Midterm Evaluation
YEAC VIII: Youth Emergency Action Committee Phase 8
March 2022; Dominica, Grenada, Jamaica, Saint Lucia
BHA Disaster Risk Reduction Program in the Caribbean
Caritas Antilles, Caritas Dominica, Caritas Grenada, and Saint Patricks’ Rangers
Roseau, Dominica; Saint George’s, Grenada; Kingston, Jamaica; Castries, Saint Lucia
Evaluators – Hannah Kyle/CRS Department of Humanitarian Response; Cassandra Bissainthe/CRS 
Department of Humanitarian Response
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Contents
Acronyms............................................................................................................................................................ 3
Introduction........................................................................................................................................................ 4
Background..................................................................................................................................................... 4
Table 1. Sector Table, YEAC Phase VIII ........................................................................................................ 5
Methodology .................................................................................................................................................. 7
Table 2. General questions.......................................................................................................................... 7
Table 3. Focus Groups with YEAC participants ............................................................................................ 8
Table 4. Key Informant Interviews with Relevant Stakeholders .................................................................. 9
Data Collection and Analysis......................................................................................................................... 10
Conclusions................................................................................................................................................... 10
1. Relevance ......................................................................................................................................... 10
2. Impact............................................................................................................................................... 12
3. Efficiency........................................................................................................................................... 13
4. Coordination..................................................................................................................................... 15
5. Sustainability.................................................................................................................................... 16
Annex 1: Recommendations and the Action Plan............................................................................................. 18
Annex 2: PowerPoint Presentation of the findings........................................................................................... 28
Annex 3: Sources of Data and Data Collection Methods................................................................................... 29
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Acronyms 
BHA: U.S. Government Bureau of Humanitarian Assistance
CA: Caritas Antilles
CD: Caritas Dominica
CDEMA: Caribbean Emergency and Disaster Management Authority (Saint Lucia)
CG: Caritas Grenada
COVID-19: SARS-CoV-2
CRS: Catholic Relief Services
DRR: Disaster Risk Reduction
EMPOWER: Empowering Partner Organizations Working on Emergency Responses
FGDs: Focus Group Discussions
KSAMC: Kingston & St. Andrew Municipal Corporation (Jamaica)
MEAL: Monitoring, Evaluation, Accountability, and Learning
MoE: Ministry of Education (Saint Lucia)
NaDMA: National Disaster Management Authority (Grenada)
NEMO: National Emergency Management Organization (Saint Lucia)
SPR: Saint Patricks’ Rangers
USAID: U.S. Agency for International Development
YEAC: Youth Emergency Action Committees
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Introduction
Background
The Latin America and Caribbean region faced an average of 17 hurricanes per year between 2000 and 2019, 
23 of which were Category 5 hurricanes.1 Storms are becoming more powerful and more frequent, giving 
countries less time to recover between events as evidenced by Dominica’s experience with Tropical Storm Erika 
in 2015 and Hurricane Maria in 2017, which affected the entire estimated population of the island (71,293).2
 
Of the top 10 countries in the region most exposed to tropical cyclones, 8 of them are in the Caribbean.3
 
While effects of other natural disasters such as flooding, earthquakes, and tsunamis have been felt less in the 
Caribbean in relation to South America, coastal areas are vulnerable to these disasters as well and climate 
change, including the El Niño and La Niña weather phenomena, 4 may increase the Caribbean’s vulnerability.
Further, in discussing the Caribbean’s vulnerability to disasters, recovery from large events is challenging:
“Disasters are often more devastating in small island nations like the Bahamas, which have more 
limited resources to cope, including small populations and modest economic bases, competition for 
limited finances, limited pools of technical specialists and inadequate institutional measures.”5
In 2020, the COVID-19 pandemic exploded, creating emergency conditions in each country, as well as severe 
travel restrictions between countries. 
Given shorter recovery times and increased uncertainty as to weather patterns, as well as the sudden onset of 
the COVID-19 pandemic, emergency preparedness in the Caribbean is a unique opportunity to prepare before 
disaster strikes so that resources, both human and capital, are pre-positioned in case of an emergency.
The mandate of the Youth Emergency Action Committees (YEACs) is to build capacity within the four countries 
(Dominica, Grenada, Jamaica, and Saint Lucia) to empower youths as change-agents particularly in disaster risk 
reduction and emergency response, while creating pathways to leadership development, for longer-term 
sustainability and resilience. 
With support from USAID's Bureau for Humanitarian Assistance (BHA), Caritas Antilles (CA) and its partners 
have been building the capacity of marginalized urban communities since 2009 by working with at-risk youth 
through the development and support of the YEACs. The aim of Phase VIII is to implement a three-year program 
to build on the lessons learned and achievements of the previous phases to strengthen the network of 30 YEACs 
(12 communities in Jamaica, 8 communities in Grenada, 7 communities in Saint Lucia, and 3 communities in 
Dominica).
1 UNOCHA.Natural Disasters in Latin America and the Caribbean, 2000-2019; 1. 2 UNOCHA.Natural Disasters in Latin America and the Caribbean, 2000-2019; 5. 3 UNOCHA.Natural Disasters in Latin America and the Caribbean, 2000-2019; 6. 4 UNOCHA.Natural Disasters in Latin America and the Caribbean, 2000-2019; 16. 5 Crystal Romeo Upperman, Gillian Marcelle and Carole Excell. Strengthening Disaster Preparedness in the Caribbean, 2019. 
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Table 1. Sector Table, YEAC Phase VIII
Sector Name: Risk Management Policy and Practice
Objective: 
Objective 1: YEACs further fulfills and strengthens their roles in disaster 
preparedness and response
Objective 2: Vulnerable communities have increased capacity in disaster 
preparedness.
Dollar Amount Requested: US$ 1.8 Million
Number of 
People Targeted:
709 YEAC members; 16 991 community members
Number of IDPs Targeted: 0 
Geographic Area(s):
• Jamaica: St. Andrew- Mavis Bank, Gordon town; St. Thomas-Port 
Morant, Grants pen; St. Catherine-Waterford, Greater Portmore; 
Kingston - Drewsland; New Haven; Waterhouse; Olympic 
Gardens; Callaloo/Riverton; Seaview Gardens; Seivwright 
Gardens; Waltham Gardens.
• Grenada: Grand Anse (Mont Tout), Gouyave, Victoria, Sauteurs, 
Grenville, Carriacou, Petit Martinique and a community in the 
Parish of St. David.
• Saint Lucia: Ti Rocher, Marchand, La Clery, Bexon, Forestierre, a 
community in the north and a community in the south.
• Commonwealth of Dominica: Two communities in Roseau and 
Environs and Pointe Michel
Keyword(s): Climate; First Aid Training and or Search and Rescue Training; Information 
Systems/Geographic Information Systems (GIS)
Sub-sector Name:
Capacity Building and Training
Indicators: Indicator Target
Indicator 1 (BHA): Percentage of people trained who retain 
skills and knowledge after two months (Output 1.1.1.)
80%
Indicator 2 (BHA): Number of people passing final exams or 
receiving certificates (output 1.1.1.)
319 (128 Males, 191 females)
Indicator 3 (BHA): Number of people trained in First Aid, 
Search and Rescue, or health related Disaster Risk Reduction 
activities (output 1.1.1.)
395 (158 males, 237females)
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Indicator 4 (BHA): Number of people trained in disaster 
preparedness, risk reduction and management (outputs 2.1.1. 
and 2.1.2.)
2672 (1069 males, 1603 females)
Indicator 5 (Custom): Number of Trainings 159
Indicator 6 (Custom): Number of new active members by sex 
(output 1.1.2 and Output 1.2.3.)
369 (148 males, 221 females)
Indicator 7 (Custom): Percentage of household and 
community entities that implement at least one action of 
their emergency disaster plans (IR2.1.)
80%
Indicator 8 (Custom): Number of people trained in Leadership 
and Life skills relevant to Disaster Risk Reduction
325 (130 males, 195 females)
Indicator 9 (Custom): Number of Teambuilding and Social 
Events
76
Indicator 10 (Custom): Number of Stakeholder engagements 72
The project management team included Midterm Evaluation plans in the proposal to BHA. CA requested 
Catholic Relief Services (CRS) to be the external evaluator for the process which was conducted at month 18 
during the 30-month project. 
CA, with partners Caritas Dominica (CD), Caritas Grenada (CG), and Saint Patricks’ Rangers (SPR), is committed 
to evaluating and improving the quality of its disaster risk reduction and emergency preparedness programs. 
The overall goal of the midterm evaluation is to enable the team to learn from the implementation of the 
program thus far, and to make improvements so that the program is effective in meeting the needs of people 
potentially affected by future disasters. 
The objectives of the Midterm Evaluation are:6
1. To verify that project progress is in line with reported/expected project planning and outcomes. 
2. To identify different approaches that partners are undertaking to realize deliverables, and whether 
approaches/methodologies are contributing to planned capacity strengthening outcomes. 
3. To review the strengths and weaknesses of YEAC’s approach to date and to identify ways to strengthen 
it. 
4. To identify lessons learned and adaptation for the remainder of the project period and for future 
programs.
5. To identify how the YEAC project team has worked together within and across country programs.
6. To analyze the importance of the emergency response and leadership and life skills trainings to the 
youths’ self-development and the development of their communities.
7. To gain an appreciation of organizations’ emergency response mechanisms and possible gaps in 
general emergency response
8. To understand stakeholders’ perspective on volunteerism and the role of youths in emergency 
response.
6 Outlined in the Evaluation Scope of Work included in the application for funding.
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Methodology
The CRS technical advisors carried out the midterm evaluation through March 2022 (March 5-31) in the 4 
countries (in order of evaluation): Saint Lucia, Grenada, Dominica, and Jamaica. The Monitoring, Evaluation, 
Accountability, and Learning (MEAL) Technical Advisor acted as lead evaluator responsible for evaluating the 
program and producing the final report. The Technical Advisor for Partnership and Capacity Strengthening in 
the Caribbean Zone coordinated the interviews with Caritas Antilles management and conducted interviews in 
Saint Lucia and Jamaica. 
Project teams in all 4 countries supported the CRS technical advisors in logistics, coordination, and through 
sharing their experiences of the program with the evaluation team. 
The Midterm Evaluation team performed the exercise as follows:
The evaluation team had an initial discussion with the Regional Coordinator of CA, the prime organization for 
this project, to ensure that expectations, results, and process were clear to both parties. The evaluation
methods for the evaluation were discussed, verifying the activities and objectives for the midterm evaluation.
The evaluation team used the five criteria, as set out below, to structure data collection and reflection sessions.
The evaluation team held discussions with the relevant team in each country and other stakeholders to reach 
conclusions based on the criteria.
The evaluation team consulted project participants through semi-structured Focus Group Discussions (FGDs).
The evaluation team consulted the team at various levels - management and community outreach teams - to 
understand what they feel allows them to achieve the planned results and what they feel the barriers are that 
prevent them from achieving the results.
The evaluation team presented and discussed the findings with the CA management team in a preliminary 
meeting before the workshop to give an opportunity for initial feedback before presenting to the larger team. 
This meeting was followed by a series of virtual discussions to discuss the evaluation findings and to create an 
action plan that encompasses both this project and future projects. The presentation can be found in Annex 
2.
The CRS EMPOWER team leader facilitated discussions around a specific action plan, complete with the names 
of the person(s) responsible and a timeline, allowing the action plan to be immediately implementable after 
the reflection session. The action plan can be found in Annex 1. 
The Midterm Evaluation was created based on the following questions, which were identified taking into 
account the evaluation criteria defined by CA.
Table 2. General questions 
Criterion Question 
Relevance Are the specific activities and outputs of the program 
consistent with the YEAC overall goals and indicators?
Impact What has happened as a result of the project? What real 
difference has the activity made to the beneficiaries? 
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Efficiency Were activities cost-efficient; were objectives achieved on 
time? Was the project implemented in the most efficient 
way, compared to potential alternatives?
Coordination How effective is the current coordination?
Sustainability To what extent are the benefits of the project likely to 
continue after OFDA funding ceases? What major factors 
may influence the achievement or non-achievement of 
sustainability of the program or project?
Methods
Study site: The study was carried out both virtually and in-person in Roseau, Dominica; Saint George’s, 
Grenada; Kingston, Jamaica; and Castries, Saint Lucia
Population: The Midterm Evaluation focused on relevant stakeholders from government, civil society, and 
project staff as well as on participants of the YEACs in each country, all working in disaster risk reduction and 
emergency preparedness in their respective countries.
Data collection and handling
The tools for the data collection process were developed by the Midterm Evaluation leader. Multiple data 
collection tools were used, including:
Table 3. Focus Groups with YEAC participants
No. of the Focus 
Group Discussion
Type of 
participants
Number of 
participants
Location of 
participants
Date
1 YEAC members 15 Caritas Antilles 
office; Castries, 
Saint Lucia
March 7, 2022
2 YEAC members 10 Catholic Church 
Youth Center; 
Gouyave, 
Grenada
March 10, 2022
3 YEAC members 11 Caritas Dominica 
office; Roseau, 
Dominica
March 15, 2022
4 YEAC members 12 Saint Patricks’ 
Rangers office; 
Kingston, Jamaica
March 21, 2022
Each Focus Group Discussion (FGD) was carried out with current YEAC members. FGDs were mixed-gender, 
held between 12 and 15 people, and covered the ages of 16-35. During these discussions, a semi-structured 
protocol was followed to evaluate the participants' perceptions of the program based on the criteria: 
relevance, impact, efficiency, coverage, and sustainability. There were 4 FGDs in total, 1 per country.
2. Interview with relevant stakeholders
Semi-structured interviews were conducted with the relevant stakeholders from government and civil society, 
as well as project staff in each country. The evaluation team conducted 30 interviews with 32 people:
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Table 4. Key Informant Interviews with Relevant Stakeholders
Name Organization Position Date
Ms. Maria Medard National Emergency 
Management 
Organization (NEMO), 
Saint Lucia
Deputy Director March 7, 2022
Mr. Mabius Francis Saint Lucia Fire Service Station Officer March 7, 2022
Mr. Bernez Khodra Caribbean Emergency 
and Disaster 
Management Authority 
(CDEMA) and former 
School Safety Officer for 
Ministry of Education 
(MoE), Saint Lucia
Safety Consultant March 7, 2022
Mr. Arthur Scott Entrepot Secondary 
School, Saint Lucia
Principal March 7, 2022
Ms. Proann Francis Caritas Antilles Project Officer March 7, 2022
Mr. Villai Edward Caritas Antilles Project Assistant March 7, 2022
Ms. Terencia Gaillard Saint Lucia Red Cross Director General March 8, 2022
Mr. Glenn Wilson St. John's Association Chief 
Commissioner/Training 
Officer Castries
March 8, 2022
Ms. Cynthia Fontenelle Caritas Antilles Regional Program 
Manager
March 8, 2022
Ms. Alaine Weeks Caritas Antilles Community Promoter March 8, 2022
Mr. Francis Darius Caritas Grenada Caritas Coordinator March 9, 2022
Mr. Sylvan McIntyre Government of 
Grenada/Port of 
Grenada
Superintendent March 9, 2022
Mr. John Amonie Caritas Grenada Project Assistant March 9, 2022
Mr. Benedict Peters National Disaster 
Management Authority 
(NaDMA), Grenada
National Disaster 
Coordinator
March 9, 2022
Ms. Rose-Anne 
Redhead
Caritas Grenada Program Manager March 10, 2022
Ms. Natasha James USAID, Grenada Trainer March 10, 2022
Ms. Chanda Stafford Caritas Grenada Community Promoter March 11, 2022
Ms. Annette Henry Caritas Dominica Finance Officer March 13, 2022
Deacon Curtis Victor Caritas Dominica National Coordinator March 14, 2022
Mr. Anthony Williams A&D Instructors Instructor March 14, 2022
Ms. Mahalia Paul Caritas Dominica Project Manager March 14, 2022
Mr. Donalson Frederick A&D Instructors Instructor March 14, 2022
Ms. Tamara Bernard Caritas Dominica Project Assistant March 14, 2022
Ms. Dailah Felix Caritas Dominica Community Promoter March 14, 2022
Mr. Mandela Christian Office of Disaster 
Management, Dominica
Program Officer March 14, 2022
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Ms. Sandra Charter￾Rolle
Dominica Red Cross Director General March 15, 2022
Ms. Nicole King IsraAid, Dominica Country Manager March 15, 2022
Mr. Dilton Pike Jamaica Fire Brigade Assistant Superintendent March 21, 2022
Mr. Terry Forrester Kingston & St. Andrew 
Municipal Corporation 
(KSAMC)
Disaster Coordinator March 21, 2022
Ms. Kathlene Arnold Jamaica Red Cross Resource Mobilization 
Administrator
March 22, 2022
Mr. Christopher 
Constantine
Waterhouse CDC, 
Jamaica
President March 22, 2022
Ms. Beverley Bailey Seaview Gardens SDA 
Church
Center Manager March 22, 2022
3. Reflection workshop
A series of reflection workshops was carried out with CA, CD, CG, and SPR staff involved in the program, using 
post-action review methods after interviews and focus groups. The initial findings of the evaluator were shared 
with the team, discussed, and adjusted according to feedback. The detailed action plan to address the areas of 
improvement was developed in a large group with key staff from each partner following the presentation of 
initial findings.
Data Collection and Analysis 
Data collection was led by CRS Technical Advisor for Monitoring, Evaluation, and Learning (MEAL) in 
coordination with the CRS Technical Advisor for Partnership and Capacity Strengthening – focal point for the 
Caribbean. Each interviewer took notes. The detailed notes contain everything as said. Notes were either 
taken in Microsoft word or by hand and then transferred to Microsoft Word. Data analysis focused on the 
outline of the Midterm Evaluation questions (table 2). The MEAL Technical Advisor analyzed them using 
qualitative methods according to the categories defined in table 2.
The reflection workshop was held virtually over three weeks in three sessions, the first one to present the 
findings and discuss, the second one to begin the detailed action planning, and the third session to finalize the 
action plan. Representatives from each partner were present. The findings were presented by the CRS MEAL 
Technical Advisor and the action planning was facilitated by the CRS EMPOWER Team Leader.
Conclusions 
1. Relevance 
1.1 The project is responding with flexibility to the changes that happened during the pandemic.
The project is in the 8th phase, which began in 2020. Given the long-term and far-reaching nature of the YEAC 
program, activities based on in-person interactions were very well established. External stakeholders, project 
staff, and project participants feel that the program has adapted well to the “new normal,” maintaining ties 
through virtual interactions (“We did virtual trainings”) and leaning on existing members to sustain the 
program. Staff mentioned that the curriculum was adapted during the pandemic to respond better to the 
reality: “the curriculum we adapted to reflect the disaster preparedness approach.”
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Current members cited the work they continue to do as the pandemic evolves, highlighting the social ties 
that form the engine of YEACs: “During peak of covid, we lost a lot of members. Members are slowly coming 
back now. We individually called each one of them.”
Though the project has successfully adapted, the project was affected by COVID and multiple staff members 
expressed the challenging environment and delays in implementation given stringent containment measures 
in each country. “The YEAC project is good but we have had some delays and challenges due to COVID.” 
1.2 The project is engaging and unique, compared with other actors especially regarding the youth 
component. The project knows youth needs and interests but is not acting on them in some cases, 
likely due in part to lack of scope and budget.
Overall, participants, staff, and external stakeholders feel that the YEAC program engages well with youth 
and is important to preparing youth to act as adults in the disaster risk reduction (DRR) space. “The youth 
were really vulnerable but through this program they feel empowered and much more educated and aware of 
the hazards.”
However, the project feels limited in its activities, with a few respondents citing elements that they either 
hoped would be included or that had been eliminated but that they would like to see again:
“Youth are faced with many challenges that the project does not address.”
“’Job readiness’ is one of the trainings we’ve wanted to do but haven’t been able to this year – it would be 
virtual training.”
“Add the edutainment components again. The youths loved that. DRR in the form of arts.”
Many respondents cited limited financial and human resources as the main reason for the limitation in 
programming, represented by the following quote:
“To some extent we are meeting the needs. Resources (financial and human) are not sufficient to meet all of 
needs. Additional human and financial resources would be needed for greater impact.”
1.3 The project could benefit from innovations related to curriculum and project activities.
The project’s objectives are very relevant in all countries, however there were many ideas of improvements 
members, staff, and external stakeholders would like to see as an already successful program continues to 
grow:
“We should include more components on raising awareness on impact of climate change especially with 
flooding.”
“Assist schools and engage them more with drills (earthquake, fire, flooding etc...)”
“Volunteerism is no longer relevant, and these youths need incentives to devote their time to the program 
especially since they do not have any source of income or job.”
“Other skillsets are needed (how to prepare for an interview, how to become marketable with the DRR 
skillsets)”
“Consider some trainings on Counseling services, Psychological First Aid, Radio Communication, Mental Health 
and Psychosocial support.”
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Some partners have been implementing this program for 8 years while the most recent began implementation 
3 years ago. There is variation in overall attitude towards the activities, with shorter-term staff and YEAC 
members expressing more enthusiasm for the program’s activities. A long-term respondent related that “the 
program can come off as boring and repetitive sometimes.”
Another respondent noted that one barrier to achieving innovation could be the project targets, that targets 
sometimes became the focus of the small teams which took away time and space to innovate: “We are very 
focused on achieving targets rather than impact at times.”
1.4 The project is capturing informal feedback through consultation but could improve formal ways to 
document feedback or a confidential way to report feedback.
Respondents in each country noted that there was a very close relationship between participants and staff, 
with multiple staff and members stating, “We are a family. YEAC is a family.” Staff described hearing and 
responding to feedback from youth members, and youth members reiterated that they feel heard by staff.
However, the project could benefit from a formal way to document feedback and a confidential channel 
through which feedback may reach the team. A feedback system with multiple channels including an 
anonymous channel and a confidential channel is rapidly becoming a requirement across donor agencies. 
During the reflection workshop, the team noted that before COVID, the project had been working with 
community suggestion boxes but that COVID had made the travel necessary to securely manage the suggestion 
boxes impossible. The following quotes are examples of things that may have come through to project staff in 
real time in a more formal system:
“There are a lot of needs in the communities that we are not able to meet such as social issues and mental 
health.”
“The packages that are given to the family’s needs to be reviewed and readjusted. Include maybe (flashlights, 
small radios, batteries etc.)”
1.5 The project could specifically consider stronger partnerships with stakeholders to create 
employment opportunities in the DRR sector.
For many youths, employment was both a priority and a worry. External stakeholders and youth in particular 
feel that the project could play a larger role in developing local DRR capacities through private sector 
connections, with one respondent noting, “Establish connection with the private sector.”
Other respondents built on this idea, noting the importance of employment to the youth and the potential 
YEAC has as a project to support youth in the employment space.
“Make members more employable with more appropriate skills. We could align them with DRR.”
“Members are very satisfied but maybe in job opportunities and job placement they want more. They want the 
YEAC project to facilitate these opportunities a bit more.”
“There seems to be some recruitment or retention challenges...perhaps finding ways to engage with 
stakeholders and create incentives for the youth could be something they could consider.”
2. Impact
2.1 The project transforms lives, even with limited resources.
Overall, in every country, YEAC is a popular program among stakeholders, both internal and external. Youth 
continue to engage with YEAC, and many respondents cited tangible examples of changes that they witnessed, 
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such as a shy member in Dominica becoming a talented public speaker or a closed-off member in Saint Lucia 
who is now the first person to share information during meetings – evidenced by the following: “The 
transformation of youth in the program is felt and witnessed.”
A long-term member discussed the role YEAC had in his/her life, stating that “Some of us came back and left 
but what we learn from the YEAC was good.” And another member highlighted the long-term commitment 
members feel toward the project: “Some of us have been members for 10-12 years.”
During the Caribe Wave 2022 Tsunami drill in Grenada, the lead evaluator met and informally interviewed a 
long-term YEAC member who had had to step back from YEAC involvement due to a new job. However, even 
as he was no longer an official YEAC member, he continued to participate as he was able, with his new 
commitments, supporting the Caritas Grenada YEAC leadership in coordination of the Caribe Wave 2022 
Tsunami drill along with NaDMA.
2.2 The project could consider geographic expansion in all countries. 
In many countries, there was an appetite among all stakeholders, especially members, to expand 
geographically to communities that have need but are not currently covered. “There are other communities 
that want to join but we are not in those places. The rural communities where there are needs are disconnected 
from the project. We need to find a way to expand and engage them.”
Overall, respondents recognized the importance of the project’s activities, represented through the following 
quote: “Reach in this project is definitely important.” Many pointed to the Caribbean’s vulnerability to natural 
disasters and expressed anxiety about the preparedness of those communities that have not worked with 
YEACs, with many pointing specifically to the trainings for members and the family disaster preparedness plans 
as tools essential to emergency preparedness in all communities vulnerable to natural disasters. 
3. Efficiency
3.1 The project should improve two-way communication especially around liquidations, submission of 
cash forecasts and reports that may lead to delays of payment.
Project staff pointed to communication as a challenge internally. Though payments were specifically called out 
in the interviews through the following quotes: “sometimes there are delays which would prevent us from 
making payments on time” and “some delays in receiving the funds which has delayed project activities to a 
certain extent,” in discussion during the reflection workshop the team agreed that the delayed payments had 
improved in recent months but that overall, communication between all four organizations could be improved. 
During the discussion, the team highlighted that this recommendation addressing two-way or multi-way 
internal communication.
3.2 The project could develop a completion process to better assist YEAC members aging out.
The age limit for YEACs (16-26) was a concern for both youth and staff, with a respondent noting that “the 
older persons older than 35 would like to be in it [YEAC] too.” Another respondent suggested that younger 
people would also like to participate, saying that there could be roles for both younger and older individuals 
outside of the interval of 16-26 years of age: “You could have a junior group – or a youth advisor.”
There is an appetite for further coverage of the program through preparing youth for the age-out, with the 
popularity of the programming pushing stakeholders, including external stakeholders, to recognize the 
program’s potential in empowering youth for adulthood service in DRR: “The only drawback that I am seeing 
with the overall aspect of the program it has to define more clearly the pathway of a young person into 
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adulthood – when you are no longer considered in the age range, what is the hinge that takes you somewhere 
else.”
3.3 Communication products could be developed centrally and shared more widely in communities. The 
project should consider innovative ways to share communication products through social media and 
events.
Members and staff would like to share the impact they feel their work is having more widely, with one 
respondent expressing “[the project] has impact but not visibility.” Another respondent suggested that YEAC 
“work on their visibility more to get persons to understand their work better.” 
An external stakeholder noted, “It isn’t very clear what the goals and objectives are as they [YEAC project] are 
not sharing widely with their stakeholders so that they [the stakeholders] all have an overall understanding in 
their [YEAC project] role in disaster management.”
Many ideas were shared for how the YEAC project and each organization could support greater recognition of 
the program and its benefits, including the following:
“Maybe an app, website or a page that shows all the different YEACs and their work and promote that app and 
share updates.”
“Meet people where they are…they like to party. We could do a beach clean-up and ask everyone to wear a 
white shirt or something so it’s visible.”
“We [could] send a blast message”
“Aspect of visibility should be more proactive activities – rather than response activities.”
3.4 In some areas, recruitment would be more effective if the YEAC brand were stronger.
YEAC members in particular felt that the project is in a position to improve brand recognition and that would 
aid in recruitment. YEAC members felt that much of the work they do is compelling but is not used to its full 
potential in recruiting members, evidenced by the following quote: “There is a need to document the success 
and the work of the organization…which would help with recruitment.”
Youth members also reported being misidentified in some places as members of other active civil society 
groups. 
A respondent suggested taking advantage of the strong social ties YEAC fosters, and many members mentioned 
that they joined with friends or because of friends.
“[The] social aspect is important to consider and include [for recruitment]. This is what attracts them. Ways to 
maintain face-to-face engagement or opportunities for them to contribute (beach cleaning, support to other 
stakeholders’ activities, cleaning gutters, etc.)”
3.5 The project could consider a conversation with the donor about revising the current budget and 
increasing the budget for the next phase, taking into account salary scales that consider cost of living 
and additional human resources.
In each country, there were concerns about the budget. Staff members do not feel that the current budgeted 
salaries reflect the cost of living, do not feel that there are enough staff members to achieve the targets, and 
do not feel that the salaries are competitive enough to attract and retain qualified staff members. Insufficient 
funding impacts the possibility of geographical expansion: 
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“Funding is not appropriate to reach the needs of the communities we serve. Funding has significantly 
decreased over recent years and so we are not able to have the impact we once had. We even had to reduce 
the number of camps because of funding issues. We now have less YEAC members because we don’t have 
enough resources to expand.”
Staff members also feel that the budget should be reviewed and revised, noting the following regarding 
retention challenges with current low salaries and volunteerism and the possibility of reviewing the training 
schedule to re-allocate resources to under-funded categories:
“in certain areas I think the budget could improve...CERT training on an annual basis is expensive”
“The budget needs to be consistent and aligned with the objective especially when it comes to the YEAC leaders. 
If we are asking someone to devote their time and train the Youth, there should be some sort of compensation 
for them, so they continue to value their contribution to the work.”
“Volunteerism is no longer relevant, and these youths need incentives to devote their time to the program 
especially since they do not have any source of income or job.”
4. Coordination 
4.1 The project is doing an excellent job of ensuring relationships that are locally relevant.
Each partner ensures that they are known to the relevant stakeholders in each country. As seen in table 4, 
there are many similarities between countries around the type of organization (the disaster management 
authority, the Red Cross), however there are also locally unique relationships developed that help YEAC remain 
relevant in each country. The project staff is very aware of the importance of this, relating that: “Success is 
based on relationships.”
Another staff member stated the fluidity of the relationships, noting that “the relationship with these 
stakeholders even go beyond the project.”
4.2 The project could integrate and involve other actors in a more structured, strategic, and active way.
While the project fosters locally relevant relationships, some external partners do not feel involved with the 
program. They are aware of the program, but do not feel invested. This is illustrated by the external 
stakeholders who said, “Beyond the trainings we don’t have much of a relationship.” and “We do not have 
many details on the YEAC so wouldn’t be able to elaborate much.”
From the YEAC project side, there is an appetite to participate in the larger DRR structure, with one member 
stating, “we want to participate in government things.”
One respondent suggested that the project look for partnerships to complement the trainings currently being 
offered as a point for strategic partnership: “Look for partnerships that could complement some of the 
trainings that are being offered by the YEAC.”
4.3 The project coordinated a regional exchange between partners and staff, and would like to see this 
happen more often. There is a sense in each country that they are operating in silos.
Many stakeholders, both internal and external, felt isolated (“YEAC is isolated in each island.” and “They are 
operating in silo.”) 
There was a recognition that this isolation was exacerbated by the COVID pandemic, however all agreed that 
the in-person events organized by the project were positive and should happen more often, but virtual 
events should be considered depending on the COVID context going forward. Someone brought up the idea 
16
of a partnership exercise, facilitated by someone external in order to strengthen coordination and 
cohesiveness among the teams.
“We should be looking for more ways and opportunities to include cross learning engagement amongst YEAC 
islands. The groups want to exchange amongst each other.”
“…could be virtual”
“More regional collaboration is needed particularly for the trainings. Other islands have interesting things 
that they are doing which could be shared and beneficial to the others. We should think about opportunities 
for the members to also exchange with the other members from other islands.”
“Good to have a partnership exercise amongst the partners…maybe have an external person facilitate this 
exercise.”
5. Sustainability
5.1 The project is seeking to understand youth perspectives and to include their voice in the project.
YEAC is lauded for engaging youth, capacitating youth, and creating a safe space for youth to productively 
develop life-saving skills (“The methods used by the youth is effective now and allow the project to meet its 
objective and gives a sense a structure and belonging to members.”)
The project is youth-centered, with a YEAC member noting, “everybody has a voice.”
The project is popular, with one respondent noting: “Hoping this program will continue as it is needed.”
5.2 The project equips youth with needed and marketable skills, but the youth require additional 
assistance to market themselves and/or the skills that they have learned.
The project is responding to youth needs through adapting training offered (“We have added additional life 
skill courses for members which will help with employability and eventual job placement.”), however 
members are not always confident in applying those skills outside of YEAC or an emergency context, with a 
YEAC member asking, “Where can we use our skills outside of an emergency?”
Stakeholders see this assistance as a core component of the mission of the project: “I believe that YEAC 
should be able to recommend these young people going into the work.”
A positive example of applying skills was described in Grenada, in which YEAC partnered with the government 
to have YEAC members work with medical professionals as assistance in first aid during a football 
tournament. YEAC members were highlighted as part of the program and the football association is looking 
to further include YEAC members in its activities: “with the football association they’ve already highlighted 
the training for the YEAC team going forward.”
5.3 The project should consider strategically engaging relevant ministries in each country to improve 
pipelines to employment for trained youth as well as coordination for emergency responses.
In line with other partnership recommendations and the recommendations shared by respondents to 
strengthen YEAC’s ability to support a pathway into adulthood, a respondent suggested that the project 
“consider strategic partnerships that can contribute to the projects objective and expand its reach and 
facilitate connections between the different emergency response actors,” with another respondent expressing 
that “YEAC isn’t very integrated at the parish level mechanisms.”
An external stakeholder, in discussing YEAC’s role in regional and national emergency response, noted that 
“you need a framework, you need a structure for the long haul.”
17
Another respondent shared a vision of what an integrated YEAC may look like, acknowledging that this would 
be something that requires buy-in and initiative from larger structures: “Government could create policy or 
protocol for successful graduates of YEAC – getting a job or assignment within a national structure – you’d 
want to be able to prioritize these people – even over university – someone who comes from ground up who 
has practical experiences.”
5.4 The project could find ways to engage donors in future proposals to reintroduce components of 
the project that supported sustainability such as the DRR grants.
Respondents look forward to future phases of YEAC and hope to include components that have been
removed from previous phases such as the mitigation grants: “we have removed a lot of what made the 
project impactful (mitigation grants etc.). More livelihoods options should be considered in the program.”
Respondents did not feel that the project should end yet, with one respondent saying, “I am afraid that if the 
project funding ended all their work would end too and there wouldn’t be any activities continuing.”
Others discussed new ideas, such as the following, for future phases: “Consider including opportunities for the 
members to have access to small funding opportunities or mechanisms within the YEAC groups to implement 
some of the needs they have identified for their communities and reach greater levels of acceptance (early 
warning systems, small DRR project in the community, repairs to a shelter, hazard mitigation funding 
opportunities and others).”
18
Annex 1: Recommendations and the Action Plan
# Theme Result/Conclusion Recommendations/Su
ggestions
Activities Date to 
complete activity
Responsible Resources/Support 
desired to complete
1.1 Relevance The project is responding with 
flexibility to the changes that 
happened during the pandemic.
Caritas Antilles -
partner by partner 
review on timeline 
(check ins with each 
partner to see where 
they are and what 
they can do in this 
time)
This is already 
happening, no 
need to discuss.
- - -
1.2 Relevance The project is engaging and 
unique, compared with other 
actors especially regarding the 
youth component. The project 
knows youth needs and interests 
but is not acting on them in some 
cases, likely due in part to lack of 
scope and budget. 
Within scope and 
budget - edutainment, 
next phase proposal 
budget - job 
readiness. Other 
human resources 
other geographic 
areas?
1. Discussion 
with all partners 
on how to 
include and 
integrate job 
readiness and 
life skills and an 
edutainment 
component into 
awareness 
raising; upload 
recommendatio
ns from 
evaluation to 
the ART 
platform and 
schedule a 
meeting with 
the donor 
(prepare 
meeting, discuss 
what we want 
to change 
17-May-22
Needs 
assessment 
conducted by 
June 13, 2022; 
Analysis and 
setting up 
conversation 
with donor by 
July 5, 2022.
Cynthia 
Fontenelle 
(Partner 
discussions); 
Each 
Finance 
Officer 
(prepare 
budgets and 
___leads 
donor 
meeting 
preparation)
*N/A, will use 
current regional 
space for this 
discussion
19
(prioritize, be 
clear on 
justifications for 
expansion) and 
how much more 
budget different 
scenarios would 
need)
2. job fairs with 
our 
stakeholders in 
the area of 
disaster 
preparedness 
3. Needs 
Assessments to 
justify 
expansion/progr
am edits
Cynthia
Fontenelle
Proann and all PMs 
for each island, CRS 
support in 
formulating needs 
assessment 
template, Review of 
analysis
4. Budget for 
needs 
assessment
PMs in each 
country
Potential resources 
needed in 
travel/logistics and 
time of PMs 
1.3 Relevance The project could benefit from 
innovations related to curriculum 
and project activities.
Map other services 
available in other 
social services in order 
to develop a referral 
mechanism. Some are 
already doing this (i.e. 
life skills courses for 
members); Within 
scope and budget, 
look for things (i.e. 
raising awareness of 
1. Create service 
map (who does 
what, contact 
numbers (i.e. a 
directory)); use 
checklist for 
each service 
provider, 
produce pocket 
guide to 
services
29-Apr-22 Mahalia 
Paul 
(complete 
template to 
share with 
all partners)
Daniela Suarez (to 
discuss with Abdiel 
service mapping 
examples)
20
climate change) and 
look to begin 
conversations with 
donors for what is not 
within this scope (i.e. 
job readiness). Look 
for strategic 
partnerships in 
communities so that 
they could start some 
of this now (i.e. 
qualified community 
trainers?, plan joint 
events, start 
discussions about job 
fairs/job pipelines, 
find synergies)
2. Identify and 
meet with 
environmental 
organizations 
working on 
climate change 
to explore 
synergies
30-Apr-22 Marcia 
Haywood
Identify YEAC 
member who is 
interested in climate 
change (climate 
change champion?) 
to support
3. Create a 
training around 
job readiness 
that would 
include resume 
writing, 
interview 
preparation and 
etiquette (incl. 
attire)
6-May-22 Dwayne 
Francis (will 
share 
curriculum 
materials 
with whole 
network to 
adapt)
21
4. Develop 
curricula 
(training guide) 
to address 
certain areas -
such as conflict 
resolution
6-May-22 Proann 
Francis 
Marcia Haywood 
general support, 
Rose-Anne 
Redhead, 
Anna/Daniela to 
share conflict 
resolution examples
1.4 Relevance The project is capturing informal 
feedback through consultation, 
but there is no formal way to 
document feedback nor a 
confidential way to report 
feedback.
Lack of feedback 
systems to be able to 
gauge needs - build a 
feedback system that 
accepts anonymous 
feedback (system to 
classify sensitive v. not 
sensitive feedbacks -
and pathways to 
channel those)
1. 
Workshop/work
ing session - go 
over basic 
components of 
a system, go 
over SOPs for 
each country, 
need dedicated 
time for PMs to 
do these things; 
in-person
Week of June 27 Daniela 
Suarez, 
Abdiel 
Cabrera 
(CRS)/Cynthi
a Fontenelle
Diane to share SVG 
SOPs
1.4 Relevance The project could specifically 
consider stronger partnerships 
with stakeholders to create 
employment opportunities in the 
DRR sector.
within scope and 
budget - establish 
private sector 
connection now, bring 
concrete proposals to 
the government, look 
at more specific MOUs 
for youth with 
government 
stakeholders for 
responses, develop 
SOPs for that; for next 
phase, identify job 
opportunities, help 
youth connect with 
them, look at training 
gaps, engage private 
sectors for internships
1. Mapping 
exercise of 
potential 
employment 
opportunities or 
internships with 
DRR 
stakeholders
April 30, 2022 
(Template); June 
17, 2022 
(complete 
mapping, all 
islands)
Proann 
Francis, 
develop 
template
Daniela Suarez, 
provide templates 
(virtual survey?)
22
2.1 Impact The project transforms lives, 
even with limited resources.
No action 
needed
- - -
2.2 Impact The project could consider 
geographic expansion in all 
countries. 
With additional scope 
and budget, expand 
curriculum, activity, 
and geographically. 
Already covered - - -
3.1 Efficiency The project should improve two￾way communication especially 
around liquidations, submission 
of cash forecasts and reports that 
may lead to delays of payment.
Consider a process for 
budget revision if the 
budget is not relevant, 
multi-way 
communication about 
delays; consider 
acreditation for in￾house training
1. Each partner 
develop ideal 
budget, keeping 
in mind cost 
categories (10% 
flexibility 
between cost 
categories, for 
more need to 
discuss with 
AOR)
13-May-22 Cynthia 
Fontenelle, 
Lintha Smith
Will reach out if 
needed
3.2 Efficiency The project could develop a 
graduation process to better 
assist YEAC members aging out. 
Define a pathway for 
graduating youth 
(leaders with stipends 
for next phase?), 
junior group? Youth 
advisor?, job 
preparedness?, 
increasing leadership 
roles?
Current phase -
recognition 
ceremony, 
defining role of 
youth advisors 
clearly;;Next 
phase - Establish 
clear selection 
criteria, 
establish clear 
pathway for 
how we will 
select and when 
leader roles, 
determine 
stipend we 
would want to 
propose to BHA 
(Two 
components -
31-May-22 Cynthia 
Fontenelle + 
PMs
None
23
pathway; 
stipend youth 
leaders and 
community 
service roles 
within the 
disaster 
response 
structures (once 
they've 
completed YEAC 
program))
3.3 Efficiency Communication products could 
be developed centrally and 
shared more widely in 
communities. The project should 
consider innovative ways to 
share well-produced 
communication products through 
social media and events.
Hold community 
events, further 
develop social media 
messaging, consider 
SMS messages, one 
pagers on project for 
external stakeholders, 
quarterly newsletter -
centrally focused that 
includes success 
stories and 
testimonials from 
quarterly reports
Current phase: 
update pages in 
domain -
posting recent 
and upcoming 
activities, one 
pager;; Next 
phase: Hire 
dedicated 
communications 
person, increase 
budget for 
visibility
May 6, 2022 -
create schedule 
of social media; 
May 30, 2022 -
one-pager
Proann 
Francis, 
create 
schedule of 
social 
media; 
Cynthia 
Fontenelle -
one-pager
PMs, community 
promoters; Daniela 
Suarez (CRS) to send 
template for one￾pager
3.4 Efficiency In some areas, recruitment would 
be more effective if the YEAC 
brand were stronger.
ID cards, flyers for 
recruitment, share 
local YEAC logos
Current phase: 
create Google 
photo database 
- each country 
shares photos 
and logos and 
template for a 
flyer for 
recruitment -
regional 
approach;; Next 
phase: include 
budget for ID 
May 31, 2022 -
Flyer
Cynthia 
Fontenelle 
and Marcia 
Haywood 
(Flyer + 
google 
drive)
budget
24
cards (badges 
that identify 
members on 
accomplishment 
with regards to 
training - like 
scouts) and flyer 
printing
3.5 Efficiency The project could consider a 
conversation with the donor 
about revising the current budget 
and increasing the budget for the 
next phase, taking into account 
salary scales that consider cost of 
living and additional human 
resources.
Review salaries based 
on cost of living, 
include more stipends 
for youth leaders 
(linked to completion 
process); review
transportation budget 
lines (Transportation 
budget is not 
sufficient to meet 
current needs); 
additional budget for 
next phase, revision of 
current budget.
Current phase -
each team 
submit proposal 
to CA through 
email based on 
financial reports 
(looking at
increasing 
budget on 
transportation 
where 
applicable);; 
Next phase: 
define method 
through budget 
review for next 
phase 
(specifically 
around salary 
scales)
Financials are 
due May 5 (April 
expenses); 
Requests to 
Lintha by May 5 
(request for 
revision)
Lintha Smith PMs to request
4.1 Coordination The project is doing an excellent 
job of ensuring relationships that 
are locally relevant.
- No action 
needed
- - -
4.2 Coordination The project could integrate and 
involve other actors in a more 
structured, strategic, and active 
way.
Create a more 
strategic relationship 
with the government, 
identify opportunities 
for YEAC visibility, for 
the next phase -
Stakeholder 
mapping (incl 
collab groups), 
stakeholder 
engagement 
schedule - key 
May 2, share 
template; May 
31, mapping 
complete
Rose-Anne 
Redhead to 
coordinate
Proann Francis to 
share template, 
Viviene Morris
25
involve government in 
design workshop
workshops for 
collaboration 
beween 
agencies & YEAC 
(beginning of 
project and/or 
throughout 
project)
4.3 Coordination The project coordinated a 
regional exchange between 
partners and staff would like to 
see this happen more often. 
There is a sense in each country 
that they are operating in silos.
Look at more virtual 
exchanges, for next 
phase look to budget 
for in-person 
exchanges
Island-level 
trivia 
tournaments -
regional level 
championship -
meeting with 
each PM, PAs, 
Community 
Promoters to 
develop island￾level 
tournament
June 10, 2022 -
target for 
completing all 
island-level 
tournaments; 
Regional 
tournament -
August 31, 2022
Viallai 
Edward
For local 
tournament - prizes, 
live streaming, food, 
transportation (?);; 
For regional 
tournament -
resources for travel 
(and lodging) and 
prizes, live 
streaming, food
5.1 Sustainability The project is seeking to 
understand youth perspectives 
and to include their voice in the 
project. 
- No action 
needed
- - -
5.2 Sustainability The project equips youth with 
needed and marketable skills, but 
the youth require additional 
assistance to market themselves 
and/or the skills that they have 
learned.
linking to rapid 
response funds 
(ELMA) for 
employment 
opportunities, 
showing youth where 
to apply these skills 
(humanitarian sector), 
review budget for 
eventual emergencies 
to move YEAC 
members between 
islands to support 
responses (i.e. when 
Finding 1.4 -
employment 
mapping 
relevant here, 
Request ELMA 
rapid response 
funds
- Proann (as 
in 1.4)
-
26
St. Lucia & Grenada 
members went to 
Dominica)
5.3 Sustainability The project should consider 
strategically engaging relevant 
ministries in each country to 
improve pipelines to 
employment for trained youth as 
well as coordination for 
emergency responses.
Including government 
in next design 
workshop?
Already covered - - -
5.4 Sustainability The project could find ways to 
engage donors in future 
proposals to reintroduce 
components of the project that 
supported sustainability such as 
the DRR grants - small grants for 
communities that serve as 
incentives to complete activities 
(i.e. drainage). 
Prepare illustrative 
list of types of projects 
that could be included 
(CRS can support) and 
how many could 
feasibly be 
accomplished within a 
project period and 
approximate 
maximum budget per 
project (has been up 
to USD$6,000 in the 
past, but needs to be 
discussed)
Prepare 
justification 
(why we want 
to include -
what impact 
have we seen in 
the past, type of 
leverage it 
creates), 
prepare 
approximate 
budget -
number of 
projects and 
budget per 
project, prepare 
an illustrative 
list of projects 
that could be 
projects
31-May-22 Dwayne 
Francis
CRS - Anna Hrybyk
27
28
Annex 2: PowerPoint Presentation of the findings
YEAC VIII Midterm 
Preliminary Findings P
29
Annex 3: Sources of Data and Data Collection Methods
From the Evaluation Statement of Work submitted with application by Caritas Antilles.
Data 
Collection 
Method and 
Frequency
Key variables or areas of 
inquiry to collect to meet 
the objective
Data Sources
(Respondents)
Sampling Method 
and Sample Size
Evaluation objective(s) and question(s) assessed with this 
method – Section D above
Desk review • Number of people 
trained in disaster 
preparedness, risk reduction 
and management 
• Number of people 
passing final exams or 
receiving certificates
• Percentage of people 
trained who retain skills and 
knowledge after two months
• Number of people 
trained in First Aid, Search and 
Rescue, or health related 
Disaster Risk Reduction 
activities
• Number of people 
trained in Leadership and Life 
skills
Project reports; 
IPTT and 
Monitoring Table
Training tracking 
log
n/a I. To verify that project progress is in line with 
reported/expected project planning and outcomes.
II. To identify different approaches that partners are 
undertaking to realize deliverables, and whether 
approaches/methodologies are contributing to planned capacity 
strengthening outcomes
III. To review the strengths and weaknesses of YEAC’s approach 
to date and to identify ways to strengthen it.
1. Relevance - are the specific activities and outputs of the
program consistent with the YEAC overall goals and indicators
2. Effectiveness – 2(b) How could the project be managed 
more effectively?7
4. Impact – 4 (a) what has happened as a result of the project; 
4 (b) what real difference has the activity made to the beneficiaries; 
4 (c) how many people have been affected.
Focus Group 
Discussion – 
Program 
Participants
Learning and synergies related 
to capacity strengthening, 
collaboration
YEAC Members 1 focus group with 12 
program participants
III. To review the strengths and weaknesses of YEAC’s approach 
to date and to identify ways to strengthen it.
VI. to analyze the importance of the emergency response and 
leadership and life skills trainings to the youths’ self-development 
and the development of their community
4. Impact – 4 (a) what has happened as a result of the project; 
4 (b) what real difference has the activity made to the beneficiaries.
5. Sustainability – 5 (a) to what extent are the benefits of the 
project likely to continue after OFDA funding ceases.
Key 
informant 
interview –
Learning and synergies related 
to capacity strengthening
Stakeholders 2 to 3 main 
stakeholders per 
country
VII. To gain an appreciation of organizations’ emergency 
response mechanisms and possible gaps in general emergency 
response
7 Please note that effectiveness was re-interpreted as coordination – how effective is the current coordination for the objectives of the project?
30
Data 
Collection 
Method and 
Frequency
Key variables or areas of 
inquiry to collect to meet 
the objective
Data Sources
(Respondents)
Sampling Method 
and Sample Size
Evaluation objective(s) and question(s) assessed with this 
method – Section D above
Stakeholders 
(participating 
organizations)
VIII. To understand stakeholders’ perspective on volunteerism 
and the role of youths in emergency response.
2. Effectiveness – 2(b) How could the project be managed 
more effectively?
4. Impact – 4 (a) what has happened as a result of the project
5 Sustainability - 5 (b)what major factors may influence the 
achievement or non-achievement of sustainability of the program or 
project.
Key 
informant 
interview – 
Project Staff
Learning and synergies related 
to capacity strengthening
Project Staff 3 project staff per 
country
II. To identify different approaches that partners are 
undertaking to realize deliverables, and whether 
approaches/methodologies are contributing to planned capacity 
strengthening outcomes. 
III. To review the strengths and weaknesses of YEAC’s approach 
to date and to identify ways to strengthen it. 
IV. To identify lessons learned and adaptation for the 
remainder of the project period and for future programs.
V. To identify how the YEAC project team has worked together 
within and across country program.
1. Relevance - are the specific activities and outputs of the 
program consistent with the YEAC overall goals and indicators
2. Effectiveness –2(a) to what extent were the stated 
objectives achieved and what were the major factors influencing the 
extent of achievement of the objectives; 2(b) How could the project 
be managed more effectively?
3. Efficiency - were activities cost-efficient; were objectives 
achieved on time; was the project implemented in the most efficient 
way, compared to potential alternatives. 
4. Impact – 4 (a) what has happened as a result of the project; 
4 (b) what real difference has the activity made to the beneficiaries; 
4 (c) how many people have been affected. 
5. Sustainability – 5 (a) to what extent are the benefits of the 
project likely to continue after OFDA funding ceases; 5 (b) what 
major factors may influence the achievement or non-achievement of 
sustainability of the program or project.