Mid-Term Evaluation of VIA Programme · This evaluation is not intended to assess the outcomes of...
Transcript of Mid-Term Evaluation of VIA Programme · This evaluation is not intended to assess the outcomes of...
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Mid-Term Evaluation of VIA ProgrammeObjectives and methodology
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• Understand IYF processes, strategies and operations.
• Understand systemic changes to date.
• Inform programme implementation.
Objectives of evaluation
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Overall evaluation framework
Change 1: TVET system takes up
PTS curriculum and pedagogy
Change 2: Improved market system for youth entrepreneurs and work opportunities
Key Question One: What change has IYF created?
Key Question Two: How did this change happen?
Internal systems:• Strategy• Knowledge• Human
resources• Processes
Implementation approach:
• Educate• Engage• Evolve• Establish
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Evaluation Methods
• Literature review, including:– IYF internal
documentation– Secondary literature
• Interviews, including: – Two weeks field
research– Individual interviews– Focus group discussions– 136 respondents in total
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Limitations
Timing of evaluationSystemic changes can take a long
time to be observable
Limits to time and sample sizeTwo weeks of fieldwork is not
enough to cover all aspects of a programme
Not reviewing outcomesThis evaluation is not intended to
assess the outcomes of this programme
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Mid-Term Evaluation Key Findings
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RESPOND• Changes to rules, norms or other
support functions that enable the spread of this innovation.
EXPAND• Other actors – such as different
training providers or TVET institutions – copy the innovation, or aspects of it.
ADOPT• A new change is piloted by a
partner.
ADAPT• A partner commits to and invests
in the new innovation.
How can we understand change created by IYF?
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What does this framework tell us?
ADAPT (Yellow)• Strong stated commitment to PTS.• Despite good intentions and ideas, no
concrete financial commitment.• Resource constraints and unclear
responsibilities may limit adaption. • Some stakeholders treat PTS as an add-on
rather than core work. • Businesses were not aware of PTS.
EXPAND (Red)• There is interest in expanding PTS.• No concrete examples as yet.
RESPOND (Yellow)• ANEP in Mozambique is likely to
adjust curriculum to incorporate PTS.
• MVTTC in Tanzania is currently conducting TOT of PTS.
ADOPT (Green)• All pilot TVET centres implementing
PTS, (with one exception).• Life skills are not new, but PTS adds
value. • PTS meets a market demand • PTS is a strong product.
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Implementation Approaches
IYF is experimenting with new approaches• Placing PTS within
the TVET systems. • Exploring new
partners and modalities
IYF is focusing too heavily on PTS implementation• Implementation
consumes large amounts of staff time and attention
Via Programme misses important potential partners• Induce demand• Supply beyond pilot
TVET centres• Teacher training in
Mozambique.• Advocacy with higher
level government
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Change 2: Improved market system for youth entrepreneurs and work opportunities
The work with TECC in Tanzania appears to be of a high standard and meeting a need.
The work with Gapi in Mozambique is not based on a sustainable business model.
Gapi did not have the right incentives or capacity.
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The Role of IYF in the Market
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A cultural shift within IYF
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Which model does IYF want?
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Which model does IYF want?
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Challenges to systemic approach
a) Delegation of authority to each countryb) IYF licensing of PTSc) Cost and flexibility of PTSd) Willingness of partners to take ownershipe) Size of IYF in relation to othersf) …
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Future systemic change programmes
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Provide the infrastructure around PTS
Promoting PTS to
providers
Promoting PTS to
consumers
Training andquality
assurance
Developing in-country
training and QA
Community of practice
Centres of excellence
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Or ask bigger questions…
• Why PTS? • Why IYF products? • What other systemic
solutions might there be?
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Exit strategies
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Key findings on exit strategies
• Discussion and awareness in both countries of the importance of a clear exit strategy.
• Written document in Tanzania setting out plan for sustainability of PTS funding.
• In neither country is a full exit strategy developed or documented.
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What is a good exit strategy?
• Address three questions: – What are the key changes which
are expected to be sustainable and scale up?
– What needs to happen, from which actors, in order for this to happen?
– How can IYF facilitate these changes in behaviour, in the remaining lifetime of the programme?
• Clear realistic workplan, taking into account likely delays from partners.
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Exit strategy: who does, and who pays?
Function Current situation Future situation
Who does? Who pays? Who does? Who pays?
Delivering training
TVET Facilitators
Via Programme
Purchasing materials
Via Programme Via Programme
Training of trainers
Via Programme Via Programme
Design of curriculum
IYF Global IYF Global
…..