
  • 196 youth established micro enterprises.
  • 95 public secondary school teachers, supervisors from 15 pilot schools were trained on entrepreneurship and the enhanced curriculum to include gender.
  • The public employment office improved its services through increased staffing and a starter kit was developed.
  • Estimated 13,000 public school students benefitted from improved and enhanced technology and livelihood education laboratories, enhanced guidance counseling services and specialized training.
  • 748 education subsidy slots were provided.

 

Best Practices:

  • Social, cultural and political inclusion was encouraged by providing avenues for consultation and decision-making through the established Provincial Programme Coordinating Body (PPCB) where marginal groups were represented and were given the space and opportunity to participate in debate and active dialogue at the local level.
  • The youth were more formally engaged in the policy formulation process through the Provincial Youth Fora which were conducted in each of the provinces.
  • Leadership and ownership of the national institutions was demonstrated throughout the duration of the programme, with an active involvement of the Government agencies both at the national and local level.
  • Harmonization of efforts made by UNCT agencies and Implementing Partners to conduct joint missions and shared analysis led increase complementarities.
  • On mutual accountability, national agencies and UNCT agencies systematically involved the whole range of Implementing Partners both at the national and provincial level and have also promoted accountability through the monitoring and reporting processes set in place.
  • Evidence for good practices was well documented in the feature stories and case studies per province. This was then shared during plenary and breakout sessions during the MDG Forum and Marketplace title “Forging Cooperation and Promoting Tools to Achieve the Millennium Development Goals under the Focus Country Initiative. The joint programme also submitted nine (9) tools developed under the programme that is ready for replication in other Local Government Units nationwide. This event was organized together with the Department of Interior and Local Government – Local Government Academy.
  • The joint programme developed an Exit Strategy and Sustainability Plan that underscored the clear intention to integrate sustainability mechanisms and advocate replication beyond the four joint programme pilot provinces.

 

Lessons Learned:

  • On the joint implementation at the national level, the JP YEM was an example of how a proactive joint programme coordinator solidly backed by the leading agencies can contribute to the enhancement of joint implementation. It also demonstrated how heads of UNCT agencies are able to work well together and support collaborative undertakings in order to achieve common goals.
  • Joint programmes require long start-up timeframes as part of the inception stage and should not be part of the implementation and final evaluation stage. It is recommended to include in the design phase a gender needs assessment in order to get the most accurate picture of gender based inequities and gaps relating to areas of intervention.
  • The design of a complete communications and advocacy strategy specifying gender sensitive messages for different target populations is advisable at the design stage to transmit a compact vision of the programme’s targets and to increase the impact of the communication activities.
  • Mainstreaming youth participation at all levels of the joint programme (i.e. design, process,  implementation and results) is important to underscore their position as right holders.
  • Joint programme implementation underscored the critical importance of coordination and complementarity among UNCT agencies and within government partners at national and local government level. This was a complicated process provided an avenue for checks and balances and promoted synergies.
  • The revision of the Terms of Reference of the National Steering Committee (NSC), Programme Management Committee (PMC), and the Technical Working Group (TWG) to avoid duplications and promote complementarities were successful in generating a highly effective and efficient management structure. 

 

More details can be found in the documents below.

Recent Documents
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