October 2012 This publication was produced for the United States Agency for International Development by International Business & Technical Consultants, Inc. (IBTCI) under REQ-519-12-000021, with the Aguirre Division of JBS International as a sub-contractor. The authors are Sergio Cambronero, Michael Midling, and Francisco Molina. The authors’ views expressed in this report do not necessarily reflect the views of the United States Agency for International Development or the United States Government. EVALUATION Performance Evaluation of the “Improving Access to Employment Program in El Salvador” PERFORMANCE EVALUATION OF THE “IMPROVING ACCESS TO EMPLOYMENT PROGRAM IN EL SALVADOR” Prepared by Sergio Cambronero Michael Midling Francisco Molina October 17, 2012 The authors’ views expressed in this report do not necessarily reflect the views of the United States Agency for International Development or the United States Government. IBTCI- Mid-term Evaluation-USAID Improving Access to Employment Program in El Salvador i Table of Contents Acronyms............................................................................................................................................................................ iv Executive Summary ........................................................................................................................................................... v Introduction ........................................................................................................................................................................ 1 Project Background and Implementation Status ........................................................................................................ 4 Evaluation Purpose, Objectives and Questions .......................................................................................................... 6 Evaluation Objectives ................................................................................................................................................... 6 Participants and Audiences ......................................................................................................................................... 7 Evaluation Questions and Key Issues addressed ................................................................................................... 7 Evaluation Scope, Methodology and Limitations ........................................................................................................ 8 Evaluation Process and Selection of Sources ......................................................................................................... 8 Data Collection and Analysis ................................................................................................................................... 10 Data Collection Tools and Disaggregation............................................................................................... 10 Sampling Criteria for Interviews and Observation .................................................................................... 11 Limitations of the Evaluation .................................................................................................................. 11 Findings ............................................................................................................................................................................... 12 Assessing achievement and non-achievement ............................................................................................................ 15 Quality of the Data Collected by the Program ........................................................................................................... 19 Effect on Individual Beneficiaries.................................................................................................................................. 20 Effect on Academic Institutions .................................................................................................................................... 21 Effect on Central Government and Other Public Sector Entities .............................................................................. 21 Effect on Civil Society and the Private Sector ............................................................................................................. 22 Messages and Audiences .............................................................................................................................................. 27 Planning for the Final Year of Implementation ........................................................................................................... 28 CONCLUSIONS ............................................................................................................................................................. 29 RECOMMENDATIONS ................................................................................................................................................. 30 Annexes Annex A: Purchase Order, Including Scope of Work Annex B: Final Evaluation Plan Annex C: Summary of Key Program Performance Indicators & Higher-Level Outcomes Annex D: Key Program Performance Indicator Diagram Annex E: Two Distinct Categories of Program Activities Annex F: Organizational Chart for the Program Annex G: Sources of Information – Individuals Interviewed and Documents Reviewed ii Annex H: Extract Table of Partnerships - June 2012 Annex I: Field Work Program Annex J: Tools: Discussion Protocols & Questionnaires Annex K: Additional Reference Resources Annex K1: Additional details on knowledge transfer concepts presentation Annex K2: MTPS Screen Shots Annex L: Disclosure of Conflict of Interest Statements iii LISTS OF FIGURES AND TABLES Figures Figure I: Logic Model: Improving Access to Employment in El Salvador .............................................................. 3 Figure II: Evaluation Process ............................................................................................................................................ 9 Tables Table A-1: Indicators 1.4 & 1.5 from Component 1 ................................................................................................. 5 Table T-I: Indicators from Component 1 .................................................................................................................. 15 Table T-II: Indicators from Component 2 ................................................................................................................. 16 Table T-III: Indicators from Component 3 ................................................................................................................ 17 Table T-IV: Indicators from Component 4 ................................................................................................................ 18 IBTCI - Mid-term Evaluation-USAID Improving Access to Employment Program in El Salvador iv ACRONYMS AEROMAN Empresa AEROMAN AGAPE Asociación AGAPE El Salvador ALTHES Asociación de Líderes del Talento Humano de El Salvador BEL Bolsa de Empleo Local (Local Job Center) Carana Carana Corporation CASATUR Cámara Salvadoreña de Turismo CFA Corporación de Franquicias Americanas (Members include Pizza Hut, Kentucky Fried Chicken (KFC), China Wok, Wendy's, and Starbucks) CONSISA Grupo CONSISA ESFE Escuela Superior Franciscana Especializada (Franciscan Superior Specialized School) FEDISAL Fundación para la Educación Integral Salvadoreña FEPADE Fundación Empresarial para el Desarrollo Educativo FUNTER Fundación Teletón Pro Rehabilitación FUSALMO Fundación Salvador Del Mundo GOES Government of El Salvador IADB Inter-American Development Bank INSAFORP Salvadoran Institute for Professional Formation, Secretariat of the Presidency IO Intermediate Objective ITCA-FEPADE Instituto Tecnológico Centroamericano JICA Japan International Cooperation Agency JCAP Joint Country Action Plan LOP Life of Project/Program M&E MOL Monitoring and Evaluation Ministry of Labor MTPS Ministerio de Trabajo y Previsión Social (Ministry of Labor) MVA Microsoft Virtual Academy NGO Non Governmental Organizations PFG Partnership for Growth PMP Performance Monitoring Plan SEARCH A human resources recruitment firm base in El Salvador SIL Servicio de Integración Laboral para personas con discapacidad (Labor Integration Service for the Disabled) TOR Terms of Reference USAID United States Agency for International Development IBTCI - Mid-term Evaluation-USAID Improving Access to Employment Program in El Salvador v EXECUTIVE SUMMARY The Government of El Salvador (GOES) is determined to reverse the current trends of receding or marginal economic growth. To this end, US Government assistance to El Salvador recognizes this GOES-driven process and is supporting measures to overcome the pervasive barriers to increased investment and broad-based economic growth. Moreover, in timely consonance with national efforts to promote economic growth, the Partnership for Growth (PFG) Joint Country Action Plan (JCAP) 2011- 2015 between El Salvador and the United States enables the Governments of El Salvador and the United States to jointly engage new efforts to ensure, among other things, that education of the labor force matches labor market demand. Consistent with a focus on workforce development that stems from valuable research conducted prior to the JCAP initiative, in December 2009 USAID awarded a contract to Carana Corporation to undertake the Improving Access to Employment Program in El Salvador (the Program), Contract EEM-I-00-07-00006-00, with a total funding of $7.4 million. The Program, currently in its third year of implementation and scheduled to end in November 2013, focuses on improving the functioning of the Salvadoran labor market to make it capable of matching the supply of skilled workers with private sector demand for labor. The Program’s Performance Management Plan (PMP) covers four distinct areas of assistance including indicators that are mandated by Carana’s contract with USAID, as well as indicators designed to facilitate performance management and enable program improvements. Overall, Program outcomes relate to coverage and engagement of individual beneficiaries, including at-risk youth and people with disabilities, in an effort to increase access to employment. By mid-year 2012, the Program had achieved a total of 4,886 new or improved jobs (4,629 new jobs, or 95% of the total, and 257 improved jobs, or 5%). Based on accruals from early 2010, Carana has already surpassed the original life of program (LOP) target of 4,480 by 9%. So far, 42% of persons benefiting from new or improved jobs are women, 21% are youths, and 3% are people with disabilities. The Program’s training activities have been designed to yield increased competencies relevant to available opportunities in the Salvadoran job The Program was designed to make substantive contributions in four assistance areas (components): Component One: Promoting occupational skills standards and competency certification; Supports outcomes relating to the enhanced ability of Program counterparts and partners to adopt new training approaches, particularly among trainees representing at-risk youth populations; Component Two: Expanding consumer based reports and providing career counseling and placement; Supports outcomes that relate to new or improved options for vocational counseling and information for persons with disabilities; Component Three: Improving the labor market information system; Supports outcomes that center on improved access and availability of information on job opportunities and employability within the private sector in El Salvador. Component Four: Creating alliances with the private sector. Supports crosscutting outcomes that relate to the ability of the Program to establish and expand alliances as viable and sustainable mechanisms to implement activities. Purpose and Background IBTCI - Mid-term Evaluation-USAID Improving Access to Employment Program in El Salvador vi market, at times coupled with independent skills certification. Under the first two of the four areas of assistance, the Program has provided capacity-building inputs based on short-term training linked to real job vacancies. The third area of assistance relates to labor market studies undertaken and completed with Program resources and a fourth area of assistance promotes alliances with the private sector. Private sector alliances, developed as a fourth area of assistance, are viewed as the prime mechanisms for enabling immediate hiring following USAID-supported training, as well as sustained action beyond the life of the project. In July 2012, USAID/El Salvador issued a purchase order to International Business & Technical Consultants, Inc. (IBTCI) to undertake a mid-term performance evaluation of the Improving Access to Employment Program (the Program) in El Salvador. The main purpose of this performance evaluation is to inform USAID on how effective the public-private partnership model used in the Program in El Salvador was at a mid-term point in order to determine the effects on beneficiaries (defined as individuals and academic, governmental, civil society and private sector institutions) and how to make adjustments, if necessary, for the remaining LOP. The objectives of the evaluation as defined in USAID’s scope of work (SOW) are: 1. To determine the effectiveness of the public-private partnership model used in order to make assessments of whether this approach worked; 2. 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; 3. To determine priority areas of action for the remainder of the Program and; 4. To assess the effects the program has had on beneficiaries (in facilitating access to employment). USAID provided IBTCI a set of evaluation questions, in order of priority, to be answered as a result of the Mid-Term Performance Evaluation. Four main evaluation questions (including sub-questions where useful) relate to outcomes and their sustainability, lessons learned in capacity building and priority areas for the last year of implementation. The first four questions are: 1. How effective has the public-private partnership model used in the Program been? 2. What lessons have been learned about building capacity with local organizations in the area of workforce development? 3. 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? 4. 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? A final question was included in the SOW addressing the effectiveness of the program`s branding strategy in the context of USAID’s communications goals: 5. How aware are beneficiaries that this Project is funded by USAID? This evaluation covers implementation from the start of the Program in FY 2010 through the second quarter of FY 2012, which accounts for roughly three-fourths of total Program implementation. The evaluation was designed to engage key sources in a productive way during the evaluation. The team provided USAID with weekly written reports, conducted a stakeholders meeting, a predeparture debriefing and discussion with USAID, and made a final presentation to USAID and other stakeholders on October 3, 2012. Main Evaluation Questions Evaluation Scope, Methodology and Limitations Evaluation Purpose, Objectives and Questions IBTCI - Mid-term Evaluation-USAID Improving Access to Employment Program in El Salvador vii Overall, the evaluation process covered three differentiated stages: (1) a review of secondary sources (document review) and initial preparations for the conduct of on-site observation visits and field interviews; (2) in-country data collection and preliminary data analysis activities; and (3) production of the final evaluation report. The three-person team spent 25 calendar days conducting field activities in El Salvador. Overall, the evaluation findings clearly steer away from identifying a single model of public-private partnership used by the Program. Instead, findings point to a number of solutions explored by the Program. In this respect, a useful example is the training sponsored by the Program on vocational orientation and job placement for the staff of all 52 Bolsas de Empleo Locales (BEL) of the Ministry of Labor (MTPS), including supervisors and regional coordinators. Sixteen (16) hours of training were scheduled on weekends over a period of three months. As additional examples of successful partnerships that incorporate meaningful collaboration between private sector entities and government counterparts: 1. CASATUR is the association of hotels and restaurants and is the private-sector organization that interfaces with the Ministry of Tourism; 2. The alliance with The Salvadoran Institute for Professional Training (INSAFORP) combined the Program’s flexibility and quick response time with the vast training experience of this public sector institute; 3. The Labor Integration Service for the Disabled (SIL) has been working in association with MTPS on job placement for people with disabilities since 2007. The Program provided financial assistance and support for a “job fair” for persons with disabilities, including skills training for staff members. Major factors that contributed to the achievement of program objectives varied by the type of alliance established by the Program. However, field interviews show strong evidence that close consultation and follow-up with prospective and actual partners has been a common thread throughout the implementation to date. Key success factors in the engagement of public sector actors in job centers have been: a. Inclusive coverage that ensures MTPS buy-in; b. Appropriate training content and delivery; c. Successful introduction of a better approach to matching supply and demand. As called for in the TOR, the evaluation team included consultations with three private sector firms that chose not to participate in the Program and was able to obtain feedback from two of them. One of the firms that did not participate alluded to missing key staff to guide and conduct Program-supported activities; the other mentioned conflicting policies with salary incentives to trainees proposed under the partnership. Some of the most important elements for successfully engaging private sector partners are:  A major emphasis made on high-value certification;  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;  The ability to synchronize training with employers' hiring calendars;  A sound and replicable model for at-risk youth employment. Gauging the progress of the Program activities towards achieving targets has demanded a close review of the quality and the reliability of the data collected and compiled by the Program. At the outset, the Program had a more general focus on alleviating unemployment and underemployment for all age groups. Over the course of the Program’s evolution, it developed a progressively sharper focus on two key aspects, Findings …on progress achieved IBTCI - Mid-term Evaluation-USAID Improving Access to Employment Program in El Salvador viii which currently characterize its approach: (1) a focus on training for available jobs and (2) a youth￾employment focus.  Under Component 1, most targets have been achieved and surpassed and some targets that have not been met are due to positive evolution and changing expectations for Program outcomes. In particular, job placement and job improvement rates have exceeded the four-year targets.  However, the number of persons that have participated or completed training programs is somewhat lower than had been originally anticipated, over 70% of these goals have been reached.  The Program has also fallen somewhat short of its goals in terms of training for persons with disabilities—151 finished their training, 37 fewer than planned. Despite government-established mandates for the hiring of people with disabilities, and even after undergoing appropriate training, most people with disabilities face prejudice and a lack of job opportunities.  The number of trained vocational orientation or job placement counselors was exceeded in the first year of the project and 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. It appears that original targets on trained counselors might have not anticipated the Program’s ability to apply a highly effective and replicable model. Likewise, its more recent successes (including the recruitment of staff with relevant expertise) to use and benefit from social media activity, particularly Facebook, was not present at the outset of the implementation;  The internship initiative has not yet achieved its targets, but recent trends look promising. By the end of June 2012, 398 internships had started in private firms, NGOs or government institutions, meeting approximately 40% of the target. Moreover, 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. Only three of the eight proposed reports assessing the quality and efficiency of training programs have been completed and none of these reports adequately addresses the objective of providing employers and job-seekers with information on the quality of training programs. Instead, the proposed consumer-based reports were replaced as a major focus of Component 2, and greater emphasis was placed on providing career counseling and placement in activities. As noted in the final Recommendations section of this report, while the Program has successfully accrued a specialized knowledge to support its own internal decision-making processes, there is still a lack of effective mechanisms for transferring this knowledge and know-how to external partners and key actors that can be instrumental in continuing this work beyond the LOP.  The monitoring and evaluation (M&E) plan shows evidence of careful information gathering and monitoring of results with feedback and substantive participation of the Program staff and alliance members. Data are organized following a suitable and relevant structure with an adequate verification process as well as detailed and well-documented records on indicators reported to USAID.  Successful and productive relationships with business and sectoral organizations have expanded the …regarding relationships & sustainability …regarding M&E IBTCI - Mid-term Evaluation-USAID Improving Access to Employment Program in El Salvador ix reach of the Program and assured sustainability. In developing relationships with organizations that have access to other existing networks, the Program has been able to position new workforce training and placement solutions as part of larger existing institutional portfolios.  The Program has crafted successful and productive relationships with prominent members of the business community who can better assure its job placement goals. In developing this strategy, the Program worked closely with major employers in the service industry, youth￾serving organizations, and youth training specialists to develop a curriculum for entry-level positions, as well as a system for selecting and training youth.  Across the partnerships and the different training efforts they host, rates of placement fluctuate from just below 50% to 100%. A review of a cross-section of industries, skill levels and occupations addressed by the Program, shows evidence of a primary focus on directly and successfully matching supply with demand. Particularly during the later implementation period, demand has been consistently central for Program leadership in the context of the immediate needs of private sector operations. Drawing from Program implementation to date, it is vital to keep in mind the useful lessons accrued throughout the process: 1. There are organizations that have accrued valuable and unique knowledge on workforce development and effective approaches to matching supply and demand that would require further investments to fully incorporate and build on this knowledge. 2. The ability of training curricula to directly and rapidly address specific demands of specific industries and sectors is critical to the continuity and credibility of any workforce development initiative in El Salvador since it more effectively matches workforce supply with actual sector demand for specific profiles and skills; 3. A stronger alliance/partnership with the public sector, specifically expanding the alliance 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. The evaluation team considered the effectiveness of the Program`s branding strategy and communications goals, with the following findings: 1. Overall, beneficiaries were aware of USAID financial support of the activities they were engaged in. 2. When asked, beneficiaries tended to positively meld USAID assistance with Carana’s presence and assistance, making no real distinction between one and the other; 3. Without a doubt, the Program’s success with its online presence, particularly with Facebook, is the main communication success story. 4. Printed materials and various publications reviewed appeared appropriate for the type of media and expected audience reached; 5. Comments and opinions expressed were all favorable and accurate regarding the purpose, objectives and activities of the Program; …regarding supply and demand …on lessons learned …on communication IBTCI - Mid-term Evaluation-USAID Improving Access to Employment Program in El Salvador x 6. Most of the comments and opinions reviewed identified USAID support, often including details of actual activities and denoting first-hand contact with Program sources and spokespersons. In terms of priorities to consider for the last year of implementation, a number of areas and activities emerge from the review of the progress made by the Program to date: 1. Drawing on the network of alliances already established by the Program, it should seek to expand its employer base and expand the number of sectors covered to provide access to employment for youth targeted in the Committed Youth and Youth360 components. 2. Systematization of the solutions developed by the Program must yield a significant contribution to ensuring the relevance and effectiveness of new information made available on the quality of training and follow-up on the job placement rates that training programs achieve. This should be done by actively engaging the diversity alliance partners and other counterparts. 3. Establish alliances with organizations that specialize in the role of gender in the workplace to better address societal biases and hindrances to the participation of women in their ongoing Program activities. 4. Reinforce and expand Program activities with organizations and networks that already implement successful models in the training, orientation and labor intermediation for disabled populations. 5. Reinforce the work of associations and enterprises to develop explicit models of social responsibility. 1. 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. However, most of the alliances have been formed in the private sector, while the relations formed with INSAFORP and the Ministry of Labor and Social Protection (MTPS) are important exceptions. 2. 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. 3. The substantive participation of Allies in development of curricula and training objectives, as well as significant technical contributions from Program staff and external consultants in the development of an effective didactic approach have been essential for the Program´s success in matching labor supply and demand. 4. The Program-supported training provided to MTPS staff working on BEL nationwide in job placement activities has encouraged them to go beyond merely registering potential workers’ information in a database. The Program was able to promote behavioral changes when addressing potential candidates and raise performance standards in terms of the extent and depth of service delivery. 5. An area of Program activities that warrants significant strengthening is the effective and timely transfer of knowledge. 1. Develop a more proactive gender focus. During the stakeholders meeting conducted by the evaluation team, a recommendation was made to the senior staff of the Program to explore substantive consultations with organizations focused on the condition and development of women such as the Council of Women’s Affairs Ministers (COMMCA) and …regarding the last year Conclusions Recommendations IBTCI - Mid-term Evaluation-USAID Improving Access to Employment Program in El Salvador xi the local chapter of UN Women in El Salvador. In addition, the Program should include an assessment of employment trends by sector and by rural and urban markets, and the relative position of men and women within these markets. 2. Continue to support innovation in assisting at-risk youth find employment. The Program has made significant contributions in this regard, and should continue to support employment programs for at-risk youth. 3. Promote social responsibility in human resource management. The Program should work with organizations such as ALTHES that have adopted a corporate social responsibility ethic as part of their mission and core values to further incorporate gender, youth employment, and disability issues into its agenda. 4. Renew a focus on developing labor market information quality of training. Labor market information remains fragmented and poorly disseminated. The Program can begin to address the pressing need to strengthen a consumer-based information system by implementing measures that it indicated were necessary in its 2010 report on the quality and effectiveness of training programs,1 namely that it “publicize the importance of measures of program quality and efficiency, and encourage institutions to gather and publicize the indicators.” 5. Further work should be focused on people with disabilities in areas such as post-placement coaching and self-employment opportunities. As part of follow-up in the work place, the Program should engage post-placement coaching and specialized training to assist people with disabilities to retain their employment, honing skills to promote greater accommodation for disabilities that can further support sustained employment. Moreover, albeit in a more limited sphere, the Program should consider partnerships to develop entrepreneurial skills and business development opportunities for people with disabilities. 6. The Internship Platform should grow and evolve. It may be possible to reach, or even exceed, targets for placing interns through the Joven360 platform if marketing of services to employers is increased. An internship manual that includes guidelines and tips for interns to engage in the activities supported by the Program could be a helpful tool to increase acceptance and optimizations of the internship experience. 7. Knowledge Transfer should be a high priority. The Program could make a significant contribution by devoting substantial efforts to working with members of its existing network to promote knowledge transfer. Members of the Alliances believe that it is crucial to systematize the Program experience and to identify potential institutions that could play the role that Carana is presently playing. 1 Cesar Guerrero and Christopher Lewis, Carana Corporation, 2010. Quality and Effectiveness of University Professional and Technical Training Programs in El Salvador, p. 7. IBTCI - Mid-term Evaluation-USAID Improving Access to Employment Program in El Salvador 1 INTRODUCTION On a number of key economic growth measures, El Salvador has declined during the past decade. The Government of El Salvador (GOES) is determined to reverse these trends of receding or marginal growth. Accordingly, a new development model based on programs and initiatives to enhance productivity has considered innovation, entrepreneurial initiative, and a more effective use of both human and material resources available throughout its diverse landscape. US Government assistance to El Salvador recognizes this GOES-driven process and supports measures to overcome the pervasive barriers to increased investment and broad-based economic growth. A new framework for concerted action… In conjunction with national efforts to promote economic growth, the Partnership for Growth (PfG) Joint Country Action Plan (JCAP) 2011-2015 between the Governments of El Salvador and the United States constitutes one of the core strategy documents guiding US Agency for International Development (USAID) programming in El Salvador. Launched in November 2011, the JCAP enables the Governments of El Salvador and the United States to jointly engage new efforts to ensure, inter alia, that education of the labor force matches labor market demand. In this way, the Partnership for Growth constitutes a critical contribution to strengthening the process and creating a valuable opportunity for Salvadoran development. However, since the PFG was signed in 2011, economic growth in El Salvador has continued to be stifled by a serious contraction of investment and exports. In its Global Competitiveness Report for 2011-2012, the World Economic Forum indicated that El Salvador’s competitiveness had worsened since its 2009 report1. Of particular concern is that the country's inadequately educated workforce continues to be ranked as a problematic factor for doing business. This in turn echoes findings noted in the United Nations Development Programme’s Human Development Report of 2007-20082 regarding the need to better match education with new opportunities for decent work as a key element of improving the standard of living of Salvadorans. This latter report also cites other findings that are of special relevance to initiatives promoted by the PfG, including the negative effect on social cohesion and democratic governance associated with the lack of decent work for youth. Furthermore, the report expressed a concern for the condition of Salvadoran women, who had reported longer working hours and significant inequities in wages, access to employment, and employment-based social protection. A 2008 assessment on workforce development3 commissioned by USAID had already highlighted a major dilemma affecting the country’s ability to significantly advance broad-based economic 1 The Global Competitiveness Report 2011–2012, Professor Xavier Sala-i-Martin, Columbia University, Chief Advisor of the Centre for Global Competitiveness and Performance, World Economic Forum. 2011. Page 31. 2 Informe sobre Desarrollo Humano El Salvador 2007 – 2008, El empleo en uno de los pueblos más trabajadores del mundo. United Nations Development Program, San Salvador, 2008, William Pleitez, General Editor, Page 10. 3 El Salvador Workforce Development Assessment, Best Practices for Promoting Trade-Led Equitable Growth in the LAC Region, USAID Contract No. AFP-I-00-04-00002-00, Task Order No. 9, prepared by the National Center on Education and the Economy (NCEE) and Chemonics International Inc. Executive Summary: Issues and Recommendations, Pages 1 and 2. IBTCI - Mid-term Evaluation-USAID Improving Access to Employment Program in El Salvador 2 development. The assessment stated that while El Salvador’s relatively low average wages may have provided an incentive to prospective employers, the expansion of assembly-line apparel industries (maquilas) created limited incentives for employers or workers to seek added training to improve job skills. Accordingly, the JCAP creates a framework4 to support innovation for workforce development aimed at breaking this vicious cycle while responding to two major development challenges: low productivity in the tradables sector and crime and insecurity. These two challenges to growth are clearly associated with the ability of the GOES to expand the capacity of its workforce and more effectively enable greater access to employment opportunities. Ultimately, these two development challenges afford the Governments of the United States and El Salvador opportunities and the need to improve job and educational opportunities, foster private sector alliances and expand workforce training programs. The corresponding program actions within the context of JCAP can be expected to facilitate further investment in human capital and improve labor productivity. A timely and congruent initiative: The Improving Access to Employment Program in El Salvador Consistent with this focus on workforce development that stems from valuable research conducted prior to the JCAP initiative, in December 2009 USAID awarded a contract to Carana Corporation to undertake the Improving Access to Employment Program in El Salvador, Contract EEM-I-00-07-00006-00, for a total funding of $7.4 million. The Program, which is scheduled to end in November 2013, focuses on improving the functioning of the Salvadoran labor market to make it better capable of matching the supply of skilled workers with private sector demand for labor. The Program Logic In an effort to remain open to the opportunities afforded by changes in the labor market, the Improving Access to Employment Program is based on a process of continued learning and evolution. Annual work plans have identified areas of focus and activities that respond to emerging market needs and identified opportunities. The Program was designed to work jointly with the private sector, governmental institutions, non￾governmental organizations, vocational training and educational institutions including technical high schools, other donors and international cooperation agencies in four areas of assistance: (1) promoting occupational skills standards and competency certification; (2) expanding consumer￾based reports and providing career counseling and placement; (3) improving the labor market information system; and (4) creating alliances with the private sector. Under the first two of the four areas of assistance, the Program has provided capacity-building inputs based on short-term training. Training is designed to yield either certification completion or increased competencies relevant to available opportunities in the Salvadoran job market. Target 4 Partnership for Growth, El Salvador-United States, Joint Country Action Plan 2011-2015, Context, Page 4 The Program´s development hypothesis is: If workers' skills are matched with private sector needs; if labor market participants have access to quality market information; and if the private sector and Government are engaged in these efforts and contribute directly to the labor market through strategic alliances, then the Salvadorian labor market will function better and more efficiently and El Salvador will improve its competitiveness. IBTCI - Mid-term Evaluation-USAID Improving Access to Employment Program in El Salvador 3 outputs are expressed in number of individuals participating and completing training, continuing training beyond Program-supported activities, receiving job placement services, and being placed in jobs with Program support. Figure 1 The third area of assistance relates to labor market studies undertaken and completed with Program resources. Most of these studies were conducted by specialists and incorporated into Carana’s ongoing assessments of barriers and opportunities in the labor market. The fourth area of assistance records private sector alliances expressed as a numerical target, and there was a dramatic increase in the number of alliances during the Program’s third year of implementation (see a summary of Key Program Performance Indicators in Annex C). While most of the evaluation findings support the argument made by the development hypothesis regarding the need to match worker’s skills with private sector needs, the Program’s implementation to date does provide some, but not enough, evidence of the effectiveness or even viability of public-private strategic alliances as a major factor in improving the efficiency and competitiveness of the Salvadoran labor market. However, intended Program outcomes do relate to conditions of change in the labor market environment that could eventually contribute to a more efficient, possibly more competitive, use of human capital to address existing or emerging workforce demands. The driving premise is that the orientation, capacity building and mediation approaches hosted by the Program, in the context of a relatively small-scaled effort, have proven effective in augmenting the stock of competencies, knowledge, social and IBTCI - Mid-term Evaluation-USAID Improving Access to Employment Program in El Salvador 4 personality attributes, that positively impact the ability of Salvadorans to be employed and produce economic value. Consistent with the premise of supporting these conditions for desirable change, it was useful to review the Program’s higher-level outcomes in terms of the aforementioned areas of assistance encompassed by the logic model. Responsive to these desired outcomes, four distinct Program components were identified:  Component One supports outcomes relating to the enhanced ability of Program counterparts and partners to adopt new training approaches, based primarily on competencies that improve job placement success, particularly among trainees representing at-risk youth populations;  Component Two supports outcomes that relate to the emergence of new or improved nationwide options for vocational and career counseling services and information for new job seekers and for persons with disabilities;  Component Three supports outcomes that center on improved access and availability of information on job opportunities and employability within the private sector in El Salvador. Ultimately, outcomes in the private sector are expected to be influenced by launching of a national public-sector based strategy to stimulate youth employment;  Component Four supports outcomes that are cross-cutting to all other Program components. Outcomes relate to the ability of the Program to establish and expand alliances as viable and sustainable mechanisms to implement activities. Alliances can also enable the Program to identify and address priority areas and emerging opportunities to foster improved access to employment. Overall, outcomes relate to coverage and engagement of individual beneficiaries, including at-risk youth and people with disabilities, in an effort to increase access to employment. Within this context, private sector alliances are viewed as the prime mechanisms for assuring high rates of job placement, as well as sustained action beyond the life of the project. Alliances are also intended to promote partner financial contributions expected to at least equal the USAID GDA fund of $1.75 million allocated for these activities. Among additional important roles for public-private alliances, their ability to support and bolster the availability and access to quality information on job opportunities and employability have been, and will continue to be, critical in linking private and public sector interests and activities in support of increased access to employment. PROJECT BACKGROUND AND IMPLEMENTATION STATUS The USAID Improving Access to Employment Program (the Program) is considered a key component of the joint United States Government (USG)-Government of El Salvador (GOES) Partnership for Growth (PfG). It is a major component of USAID/El Salvador’s Strategic Objective 4: Workforce Development – New Employment and Improved Employment. The Carana Corporation is the prime contractor tasked with the implementation of the Program, the subcontractor, the Research Triangle Institute (RTI), was tasked with improving the quality of human capital, consistent with PfG Objective 3. The Program began operations in December 2009 and is scheduled to end on November 30, 2013. A Chief of Party and three area managers for program operations, accounting, and communications manage the Program. Working directly under the COP, a specialist leads the work in training and certifications and providing oversight to five program managers and a variable number of outside consultants. Each of the five program managers oversees one of the following IBTCI - Mid-term Evaluation-USAID Improving Access to Employment Program in El Salvador 5 activity areas: (1) participant screening and pre-selection processes; (2) at-risk youth programs; (3) English language training; (4) internships and persons with disabilities; and (5) quality of training. A monitoring and evaluation specialist is charged with all the performance monitoring activities. An organizational chart for the Program has been included in Annex F. Working through a number of private sector alliances, the Program has built collaborative relationships with prominent members of the business community, educational institutions, and non-governmental organizations to develop curricula, build a cadre of trainers, and train, certify and employ youth. In this way, the Program has successfully implemented training partnerships with the Corporation of American Franchises and its member firms, such as Pizza Hut, as well as with firms such as Walmart, which are not members of the Corporation of American Franchises. More recently, the Program began new partnerships with Pollo Campero and Megaboutique, as well as with other businesses in localities such as San Miguel, Sonsonate, and Puerto de La Libertad, to prepare at-risk youth for entry-level employment. Four Areas of Program Activities The Program has been structured as four distinct functional components that track the four intermediate results of the Program. These components are grouped into two distinct categories of Program activities (see details in Annex E), one of which deals with services to individual beneficiaries (“Certification, Consumer-based Reporting and Career Counseling”) and the second of which deals with system-building issues (“Labor Market Information System and Private Sector Alliances”). The Performance Management Plan (PMP) covering these four areas includes indicators contractually specified by USAID, as well as indicators designed to facilitate performance management and enable program improvements. USAID "F" indicators have also been included and highlighted where applicable. Implementing partners are able to input progress data directly into an online database, which is then validated by the Program's M&E Specialist. The data tracking system is currently being improved and its upgrades should be fully functional by late 2012. A summary diagram on selected indicators and high-level outcomes for each of the four areas of intermediate results is included in Annex D. In terms of progress to date, Table A-1 below presents the number of persons finding new job or job improvement disaggregated by sex, disability status and age (under 26). As of June 2012, 2,076 women had new or improved jobs, 760 above the cumulative target for 2012; 158 persons with disabilities (PwD) had new or improved jobs, 26 more than planned; and 1,036 young people had new or improved jobs, 412 less than the cumulative target for 2012. By mid-year 2012, the Program had achieved a total of 4,886 new or improved jobs (4,629 new jobs, or 95% of the total, and 257 improved jobs, or 5%). Based on accruals from early 2010, the Program has surpassed the original life of program (LOP) target of 4,480 by 9%. So far, 42% of persons benefiting from new or improved jobs are women, 21% are youths, and 3% are persons with disabilities. IBTCI - Mid-term Evaluation-USAID Improving Access to Employment Program in El Salvador 6 Component 1: Promote Occupation Skills Standards and Competency Certification Women Youth PwD* Total Women, Youth & PwD Global Target 1.4. Number of persons completing training programs 2,269 1,165 151 3,585 3,760 1.5. Number of persons finding a new job or receiving a job improvement, within 6 months of finishing training 2,076 1,036 158 3,270 2,632 * PwD: Persons with Disabilities Table A-1 – TARGETS ACCRUED BY THE PROGRAM THROUGH JUNE 2012 FOR WOMEN, YOUTH AND PERSONS WITH DISABILITIES Source: Carana/USAID Performance Management Plan and Logical Framework EVALUATION PURPOSE, OBJECTIVES AND QUESTIONS In July 2012, USAID/El Salvador issued a purchase order to International Business & Technical Consultants, Inc. (IBTCI) to undertake a mid-term performance evaluation of the Improving Access to Employment Program in El Salvador. Annex A contains the Scope of Work for this evaluation. The evaluation covered implementation from the start of the Program in FY 2010 through approximately the end of the second quarter in FY 2012, accounting for roughly three￾fourths of total Program implementation. The in-country work was conducted between August 6 and September 1 by a four-person team comprised of Sergio Cambronero (Team Leader), Michael Midling (Workforce Development Expert), and, via a sub-contract with the Aguirre Division of JBS International, Francisco Molina (Salvadoran Labor Expert). The fourth team member, Silvia Lopez￾Tull was responsible for providing all necessary logistic and administrative support. The main purpose of this performance evaluation (consistent with USAID's Evaluation Policy) is to inform USAID on how effective the public-private partnership model used in the Improving Access to Employment Program in El Salvador was at a mid-term point, in order to determine the effects on beneficiaries (defined as individuals and academic, governmental, civil society and private sector institutions) and how to make adjustments, if necessary, for the remaining time of the Program. There were no significant changes in the SOW technical requirements or evaluation questions. Minor adjustments were introduced and approved in the Evaluation Plan, associated with the methodology and timeline to better fit the timeframe and availability of sources (Annex B). Evaluation Objectives The objectives of the evaluation as defined in USAID’s scope of work (SOW) are: 1. To determine the effectiveness of the public-private partnership model used in order to make assessments of whether this approach worked 2. 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 3. To determine priority areas of action for the remainder of the Program 4. To assess the effects the program has had on beneficiaries (in facilitating access to employment). IBTCI - Mid-term Evaluation-USAID Improving Access to Employment Program in El Salvador 7 Participants and Audiences The scope of work identified the main participants in the evaluation as: (1) program beneficiaries in general; (2) selected officials of the Government of El Salvador (GOES), principally from the Ministry of Labor (MTPS); (3) private sector partners, and; (4) academic institutional partners. The principal internal audiences of this evaluation are USAID/El Salvador and Carana Corporation, who are expected to use the results to make any final adjustments during the last year of implementation. Also, because Carana Corporation has managed and implemented the Program based on a process of constant learning and evolution and seeks to respond to market needs and emerging opportunities, the evaluation reviewed the lessons learned and best practices that could be drawn from Program implementation to date. In addition to responding to the requirements of internal audiences, USAID also foresees the likely interest of a number of external audiences for the evaluation results, principally in the public sector. The main external audiences that were considered by the evaluation are entities of the GOES, particularly the Ministry of Labor, the Technical Secretariat of the Presidency, and the Salvadoran Institute for Professional Formation (INSAFORP). It is anticipated that these public sector audiences will use the results as input for Partnership for Growth (PFG) planning. Hence, the evaluation will provide these audiences with information that they can use to adjust and plan for future programming designs in the area of access to employment. Evaluation Questions and Key Issues addressed USAID provided IBTCI a set of evaluation questions, in order of priority, to be answered as a result of the Mid-Term Performance Evaluation. The Evaluation Report is expected to relate its findings, conclusions and recommendations to the following questions contained under the SOW, tracking their predetermined order of priority, as well as to the stated evaluation purpose. The questions included in the SOW are: …questions addressing the effectiveness, outcomes and sustainability of the approaches to public-private partnerships used by the Program: 1. How effective has the public-private partnership model used in the Program been? a. What were the major factors of the model that influenced the achievement or non­achievement of program objectives? b. What types of relationships have been developed through the model? c. What direct impacts did the model have on reaching and affecting beneficiaries (defined as individuals and academic, governmental, civil society and private sector institutions)? d. Did the model promote a match between the supply of skilled workers and a private sector demand for labor? Explain. e. What measures have been taken by involved institutions to foster sustainability once the Program ends? …questions addressing the capacity building approaches in workforce development used by the Program: 2. What lessons have been learned about building capacity with local organizations in the area of workforce development? a. What recommendations can be made to build capacity with local organizations for future workforce development programming, based on these lessons learned? IBTCI - Mid-term Evaluation-USAID Improving Access to Employment Program in El Salvador 8 3. 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? …questions addressing priority areas to be pursued by the Program during the remainder of the implementation period: 4. 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? …addressing awareness of USAID´s role in supporting the project: A final question was included in the SOW addressing the effectiveness of the Program`s branding strategy in the context of USAID’s communications goals. Specifically, the evaluation refers to the Carana Corporation Branding Plan and solicits observations and recommendations on aspects of visibility, messages and audiences, including the communications materials produced and distributed by the Program. Observations and recommendations will strive to provide USAID with a sense of how its presence and support has been reflected in the development topics addressed and program efforts undertaken by this initiative. 5. How aware are beneficiaries that this Project is funded by USAID? EVALUATION SCOPE, METHODOLOGY AND LIMITATIONS This evaluation covers implementation from the start of the Program in FY 2010 through the second quarter of FY 2012, accounting for roughly three-fourths of total Program implementation. The evaluation design was designed to engage key sources in a productive way during the evaluation. The team provided USAID with weekly written reports, conducted a stakeholders meeting to review preliminary findings, held a pre-departure debriefing and discussion with USAID, and gave a final presentation to USAID and other stakeholders on the final report on October 3, 2012. Evaluation Process and Selection of Sources Overall, as described in Figure II below, the evaluation process covered three differentiated stages: (1) a review of secondary sources (document review) and initial preparations for the conduct of on-site observation visits and field interviews; (2) in-country data collection and preliminary data analysis activities; and (3) production of the current draft final evaluation report. In compliance with SOW requirements, a total of 25 calendar days were applied to the field activities in El Salvador. The first week of in-country activities involved initial consultations with USAID and senior Carana team members to identify sources and complete a review of a final set of secondary sources. These initial consultations enabled the evaluation team to develop a work plan that would allow team members to observe the approaches of Program staff and implementing partners to workforce development as well as the outcomes of these approaches among the different target populations. IBTCI - Mid-term Evaluation-USAID Improving Access to Employment Program in El Salvador 9 After this preparatory period, field interviews were conducted throughout the remainder of the field study period. During the final week in-country, stakeholder meetings were convened to discuss preliminary findings and a final debriefing was held with USAID. Subsequently, the team prepared a draft report, and after USAID’s comments were incorporated, IBTCI prepared and delivered a Final Evaluation Report, along with an in-country presentation of the evaluation findings, conclusions and recommendations. Figure II: Evaluation Process A design matrix presented in Annex G shows the measurement criteria used to address each of the evaluation questions included in the SOW. This matrix presents the sources of the information, the specific evaluation design approach and sampling used for each question, data collection instruments used, as well as the necessary details of the data analysis. Secondary sources were referenced as sources of context and useful background to other data collection efforts in the field. Moreover, to assist with future project planning and implementation, the evaluation also examined the validity and relevance of current performance indicators, targets and outcomes as included in the Performance Management Plan (PMP) and all quarterly reports REVIEW OF SECONDARY (DOCUMENT) SOURCES  IDENTIFICATION AND REVIEW OF THE FINAL SET OF SECONDARY SOURCES;  INITIAL CONSULTATIONS WITH USAID AND CARANA;  IDENTIFICATION AND CONTACTING OF EVALUATION SOURCES;  FIELDWORK PROGRAMMING AND INITIAL LOGISTICS; IN-COUNTRY DATA COLLECTION AND PRELIMINARY DATA ANALYSIS  FINAL DEVELOPMENT AND TESTING OF DATA COLLECTION TOOLS;  FIELD OBSERVATION VISITS AND INTERVIEWS USING DATA COLLECTION TOOLS AND GUIDELINES;  DATA INTEGRATION AND PRELIMINARY ANALYSIS TO DETECT POSSIBLE REDUNDANCIES OR VOIDS;  DATA TRIANGULATION AND FINAL FACT-CHECKING;  WEEKLY ABBREVIATED REPORTING OF PROGRESS TO USAID;  PERIODIC CONSULTATIONS AND FEEDBACK FROM THE CARANA TEAM;  STAKEHOLDERS’ MEETING TO DISCUSS PRELIMINARY FINDINGS AND AVAIL FEEDBACK ON KEY ISSUES;  FINAL IN-COUNTRY DEBRIEFING WITH USAID TO DISCUSS PROSPECTIVE FINDINGS, CONCLUSIONS AND RECOMMENDATIONS; PRODUCTION OF FINAL REPORT  FINAL DATA ANALYSIS AND DRAFTING OF FINDINGS;  PRODUCTION OF DRAFT REPORT AND COMMENT MATRIX;  REVIEW, COMMENT AND APPROVAL OF DRAFT REPORT; 5 DAYS IN-COUNTRY 20 DAYS IN-COUNTRY 21 DAYS AT DISTANCE INITIAL FIELDWORK DATA COLLECTION ANALYSIS & DRAFT IBTCI - Mid-term Evaluation-USAID Improving Access to Employment Program in El Salvador 10 through June 2012. A complete listing of all sources (whether primary or secondary) and cross￾referenced details to the evaluation questions is included in Annex H. Data Collection and Analysis This mid-term evaluation of the Improving Access to Employment Program assessed the program’s ability to achieve its intended targets, while closely examining the quality and reliability of the data collected throughout program implementation to date. For this purpose four major groups of respondents were selected: (1) “enterprises,” which included all employers and their respective associations; (2) public officials of the Ministry of Labor, including counselors and supervisors in local public job placement centers (BEL); (3) persons involved with curriculum development and training of program participants and partner staff (e.g., BELs); and (4) individual beneficiaries that were identified by the Program as participants. In addition to observing activities programmed by Carana and its partners, the evaluators also conducted semi-structured5 individual and group interviews as well as structured written questionnaires. Although some of the group interviews utilized focus group techniques, such as soliciting answers on a limited number of questions from all members of a particular group, group interviews were primarily intended to provide feedback from the perspective of service providers, partners, and direct beneficiaries. Because respondent groups varied widely in terms of their roles or participation in program activities, a direct comparison of the responses from each group was not pursued. Guidelines were developed to register the information collected in the interviews and a resulting matrix summarizes their bearing on the evaluation questions. Data Collection Tools and Disaggregation Accordingly, the fieldwork concentrated on collecting data and user feedback from semi￾structured individual or group interviews. This more flexible approach was also helpful in addressing time and logistic constraints that would otherwise have required significant adjustments to samples and locations as the field activities progress. Data were disaggregated by age, gender and geographic distribution. The complete set of protocols that were selectively considered when undertaking individual and group activities is included in Annex J. Overall, tools were designed to establish linkages between beneficiary responses or observed activities and the main evaluation questions. The tools used for gathering and analyzing beneficiary’s information included: a) Individual Interview Protocols: Semi-structured individual interview protocols contained questions and guidelines that solicited feedback in a one-on-one setting. These were used primarily with employers, public officials, trainers, and job counselors. b) Group Interview Protocols: Semi-structured group interview protocols contain questions and guidelines that solicit feedback in a group setting. These used primarily with young adults benefitting from the Program. c) Questionnaires: In addition to interviews, a limited number of participants and other beneficiaries (54) were asked to complete short questionnaires. An online questionnaire was also developed to solicit responses from participants using the Joven 360 online platform. A total of 942 responses were registered over a period of two weeks and data from this 5 A semi-structured interview is a method of research used in the social sciences based on a framework of themes to be explored. While a structured interview has formalized, limited-set questions, a semi-structured interview is flexible, allowing new questions to be brought up during the interview as a result of what the interviewee says. IBTCI - Mid-term Evaluation-USAID Improving Access to Employment Program in El Salvador 11 questionnaire has been used to gauge beneficiary perceptions. Questionnaires were intended to assist with the triangulation of feedback and provide a useful contrast to verbal responses. The complete results of questionnaires applied is contained in Annex K. The compilation of internal interview notes provided the basis for cross-site analysis and discussion of preliminary findings. A summary presentation of these findings was used to encourage additional feedback from stakeholders and Program senior staff in a meeting conducted during the final week of in-country activities. The presentation included lessons learned, prospects for sustainability, and some initial recommendations on priority areas of focus for the final year of implementation. Sampling Criteria for Interviews and Observation An initial consultation with USAID and in-depth discussions with the Chief of Party (COP) and the technical personnel of Carana during the first week of the evaluation provided added background and clarification on specific program activities and enabled the evaluation team to define the objectives and the methodological alternatives for conducting interviews and site visits. To maximize the efficiency of interviews with Program beneficiaries (defined as individuals, academic, governmental, civil society and private sector institutions), the evaluation team grouped the Program’s alliances into five categories. The first group centered on improving English skills; the second group focused on youth at risk; the third group emphasized jobs for persons with disabilities; the fourth group dealt with public sector activities including job centers; and the fifth group was training providers and their instructional curricula. Group interviews were conducted with a minimum of three individuals; a few exceeded six participants. All group interviews were structured in a way that encouraged meaningful participation and contributions from participants. Selection of the visits and interviews was made using information and records provided by Carana, including those records pertaining to the training program for the month of August 2012. Visits and interviews were carried out in San Salvador and the Departments of San Miguel, Santa Ana, and La Libertad. A complete listing of visits and interviews conducted has been included in Annex I. Sampling methods were chosen to address the specific scope and nature of the activities undertaken by the Program under each category. For example, in those cases where activities involved large numbers of participants, the evaluation team sought to attain a balance between individual and group interviews. In general, the evaluation team conducted between 4-6 individual or group interviews in most of these categories. Limitations of the Evaluation A number of limitations to the evaluation were noted in the approved Evaluation Plan: 1. The selection of sites visited and their respective beneficiary populations constitute a purposive sample.6 Hence, not all beneficiaries had an equal probability of being included in this sample. 6 A purposive sample, also referred to as a judgmental or expert sample, is a type of non-probability sample that is selected based on the knowledge of a population and the purpose of the study. This sampling approach enabled the evaluation to apply the Program’s learning curve to select a sample that could best IBTCI - Mid-term Evaluation-USAID Improving Access to Employment Program in El Salvador 12 2. Participants were selected to cover the broadest possible range in terms of age, gender and employment focus, as well as applicable demographics, geographic distribution and special interests. However, formal stratification or clustering was not feasible within the evaluation timeframe. 3. The Program does not have a baseline on non-participants. It does have pre-participation data on trainees, but a rigorous pre- and post-project comparison was not possible. There is no rigorously defined counterfactual to enable comparisons with populations that were not included in the project. 4. Carana maintains employment records only for the first six months of employment. Therefore, the duration of employment beyond this period could not be assessed. 5. Although the team interviewed several organizations serving people with disabilities and discussed barriers to employment with several other respondents, including employers, evaluators did not interview disabled persons that had benefited from training or job placement at customer service centers.7 FINDINGS Overall, the evaluation findings clearly steer away from identifying a single model of public-private partnership used by the Program (see Annex H). Instead, findings point a number of solutions explored by the Program, including public-private collaboration where training beneficiaries from the Ministry of Labor (MTPS) were adjoined with peers from other private sector efforts in workforce orientation and job placement: The Program sponsored training on vocational orientation and job placement was to the staff of all 52 Bolsas de Empleo Locales (BEL) of the Ministry of Labor, including supervisors and regional coordinators. Sixteen hours of training was scheduled on weekends over a period of three months. The training allowed MTPS personnel to interact with personnel from other BELs as well as individuals from other participating institutions such as Fe y Alegria and Chambers of Commerce. This interaction promoted the belief among MTPS personnel of the importance of strengthening links with the private sector and non-governmental organizations (NGOs). reflect the key issues of the evaluation. It also was an approach commensurate with the time, resource and source availability constraints present in this evaluation process. 7 While efforts were made to contact disabled persons that had been direct beneficiaries of the program through the proper channels provided by institutional partners, the main focus of the Evaluation Team´s exchanges was with the partner organizations themselves. Hindrances to speaking with individuals were due to time constraints in completing the appropriate arrangements and protocols for interviewing disabled persons in the field and the sensitivity of partner institutions about approaching persons that had faced a difficult experience resulting in an eventual loss of employment, such as those that were placed in Citibank service center positions. How effective has the public-private partnership model used in the Program been? IBTCI - Mid-term Evaluation-USAID Improving Access to Employment Program in El Salvador 13 There are also some important examples of successful partnerships that incorporate meaningful collaboration between private sector entities and government counterparts:  CASATUR is the association of hotels and restaurants and is the private-sector organization that interfaces with the Ministry of Tourism. In La Libertad, the Ministry of Tourism makes available space in the offices in its Center of Friends of the Tourist (CAT-Centro de Amigos del Turista) for English for Work classes for workers from local restaurants and hotels.  The alliance with The Salvadoran Institute for Professional Training (INSAFORP) combined the Program’s flexibility and quick response time with the vast training experience of this public sector institute. Instead of following its traditional approach of concentrating activities on private sector demand for training for existing employees, in collaboration with the Program, INSAFORP adopted a new strategy for financing the training of potential employees in activities in high demand by private sector firms.  The Labor Integration Service for the Disabled (SIL) has been working on job placement for people with disabilities since 2007. It has permanent presences in Sonsonate, La Libertad, San Salvador and Usulután. SIL’s offices outside of San Salvador are located in MTPS departmental (regional-level) branch facilities, and SIL staff work in close collaboration with MTPS regional staff. SIL builds its database of people with disabilities from the records of local governments and 58 associations (NGOs) that work with disabled populations. The organization also works closely with Ministry of Health staff to identify disabled individuals nationwide while handling a caseload approximately 3,500 persons, of whom nearly 40% of them are considered employable. The Program began working with SIL in September 2011, providing financial assistance and logistics to support the “job fair” for persons with disabilities and providing skills training for 13 staff members on vocational orientation and job placement. Major factors contributing to the achievement of program objectives varied by the type of alliance established by the Program. However, field interviews show strong evidence that close consultation and rapid follow-up with prospective and actual partners has been a common thread throughout the implementation to date. In addition to participating firms, the evaluation team included consultations with three private sector firms, Sinergica (IT), Omnisport (retail), and San Julián (dairy), that chose not to participate in the Program and was able to obtain feedback from two of them. One of the firms alluded to missing key staff to guide and conduct Program-supported activities, while the other mentioned conflicting policies with salary incentives to trainees proposed under the partnership. Key success factors in the engagement of public sector actors in job centers have been: 1. Inclusive coverage that ensures MTPS buy-in; 100% coverage of job service managers (BEL gestores de trabajo), including supervisors and coordinators at the regional and national levels; 2. Appropriate training content and delivery; What were the major factors of the model that influenced the achievement or non­achievement of program objectives? IBTCI - Mid-term Evaluation-USAID Improving Access to Employment Program in El Salvador 14 The Program developed appropriate curricular content and delivery relevant to local and regional contexts that established a new quality standard for the work undertaken by job service staff. 3. Successful introduction of a better approach to matching supply and demand: The Program successfully communicated the need for a “customer focus” which was previously absent in the work undertaken by job service staff. New practices and service routines center on better establishing a candidate profile that can then be matched to a better understanding of employers’ requirements at the local level. Some of the most important elements for successfully engaging private sector partners are:  A major emphasis made on high-value certification: A focus on highly specialized certification in the area of information technologies (IT) enables a very high yield in terms of the Salvadoran labor market. As one example, only two years ago, there were only 20 persons certified at Microsoft’s highest level (level 5) of .Net certification. Today there are more than 70 persons holding that certification, and the majority were trained with support from the Program partners such as CONSISA and ESFE/AGAPE. English for Work directed to the field of aviation mechanics and training for the Aviation Mechanic Airframe Practical Test yielded a high economic value and provided a sustainable and replicable model.  The ability to incorporate a sound pre-selection model: In partnership with the Fundación Salvador del Mundo (FUSALMO), a major and more recent contribution has been the development of an effective model for pre-selection of candidates for existing jobs offered through employers participating in the Program.  Appropriate and effective teacher training options: FUSALMO contracted with trainers in each of the country’s 14 departments to deliver an 80- hour training for 2600 teachers on the use of Microsoft products. A large majority of the teachers trained had no previous experience using computers.  A well-grounded approach to addressing specialized labor market niches: Program partners trained 20 people with disabilities for jobs in Spanish-language service centers, mostly serving Spanish-speaking customers. In early 2011, CONSISA was contracted to certify 100 persons in five different IT areas, including Java, .Net, Software testing, Internet portals for commerce and IT assistants (general assistance for anti-virus use and computer troubleshooting). All 100 persons completed the training, 72 received certificates, and 82 were placed in jobs. Don Bosco University, a prestigious and unique higher learning institution that has adapted the Salesian order’s vocational and technical approach, has developed a short-term certification program for electricians. These technical skills are in high demand and most trainees are immediately employed by public utility services upon completion and certification.  A sound and replicable model for at-risk youth employment: IBTCI - Mid-term Evaluation-USAID Improving Access to Employment Program in El Salvador 15 The collaboration between the Corporation of American Franchises (CFA)—which has among its members Pizza Hut, Kentucky Fried Chicken (KFC), China Wok, Wendy's, and Starbucks— and the Committed Youth component of the Program, which provides orientation, pre￾selection, and training services for new workers, has been one of the key factors leading to the success of this youth-focused model. Assessing achievement and non-achievement As an essential part of this evaluation, gauging the progress of the Program activities towards achieving targets has demanded a close review of the quality and the reliability of the data collected and compiled by the Program. Moreover, it is also important to link these quantitative measures with qualitative issues, such as ownership of the concept of alliances, the relation of partnership-building with project implementation, the strength of these partnerships, all of which have an impact on the achievement of project targets and the determination of priorities for the remainder of the Program and for future USAID investment. …most targets have been achieved and surpassed and some targets that have not been met are due to positive evolution and changing expectations for Program outcomes Under this component, three of the indicators have already exceeded cumulative life of program (LOP) targets: (1) The Program reached the LOP target of the number of persons finding a new job or receiving a job improvement within six months of finishing training after eleven quarters of operation. In one sense, this can be interpreted as an effective strategy of matching labor demand with training, which is largely correct; in another sense, however, this number includes placements done by public job centers, reflecting only contributions to the publicly-funded workforce development system in terms of capacity building for a more customer-focused system; (2) The target of the number of persons participating in training programs and number of persons completing training is 70% completed. Component 1: Promote Occupation Skills Standards and Competency Certification 2010 2011 2012* Cumulative Target LOP Progress % 1.1 Number of industries supported by the Program 3 5 1 9 8 112.5 1.2 Number of competency-based curricula developed 9 10 7 26 16 162.5 1.3 Number of persons participating in training programs 200 3,764 1,672 5,636 8,000 70.5 1.4 Number of persons completing training 200 2,899 1,413 4,512 6,400 70.5 1.5 Number of persons finding a new job or receiving a job improvement, within 6 months of finishing training 130 2,124 2,632 4,886 4,480 109.1 1.6 Number of trainees who continue studies after training 0 4 0 4 1,920 0.2 * Through June 2012 Table T-1– TARGETS ACCRUED BY THE PROGRAM THROUGH JUNE 2012 Source: Carana/USAID Performance Management Plan and Logical Framework Component 1: Promote Occupation Skills Standards and Competency Certification IBTCI - Mid-term Evaluation-USAID Improving Access to Employment Program in El Salvador 16 The Program results to date reflect one of the main strengths of the Program, the matching of supply and demand for labor with firm- and sector-specific training programs such as English training for aircraft maintenance personnel and for tourism, and customer service training for retail services industries such as supermarkets and restaurants. However, although job placement and job improvement rates are high, the number of persons that have participated or completed training programs is somewhat lower than had been originally anticipated, with about 70% of this goal having been reached. This is due to a more recent emphasis on training for existing jobs (rather than on training for its own sake.) By June 2012, 2,269 women completed training, 369 above the cumulative target set for 2012. Also, although youth aged 25 and under currently make up a high percentage of trainees, this was not the case during the early period of implementation. For this reason, the 1,165 young people that completed training represented 995 fewer than the cumulative target by 2012. …however, targets for disabled persons were not achieved The Program has also fallen somewhat short of its goals in terms of training for people with disabilities—151 finished their training, 37 fewer than planned. One of the main issues facing persons with disabilities is that despite government-established mandates for the hiring of disabled persons, and even after undergoing appropriate training, most Salvadorans with disabilities face the frustrating reality of prejudice and a resulting scarcity of job opportunities. Table II below shows that performance on two indicators has exceeded expectations by a very wide margin, and performance on a third measure has also substantially surpassed its target. The number of trained vocational orientation or job placement counselors was exceeded in the first year of the project and 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. Component 2: Expand Consumer-Based Employment Reporting and Career Counseling/ Placement 2010 2011 2012* Cumulative Target LOP Progress % 2.1 Number of reports assessing the quality and efficiency of training programs 2 0 0 2 8 25 2.2 Number of trained vocational orientation or job placement counselors 26 250 0 276 20 1,380 2.3 Number of visits to the Program's website 599 65,263 378,135 443,997 10,000 4,440 2.4 Number of times the Program's activities and/or impacts are mentioned in the mass media 12 1,106 2,531 3,649 2,500 146 2.5 Number of internships started 0 139 259 398 1,000 39.8 2.6 Number of persons finding new jobs or obtaining job improvement within 6 months after receiving assistance from a USAID supported initiative 0 1,889 1,884 3,773 4,480 84.2 * Through June 2012 Table T-II – TARGETS ACCRUED BY THE PROGRAM THROUGH JUNE 2012 Source: Carana/USAID Performance Management Plan and Logical Framework Component 2: Expand Consumer-Based Employment Reporting and Career Counseling/ Placement IBTCI - Mid-term Evaluation-USAID Improving Access to Employment Program in El Salvador 17 … the internship initiative has not yet achieved its targets but recent trends look promising By the end of June 2012, 398 internships had started in private firms, NGOs or government institutions, meeting approximately 40% of the target. However, the number of students registered in the Joven360 portal is increasing very fast, growing from 10,452 students registered by the end of June 2012, to around 14,000 registered at the end of August 2012, so it may be possible to reach, or even exceed targets if marketing of services to employers is increased. …knowledge on the quality and efficiency of training programs has been inadequately addressed  Only three of the eight proposed reports assessing the quality and efficiency of training programs have been completed and none of these reports adequately addresses the objective of providing employers and job-seekers with information on the quality of training programs. Instead, the proposed consumer-based reports were replaced as a major focus of Component 2, and greater emphasis was placed on providing career counseling and placement in activities. As noted in the final Recommendations section of this report, while the Program has successfully accrued a specialized knowledge to support its own internal decision￾making processes, there is still a lack of effective mechanisms for transferring this knowledge and know-how to external partners and key actors that can be instrumental in continuing this work beyond the LOP. Although all LOP targets were completed under this component (Table T-III), Component 3 had a much more narrow focus than originally envisaged. USAID had intended that the Program work with MTPS to assist in the development and strengthening of a national labor market information system (LMIS). However because of such factors as changes at the highest levels of the Ministry and the involvement of other partners such as the World Bank, the Inter-American Development Bank (IADB), and the Japan International Cooperation Agency (JICA), all of whom indicated their intention to devote considerable resources to this task, assistance to MTPS was no longer viewed as a necessary or timely intervention.8 As the Program evolved, activities funded under this component included workshops to design and evaluate training programs, obtain feedback from partners and validate Program-funded studies, and provide vocational orientation information through public job centers, job fairs, vocational education, and an online portal. The Program has made important efforts to collect data on people actively seeking employment, skill levels of workers, and employment demand in specific sectors. However, although the reports are well-researched, they appear to be more oriented toward determining areas of potential Program intervention, the types of skills necessary for certain sectors and occupations, and the availability of training providers in those sectors and occupations. Perhaps in part because of their somewhat narrow focus, the resulting information and analysis has not been widely disseminated. Component 3: Improve Labor Market 2010 2011 2012* Cumulative Target Progress % 8 The JICA-funded initiative designed to assist the MTPS labor market information system has now been completed. The system includes an electronic registry and software to support job placement services (see sample screens in Annex M). This system is currently only available to internal authorized users of the MTPS. Component 3: Improve Labor Market Information System IBTCI - Mid-term Evaluation-USAID Improving Access to Employment Program in El Salvador 18 Information System LOP 3.1 Number of studies on labor market dynamics 2 4 2 8 8 100 3.2 Number of stakeholder workshops implemented 5 7 5 17 8 212.5 3.3 Number of persons receiving vocational orientation information created or supported by the Program 0 7,711 8,472 16,183 10,000 161.8 * Through June 2012 Table T-III – TARGETS ACCRUED BY THE PROGRAM THROUGH JUNE 2012 Source: Carana/USAID Performance Management Plan and Logical Framework In what can be described as a major strength of the project, by the end of June 2012 all LOP targets under this component had been met, and the activities conducted with many of these alliances members (Table T-IV) are likely to have a sustained impact. Although the link between the private and public sector in El Salvador remains weak the alliances went beyond the private sector and NGOs, also including important public partners such as the MTPS and INSAFORP. The continuous merging of the expertise and credibility of higher learning institutions with specific industries that have a tangible demand has also proven to be a successful solution. Program partners have been able to experience first-hand the benefits of a training program that moves beyond occupational skills, focusing on the soft skills and customer service ethos that create the appropriate profile for the workforce requirements of the service sector. Notwithstanding these successes, other alliance partners, such as SIL, have experienced substantial barriers in their attempts matching training and job-placement activities for disabled people with the private sector demand for labor. Similarly, although USAID is a strong supporter of gender strategies, and has commissioned gender-related studies related to its investments in El Salvador,9 the Program adopted a positive, but nevertheless fairly narrow interpretation of gender equity in terms of number of persons served and outcomes disaggregated by sex. Component 4: Create Alliances with the Private Sector 2010 2011 2012* Cumulative Target LOP Progress % 4.1 Number of alliances with private sector firms and associations, NGOs, and GOES institutions 5 8 2 15 15 100 4.2 Number of persons benefitting from alliances 200 11,61 4 10,403 22,217 19,000 116.9 4.3 Number of initiatives implemented under each alliance 24 21 53 98 75 130.7 * Through June 2012 Table T-IV – TARGETS ACCRUED BY THE PROGRAM THROUGH JUNE 2012 Source: Carana/USAID Performance Management Plan and Logical Framework 9 Gender Assessment: USAID/El Salvador (2010). DevTech Systems, Inc., task order GEW-I-01-02-00019 was prepared to assess the integration of gender in Mission programs as required for the development of the new Country Strategy. The purpose was to identify key gender issues and constraints in Mission programs, and to provide guidance on how to achieve effective gender integration in the new portfolio. A similar gender assessment was prepared in 2004. The 2010 report is available at: http://transition.usaid.gov/our_work/cross￾cutting_programs/wid/pubs/El_Salvador_Gender_Assessment_Mar-2010_508.pdf Component 4: Create Alliances with the Private Sector IBTCI - Mid-term Evaluation-USAID Improving Access to Employment Program in El Salvador 19 Quality of the Data Collected by the Program The monitoring and evaluation (M&E) plan shows evidence of careful information gathering and monitoring of results with feedback and substantive participation of the Program staff and alliance members.10 Data are organized following a suitable and relevant structure with an adequate verification process as well as detailed and well-documented records on indicators reported to USAID. Data enable a useful measurement of the extent to which the objectives of the activity are achieved, including measurements of performance based on standardized templates. Overall the methodological approach for data production and analysis is sound and appropriate to the Program requirements. Furthermore, details on some indicators exceed the usual M&E requirements. For example, the number of beneficiaries participating in training programs is drawn from records containing a beneficiary registry that even includes the assistance strategy and specific funding sources that covered the cost of the particular individual participating in the training activity. Records include co-signed documents by partners and beneficiaries, stating the type of service delivered under every partnership. Likewise, the Program keeps detailed information on all training events, including the names of beneficiaries, place of the event, type of training, photographs, videos, and related publications. Relationships are the strength of the alliance models One of the greatest strengths of the alliances formed by the Program is the diversity of the intermediary organizations engaged, particularly in the private sector. Value added is a common thread among these organizations and a major factor in the strength of their relationship with the Program. Successful partnerships in different sectors have in turn rallied support from the institutional and business communities that are covered in their respective sectorial realms. Moreover, the nature and composition of the private sector alliance model has strengthened the ability of the Program to place its beneficiaries in jobs created in the formal sector. This is counter to a global trend of growth in the informal sector that some scholars believe has had a negative effect on competitiveness.11 Successful and productive relationships with business and sectoral organizations have expanded the reach of the Program and assured sustainability. In developing relationships with organizations that have access to other existing networks, the Program has been able to position new workforce training and placement solutions as part of larger existing institutional portfolios. Moreover, the complexity of the relationships and activities engaged has afforded other significant strengths and effects, directly linked with the audiences addressed by the selected partners. Some notable examples include: 10 The only exception is Indicator 1.6: the number of trainees who continue studies after training. 11 See for example, The Global Competitiveness Report 2011–2012, Professor Xavier Sala-i-Martin, Columbia University, Chief Advisor of the Centre for Global Competitiveness and Performance, World Economic Forum. 2011. Page 56. What types of relationships have been developed through the model? IBTCI - Mid-term Evaluation-USAID Improving Access to Employment Program in El Salvador 20 1. Some alliances greatly benefit from the inherent credibility and legitimacy of membership-based organizations such as the Chamber of Commerce and the tripartite (government, employers and labor) governance structure of INSAFORP 2. Other alliances have drawn significant strength from influential institutions in academic and higher learning circles such as the case of the Don Bosco University and the Escuela Superior Franciscana Especializada (ESFE), formerly known as the Institute of Technology of Sonsonate (ITSO). The Program has crafted successful and productive relationships with prominent members of the business community who can better assure its job placement goals. In developing this strategy, Carana worked closely with major employers in the service industry, youth-serving organizations, and youth training specialists to develop a curriculum for entry-level positions, as well as a system for selecting and training youth: 1. The evolving collaborative relationship between the Corporation of American Franchises (CFA) and the Committed Youth component of the Program has been one of the key factors leading to the success of this youth-focused model. As with Committed Youth’s other major private sector partners, such as Wal-Mart, Pollo Campero, telephone companies, and retail outlets, having these private sector companies offer employment to selected participants has been crucial to the success of the model, attracting a relatively large number of youth job￾seekers. 2. There is an evolving quality and multiplier effect drawn from the initial collaboration with major service employers that is reflected in both, mainstream businesses working nationwide and local entrepreneurial groups. More recently, for example, the addition of an assistant manager training module (CFA and Pollo Campero) has added a higher-level placement potential to the model. Likewise, in what appears as word-of-mouth contagion, two important service industry employers of the San Miguel business community, Pollo Campestre and Grupo Lorena have decided adopt the Program’s recruitment and training model. Effect on Individual Beneficiaries The single most important effect of the Program on individuals has been its ability to make a direct, rapid and effective connection between job training/orientation and job placement. Furthermore, the Program has targeted a wide range of critical industry requirements. At the lower end of the scale, initiatives such as the Committed Youth component have targeted younger, less-educated workers for work within the service industry—primarily retail and food services. Even here, value chains have been positively affected since these are youth populations that have been trained to access and perform in jobs found across a broad spectrum of customer service environments. The Program has also targeted other spheres of activities ranging from English for Work serving specialized industries such as aviation maintenance or hardware testing or Microsoft .Net software framework installation and maintenance. What direct impacts did the model have on reaching and affecting beneficiaries (defined as individuals and academic, governmental, civil society and private sector institutions)? What difference has the Program made to the beneficiaries in terms of facilitating access to employment? IBTCI - Mid-term Evaluation-USAID Improving Access to Employment Program in El Salvador 21 1. At the beginning of its participation with Committed Youth, Pizza Hut, which was the first member employer to participate in the Program contracted with about 60% of trainees. CFA has continued to work with Program partners to refine the orientation, pre-selection, and training processes with success. As a recent example of improvement in its pre￾selection and training process, KFC contracted with 10 out of 12 candidates that were sent to them from the Program. Ongoing success has encouraged confidence in the recruitment and placement model, paving the way to new and innovative strategies for staffing that can be adopted by firms in collaboration with colleges and universities, public institutions such as MTPS and INSAFORP, and NGOs and associations with youth-serving and social responsibility missions. 2. Despite noteworthy success in a broad array of initiatives, not all project interventions have yet proved sustainable. At the end of 2010, for example, 22 Program beneficiaries with disabilities trained by FUNTER were hired by Citibank to work in the area of customer services (related to inquiries and information requests) and remained at post for almost a year. Unfortunately however, FUNTER later ascertained that after a few months, most of them were transferred to the bank’s sales area, for which they were less adequately trained, and eventually the employment contracts of 19 of the 22 beneficiaries were terminated due to unfulfilled sales quotas. Effect on Academic Institutions As a result of several initiatives pursued through partnerships with academic institutions, the Program has been successful in contributing to the legitimacy of training certification as a model that can effectively engage higher learning institutions in workforce development. Although still a nascent model, providing reliable certification can benefit a host of specialized labor market niches, nestled in service industries where youth have far greater chances of upward mobility in terms of pay and potential for promotion. One innovative train-the-trainer models has emerged: 1. Through this partnership with the Franciscan Superior Specialized School (EFSE), the Program encouraged locally based professional development by adopting a train-the-trainers approach that enables one of its current IT-related training models to be self-sustaining. The school contracted with a Costa Rica-based consultant who worked in El Salvador once a week over eight months to train the first cohort. This cohort included a smaller sub-group of eight “champions” that in addition to receiving five-star .Net training during normal day classes attended special tutoring sessions during the evenings and via distant learning with the consultant on the latest versions of Microsoft software. Six of these students are now based in Sonsonate and two have jobs with companies in San Salvador. The six Sonsonate-based graduates have been contracted by the project and provide a full-time teaching schedule of 20 contact hours with students per week plus desk time. Based on this model, 30-40% of participants in the most recent cohort have already finished Microsoft’s Virtual Academy (MVA) certification ahead of the projected timeline. Effect on Central Government and Other Public Sector Entities …going beyond registration of candidates 1. Although there has been a limited engagement of public sector actors, training provided to MTPS and NGO job center staff appears to have helped their job placement activities to go beyond mere registration of potential worker´s information in a database. IBTCI - Mid-term Evaluation-USAID Improving Access to Employment Program in El Salvador 22 …promoting new practices that favor a customer focus 2. Interviews in Santa Ana and San Miguel highlight new practices drawn from Program supported training, affecting the labor orientation techniques applied by job center staff. Furthermore, positive effects were not limited to larger urban areas such as these two cities, but were also found in more rural locations like Jiquilisco in terms of an effect in attitude and performance, favoring a new focus on customer service. …improving quality of service nationwide 1. The MTPS official that provides oversight to the work of the job centers nationwide specifically pointed out the benefit of Program-supported training to all 52 locations. However, few additional benefits in terms of quality of service provided were noted among 18 centers that received equipment and furniture. …mobilizing private sector resources to further engage public sector delivery 1. The Program’s work with INSAFORP strengthened the link between that organization and the private sector. Private sector entities engaged by the Program expressed their interest in working with INSAFORP to encourage this public sector entity, which is financed through their corporate taxes, to continue financing some of the more innovative types of training activities presently supported by the Program to prepare people for employment. Effect on Civil Society and the Private Sector Effects on civil society and the private sector are intertwined. Many participant NGOs have well￾established links to the business community and it is also not uncommon for business leaders to be active participants in NGO-sponsored programs that focus on remedial actions for vulnerable communities or at-risk populations. However, the main difference brought about by this new association under the Program framework is a clearer and more effective focus on matching labor supply and demand. Program staff and partner organizations worked closely with businesses and employer associations to develop detailed worker profiles and training curricula that would have the best chance of ensuring employability and successful job placement. The Program developed close linkages with trusted and well-known civil society organizations such as FEPADE, SIL, FUSALMO, and Fe y Alegria to deliver a much more effective approach to empowering individuals, going beyond occupational training and delving into the specialized or soft skills that their client populations (disabled; at-risk-youth) would need to cope on the job. The Program has, in large measure, succeeded in pairing civil society and business community partners in an approach that combines orientation, training and intermediation as the critical “legs of the same table for social and economic development.”12 As an added incentive for businesses, the firms interviewed for this evaluation consistently reported that the approaches undertaken by credible and competent NGO providers had reduced costs and risks in their recruitment and hiring processes and had contributed to reducing staff turnover. Several potential ideas for sustainability have emerged: 1. CFA managers indicated that they are considering approaching schools such as those run by the Padre Arrupe Foundation. The consultant, who delivers an assistant management training 12 The phrase was mentioned during an interview with INSAFORP IBTCI - Mid-term Evaluation-USAID Improving Access to Employment Program in El Salvador 23 for restaurants indicated that in terms of sustainability of this component, the Program has begun “to plant the idea” of further work with the Chamber of Commerce, and that was a distinct possibility. He also mentioned the Ricaldone Technical Institute in Colonia Zacamil as a potential training partner for further activities. 2. More recently, the Program has provided seed funding to a newly formed association of human resource managers in El Salvador called ALTHES (Asociación de Líderes del Talento Humano de El Salvador). This association has as one of its missions the encouragement of operational changes and newly adopted approaches in recruitment policies across human resource departments throughout the country. ALTHES has adopted a corporate social responsibility ethic as part of its mission and core values and has the potential of assisting the Project share its accumulated knowledge with private sector firms as well as helping those companies further incorporate gender, youth employment, and disability issues into their human resource plans. Across the partnerships and the different training efforts they host, rates of placement fluctuate from just below 50% to 100%. A review of a cross-section of industries, skill levels and occupations addressed by the Program, shows evidence of a primary focus on directly, rapidly and successfully matching supply with demand. Particularly during the later implementation period, demand has been consistently prioritized by Program leadership in the context of the immediate needs of private sector operations. Whether responding to a negative condition such as excessive turnover in critical personnel areas for larger employers such as Wal-Mart and Pizza Hut, or tapping into demand for specialized IT skills, the Program has managed to focus its partnerships on crafting opportunities to match specific workforce profiles with currently available jobs. In doing so, the Program has successfully positioned itself as a broker for competent training providers that build skills that ensure matching workforce profiles and directly address employer expectations and requirements. Throughout this process, the Program has served as an effective filtering mechanism, better aligning the critical interaction of orientation training and intermediation processes to support workforce development. As some specific examples: 1. Wal-Mart typically experienced high rates of turnover, particularly in its cashier positions, which comprise 22% of total company personnel. Wal-Mart does the selection of candidates and guarantees job to all who pass the final test with a grade of 7 or higher. They have accepted all candidates, as the lowest grade to date has been 8/10. Although Wal-Mart did not provide detailed figures, key respondents indicated that turnover was substantially lower among those trained by the Program compared to those recruited by other means. 2. ESFE offers a variety of career education tracks, including software development, electrical engineering, and tourism development and management. The original idea for training in IT came about as a result of local industry needs. Private sector firms were approaching ESFE wanting to update the quality of software engineering available for their operations. 30 out of 62 trainees who have already received certification are employed--and this work ranges from full-time work at larger companies to contractual, part-time, and temporary work. Did the model promote a match between the supply of skilled workers and a private sector demand for labor? IBTCI - Mid-term Evaluation-USAID Improving Access to Employment Program in El Salvador 24 3. Pizza Hut, the first CFA member employer to participate in Program activities, hired about 60% of trainees to fill specific job openings in its restaurants. CFA has continued to work with Program partners to refine the orientation, pre-selection, and training processes. Improvements achieved have enabled KFC, another CFA member, to hire over 80% of Program candidates. 4. CONSISA had already developed a large client network in the IT field that comprised banks, utility services, multinational companies, and a variety of other businesses of all sizes. The company had originally planned on contracting to provide training and certification for 100 carefully selected candidates in five different IT areas. However, because of the Program’s strengthened emphasis on job placement, it insisted on a clause in CONSISA’s contract making the firm responsible for placing its trainees in jobs after training. Because the company had developed a network of 750 client companies over nearly 30 years of operation and because all 100 persons were able to complete their training, 82 persons (72 of whom had received certificates) were placed in jobs. Factors that influence the sustainability of Program-supported interventions and achievements vary considerably across the spectrum of industries that have been engaged by the Program to date. While industries like tourism view resources managed by public sector agencies (e.g., INSAFORP and local municipalities) as a potential source of financial support after the Program ends, participants engaged in IT areas such as CONSISA, have already adopted new and sustainable businesses models that incorporate recruitment and job placement as a result of Program participation. For partners such as SEARCH, the activities of the Joven 360 internship initiative are a natural extension of their business model that have already led to corporate investments in promoting the replication of the model in other countries of the region. Specialized industries, such as Aeroman in aircraft maintenance have already begun to make their own additional investments and improvements to the original model developed in partnership with the Program. These examples notwithstanding, an important challenge that remains to be addressed is the implementation of an appropriate approach to knowledge transfer by the Program that best supports continued and increased investments in workforce development across a broad spectrum of private and public sector interests. Clearly the more tangible sustainability of successful private sector interventions undertaken by the Program and involving businesses, large and small, is linked to immediate advantages afforded to them in boosting their bottom-line. Even then, strong private sector partners like Wal-Mart and CFA have been slow in formally incorporating the Program model as a central part of their own in-house recruitment and hiring processes. Furthermore, the benefits of a cost-effective approach to building capacity do not necessarily translate in the longer-term into the investments in workforce development that will be needed to significantly impact the labor market in El Salvador. Even at the current levels, there is still little replication on the kinds of soft-skills training that the Program has encouraged and which some Program NGO youth-serving partners such as FUSALMO and Fe y Alegria actively pursue when responding to private sector demands. While some components of Program activities are fully or nearly sustainable, other Program partners are only beginning to develop plans for sustaining current activities: What measures have been taken by involved institutions to foster sustainability once the Program ends? IBTCI - Mid-term Evaluation-USAID Improving Access to Employment Program in El Salvador 25 1. CASATUR points out its interest in continuing the Program-supported activities in upgrading language skills as a sustainable program, suggesting that INSAFORP can assist this purpose. They are also currently working with municipalities as another potential source of support. The ability or willingness of the member hotels/restaurants to take on further costs is still unclear. Program participants indicated that management support for their participation in the classes varied. In some cases, owners paid for a few hours a week of time off for their workers to attend the language classes, but this practice was not general. In this respect, small business owners often view professional development as a greater advantage to the individual than to the business. Hence, public sector support for sustained professional development, at least in the near-term, appears to be key in this occupational realm. 2. As a direct result of the firm's participation in the Program, CONSISA now has begun a human resource recruitment (headhunting) business. Unlike its practices with the earlier cohorts of program participants, the firm now charges for this service. In general, the service provides the initial triage, forwarding 3-5 pre-screened candidates, to whom the client then administers a variety of tests and interviews to determine personality style and technical capacity. This has also led to the development of an IT job website (www.linkeame.org.sv) which is expected to be launched in late 2012. 3. FUSALMO sees some potential in working together with AGAPE and the Chambers of Commerce, especially at local levels (outside of San Salvador). There is a perceived potential to replicate the kind of labor orientation and training that FUSALMO is now better positioned to provide and expand. 4. The Program’s efforts to build and sustain a meaningful public-private sector partnership have met important hindrances and limitations, especially with the MTPS. However, the Ministry is now on an independent course towards revamping its capabilities to support workforce development through significant investments in labor orientation and intermediation, and these strategies will be rolled out at the department (regional) level. Hence, during the remaining Program implementation period, it would make more sense to build on the Program’s closer and more successful relationship with INSAFORP in matching the demand for specific skills and the training programs that potential workers can undertake. Moreover, INSAFORP also has the financial resources, through contributions from the private sector, to sustain the “alliances model” introduced by the Program. However, over the longer term, USAID should continue its efforts to engage MTPS in encouraging effective practices in labor intermediation. Findings regarding capacity building of local organizations point to an enhanced capacity in both private and public sector actors to address three fundamental aspects of workforce development: namely, relevant orientation, effective and market-driven training and appropriate job placement intermediation. The success of the activities considered throughout the implementation rests equally on the nature and mix of the partnerships established by the Program, as well as its ability to convey a vision for capacity building that encourages combining occupational skills with soft skill training, particularly for newer job entrants. As the Program developed and evolved over time, it increasingly emphasized the importance of the following practices: What lessons have been learned about building capacity with local organizations in the area of workforce development? IBTCI - Mid-term Evaluation-USAID Improving Access to Employment Program in El Salvador 26 1. Identifying employers with actual positions to be filled; 2. Working with the employers to identify the employee profile of potential candidates; 3. Developing systematic methods to “filter” candidates based on the ideal profile required by employers; 4. Emphasizing soft-skills and basic job-seeking techniques among young workers; 5. Addressing the need for “neutral” facilitators that are not only acting as employers, but rather are there to help youth find jobs. …based on lessons learned To this end and drawing from Program implementation to date, it is vital to keep in mind the useful lessons accrued throughout the process: 1. There are organizations that have accrued valuable and unique knowledge on workforce development and effective approaches to matching supply and demand that would require further investments to fully incorporate and build on this knowledge. FUNTER, for example, has a long history of providing training for persons with disabilities. However, the experience of this organization in job placement is fairly new and small scale, placing 70-80 persons with disabilities per year in new jobs. However, without additional technical assistance and funding, local organizations like FUNTER may not be able to enhance their institutional and outreach capabilities job placement activities for persons with disabilities. 2. The ability of training curricula to directly address specific demands of specific industries and sectors is critical to the continuity and credibility of any workforce development initiative in El Salvador (for example: English training for aircraft maintenance personnel and customer service centers). 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. FEPADE for example, has sustained an ongoing relationship with INSAFORP outside of its Program-related activities and is now hopes to work with INSAFORP to mainstream some of the new approaches to training that it developed during the past few years. 4. Local capacity has been increased in terms of a collective awareness of opportunities and relative strengths of different participants. The shared experience hosted by the Program among different actors working in the same sectors, created affinities and synergies among them regarding sector-specific issues and needs. A good example of this is the English training activities implemented by the Program and the mix of training providers selected for these activities such as the Central American Technical Institute (ITCA-FEPADE), the American School, and the European Academy. Despite the success of Program-supported activities, there remains a risk of facing a vacuum effect, once it reaches the end of its LOP, not only because the Program at times and initially heavily subsidized the training activities, but also because it acted as a broker in putting together the alliances. This vital brokering role highly benefitted from USAID’s credibility and in-country presence, and may not be readily transferrable to a local actor. 1. 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. These programs also benefit from the credibility and prior experience IBTCI - Mid-term Evaluation-USAID Improving Access to Employment Program in El Salvador 27 of well-established training providers such as AGAPE/ESFE (IT) and the Don Bosco University (English). 2. Labor market information remains fragmented and poorly disseminated. Despite the limited contributions made by the Program, there remains a pressing need to strengthen a consumer-based information system that can cater to a broad range of users and audiences across the labor market in El Salvador. As called for by the SOW and reflecting discussions with USAID, the evaluation team considered the effectiveness of the program`s branding strategy in the context of USAID’s communications goals. Beyond branding compliance, the question is meant to elicit insight into beneficiary awareness and perception, regarding its support for the activities undertaken by Carana. Hence, response to this question addresses the fundamental aspects of visibility, messages and audiences, as observed in the communications materials available, the events attended and the exchanges with partners and beneficiaries. Visibility: The in-country activities of the evaluation team included attendance to a public event (the INJUVE Job Fair) and program activities involving pre-selection, introductory sessions and on￾going training sessions. Moreover, a specific convening of Program graduates currently employed by partners under various alliances provided a first-hand assessment of beneficiary perception beyond the outreach efforts of the Program. 1. Overall, beneficiaries were aware of USAID financial support of the activities they were engaged in. Branding materials were fully displayed and distinctively positioned in terms of the specific dynamics and setup of each event; 2. When asked, beneficiaries tended to positively meld USAID assistance with Carana’s presence and assistance, making no real distinction between one and the other; 3. Likewise, positioning of USAID’s presence in a large scale and very populated event such as the INJUVE Job Fair (August 17-18, 2012) was ideal. Placed in a strategic end of the main pavilion, it framed the final destination of the predominant traffic patterns across a large indoor convention space; 4. Without a doubt, the Program’s success with its online presence, particularly in Facebook, is the main communication success story. Content is agile and interesting, emphasizing a human angle that best engages a predominantly young audience. Images are effectively plugged, text length and rhythm is appropriate and “the Wall” space evidences continuous feedback and interest. The Program has also carefully but effectively monitored content to ensure that the overall online experience has a healthy and vibrant feel. Messages and Audiences Time, cost and access constraints made it difficult to gauge aspects of coverage and efficacy in the use of traditional electronic media. Although some apparent familiarity with the messages surfaced in some of the beneficiaries interviewed, it was not feasible to determine actual outreach impact (timeslots, brand recognition, audience preference, etc.). However, print media materials and publications were favorably reviewed in terms of clarity, context and perceived effect. Materials reviewed included not only paid publications but also reader responses and journalist contributions. How aware are beneficiaries that this Project is funded by USAID? IBTCI - Mid-term Evaluation-USAID Improving Access to Employment Program in El Salvador 28 1. Printed materials and various publications reviewed appeared appropriate for the type of media and expected audience reached; 2. Comments and opinions expressed were all favorable and accurate regarding the purpose, objectives and activities of the Program; 3. Most of the comments and opinions reviewed identified USAID support, often including details of actual activities and denoting first-hand contact with Program sources and spokespersons. As part of the final presentation to USAID, a selection of multimedia material (audio, video and images) were shared, illustrating the inputs collected and reviewed by the Evaluation Team and rendering some of the observation venues and selected exchanges undertaken. Planning for the Final Year of Implementation In addition to working with current Program partners to share knowledge related to good practices and assist partners in developing sustainability plans, special attention during the final year of Program implementation should be devoted to activities that seek to further contribute to addressing the particular workforce development needs of disabled populations and also pursue a much more visible and deliberate gender focus in the different solutions tested and incorporated by the partnerships. In terms of priorities to consider, a number of areas and activities emerge from the review of the progress made by the Program to date: 1. Drawing on the network of alliances already established by the Program, the Program should seek to expand its employer base and expand the number of sectors covered to provide access to employment for youth targeted in the Committed Youth and Joven360 components. 2. Systematization of the solutions developed by the Program would yield a significant contribution to ensuring the relevance and effectiveness of new information made available on the quality of training and follow-up on the job placement rates that training programs achieve. Moreover, to ensure the relevance of any knowledge transfer efforts undertaken, the systematization of the experiences should be structured to follow the solutions developed and applied, while actively engaging the contribution of the diverse collection of partners and counterparts within the Program’s established alliance network. 3. Establish alliances with organizations such as COMMCA (Consejo de Ministras de la Mujer de Centroamérica y República Dominicana) and the local chapter of UN Women, that specialize in the role of gender in the workplace. Although new, gender-focused initiatives might result, these alliances should be principally aimed towards enhancing the ability of current partnerships to better address societal biases and hindrances to the participation of women in their ongoing Program activities. 4. Reinforce and expand Program activities with organizations and networks that already implement successful models in the training, orientation and labor intermediation for disabled populations. 5. Reinforce the work of associations and enterprises to develop explicit models of social responsibility. Program actions should specifically include a focus on employment for youth￾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? IBTCI - Mid-term Evaluation-USAID Improving Access to Employment Program in El Salvador 29 at-risk, recent college graduates, balancing family and work issues, women in non-traditional occupations, and persons with disabilities. Overall alliances with existing partners (e.g., Chamber of Commerce, FEPADE) during the last year of implementation should strive to diversify out of the service industry to include new sectors and realms of productivity. Beneficiaries such as Wal-Mart and Pizza Hut should graduate from the program and pay for continued training activities, probably with the support of INSAFORP. CONCLUSIONS 1. 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. However, most of the alliances have been formed in the private sector, where the relations formed with INSAFORP and the Ministry of Labor and Social Protection (MTPS) are important exceptions. An initial focus on alleviating unemployment and finding access to jobs for all age groups gave way to a progressively stronger emphasis on youth employment and a focus on training for available jobs with a notable social responsibility aspect benefitting both partners, as well as individual beneficiaries. 2. A major contribution has been the development of an effective approach for pre￾selection of candidates for actually existing jobs offered through employers participating in the Program. In all cases reviewed, training programs were developed based on the expressed needs of targeted industries in areas such as customer service, information technology (IT), food services, and hospitality. The Program placed a strong emphasis on developing training programs that were tailored to meet the needs of partnering employers. 3. The substantive participation of Allies in development of curricula and training objectives, as well as significant technical contributions from Program staff and external consultants in the development of an effective didactic approach have been essential for the Program´s success in matching labor supply and demand. Partial sustainability has been attained, where INSAFORP is now financing activities previously supported by the Program and private sector organizations and businesses are also partially or totally covering the cost of training activities. 4. The Program-supported training provided to the MTPS staff working based out of the BEL nationwide in job placement activities, has encouraged them to go beyond merely registering potential worker´s information in a database. The Program was able to promote behavioral changes when addressing potential candidates and raise performance standards in terms of the extent and depth of service delivery. This particularly timely since it brought to light a new focus on customer service at a time when the MTPS can further strengthen and expand it with renewed multilateral funding. 5. An area of program activities that warrants significant strengthening is the effective and timely transfer of knowledge. To this end, partners involved in different alliances have pointed to their specific interest in the systematization of the program´s experience. However, to increase the effect of the application of the knowledge accrued and stimulate much-needed synergies, it is also critical to share the experience outside of the limited realm of participant organizations and into a much broader range of audiences. IBTCI - Mid-term Evaluation-USAID Improving Access to Employment Program in El Salvador 30 RECOMMENDATIONS 1. Develop a more proactive gender focus. During the stakeholders meeting conducted by the evaluation team, a recommendation was made to the senior staff of the Program to explore substantive consultations with organizations focused on the condition and development of women such as COMMCA and the local chapter of UN Women in El Salvador. In addition, the Program should, as suggested by the 2010 report on gender,13 include an assessment of employment trends by sector and by rural and urban markets, and the relative position of men and women within these markets, as the base for documenting the effect of the strategy on gender inequality. Likewise, it may be useful to review the progress efforts undertaken by the Commission on the Status of Women14 in researching and documenting these trends. 2. Continue to support innovation in assisting at-risk youth find employment. The Program has made a significant contribution in this regard, and should continue to support employment programs for at-risk youth. 3. Promote social responsibility in human resource management. The Program should with organizations such as ALTHES that have adopted a corporate social responsibility ethic as part of its mission and core values, to further incorporate gender, youth employment, and disability issues into its agenda. 4. Renew a focus on developing labor market information quality of training. Labor market information remains fragmented and poorly disseminated. The Program can begin to address the pressing need to strengthen a consumer-based information system by implementing measures that it indicated were necessary in its 2010 report on the quality and effectiveness of training programs,15 namely that it “publicize the importance of measures of program quality and efficiency, and encourage institutions to gather and publicize the indicators. As the Program enters into new agreements for workforce training with partner institutions, these partners will be encouraged to gather and publicize these indicators. In addition, the Program will seek additional sources of both expertise and data access on these indicators to undertake additional studies to identify and publicize these important measures of program efficiency and quality.”16 13 Gender Assessment: USAID/El Salvador, op cit., p. 4. 14 The Commission on the Status of Women (referred to as “CSW”) is a functional commission of the United Nations Economic and Social Council (ECOSOC). It is the principal global policy-making body dedicated exclusively to gender equality and advancement of women. 15 Cesar Guerrero and Christopher Lewis, Carana Corporation, 2010. Quality and Effectiveness of University Professional and Technical Training Programs in El Salvador, p. 7. 16 The Central American Integration System’s (SICA) Council of Women’s Affairs Ministers (COMMCA) and the UN Economic Commission for Latin America and the Caribbean (ECLAC) have agreed to work together in promoting the economic rights of women in Central America and the Dominican Republic. This strategic alliance will build on actions COMMCA is currently undertaking based on its recent commitments with UN Women and the Central American Bank for Economic Integration (BCIE), including the design of a “Entrepreneurship and Gender” Observatory and a regional report on the status of women. IBTCI - Mid-term Evaluation-USAID Improving Access to Employment Program in El Salvador 31 5. Further work should be focused on disabled populations in areas such as post￾placement coaching and self-employment opportunities. During the evaluation interviews, several enterprises indicated that they were not in compliance with government regulations mandating a specific quota of workers with disabilities on the payroll. In light of successes achieved with other beneficiary populations, the strategy of linking training with concrete job opportunities could be adopted as a focus of training persons with disabilities. As part of follow-up in the workplace, the Program should engage post-placement coaching and specialized training to assist people with disabilities to retain their employment, honing skills to promote greater accommodation for disabilities that can further support sustained employment. Moreover, albeit in a more limited sphere, the Program should consider partnerships to develop entrepreneurial skills and business development opportunities for people with disabilities. To this end, the Program has an opportunity to work with its Alliance network members, particularly those that indicated their desire to comply with regulations but have not yet developed a strategy to do so. As with issues related to gender, the Program has the opportunity to work with organizations with a great deal of specific experience in these areas as well as with the new association of human resource professionals, ALTHES, that has adopted a social responsibility ethic as part of its mission and core values. 6. The Internship Platform should grow and evolve. It may be possible to reach, or even exceed targets for placing interns through the Joven360 platform if marketing of services to employers is increased. An internship manual that includes guidelines and tips for interns to engage the activities supported by the Program could be a helpful tool to increase acceptance and optimizations of the internship experience. Moreover, the platform should be expanded to achieve a greater number of substantive linkages with similar private sector initiatives that can help expand relevant services and advantages to registered users, both in the individual and corporate realms. Likewise, it would be useful to link the platform with public sector information systems to provide reality checks and relevant feedback that could lead to policy formulation and additional investments in higher education. 7. Make knowledge transfer a high priority during the final year of implementation. The Program could make a significant contribution by devoting substantial efforts to working with members of its existing network to promote knowledge transfer. Members of the Alliance believe that is crucial to systematize the program experience and to identify potential institutions that could play the role that Carana is presently playing. Furthermore the reports on the systematization on project experience has to be widely available to the public, the reports should be produced in both in English and Spanish and presented to a broad array of audiences. …pending reports should focus on knowledge sharing and gender barriers to employment Program activities over the last year of implementation relating to the production of pending reports should address the systematization on project experience, as well as the strengthening of a gender focus. Reports should serve to determine the efficiency and efficacy of the intervention of key partners such as FEPADE, Chamber of Commerce and FUSALMO. Furthermore, the product IBTCI - Mid-term Evaluation-USAID Improving Access to Employment Program in El Salvador 32 developed as part of this effort need to present their research and findings in a readable, action￾oriented way, serving a broader and more diverse audience. Nonetheless, beyond the production of additional knowledge in the form of reports, the Program should seek to ensure a systematized knowledge transfer by including activities that specifically contribute to a strategic use of the knowledge already accrued throughout the implementation to date (see additional details in Annex M). These activities should not only include partners from the public and private sector, but also individuals identified as early adopters or specialists with useful independent research. In this regard, the Program should consider:  Creating a suitable framework and repository for structured knowledge17. This framework, possibly contained in the upcoming online portal, should clearly identify the primary users of this knowledge-sharing effort, enabling intuitive browsing and appropriate search options that can best enable reference and application of contextual, conceptual and technical information accrued by throughout implementation. Beyond a main and easily accessible repository for existing knowledge, the Program should encourage and initially host the sustained contributions of key actors and stakeholders that ensure the updating and relevance of the information available. Program support should be likewise provided to the formation of a community of practice that fosters peer-to-peer information exchanges and coaching.  The Program has also accrued unstructured knowledge18 on the different topics and populations addressed throughout its intervention, which warrants a collection and sharing strategy along with Program-supported mechanism for dissemination. This data or information results from the experiential and practice-based knowledge accrued by implementers, direct beneficiaries and other stakeholders interacting with the interventions’ landscapes. The mobilization and gathering of champions, opinion leaders and persons with specific and relevant expertise is key to harness the benefits of this knowledge towards shared objectives by Program beneficiaries, partners and stakeholders. The Program should consider supporting activities that enable effective knowledge collection (workshops, cross-sectoral committees, and applied research models) and facilitate mechanisms for sharing, discussion and application. 17 Data/information elements organized in a particular way by the Program for future retrieval have already been developed. 18 Data/Information elements not referenced and organized for retrieval. ANNEXES Annex A: Purchase Order, including Scope of Work Annex B: Final Evaluation Plan International Business & Technical Consultants, Inc. 8618 WESTWOOD CENTER DRIVE  SUITE 220  VIENNA, VA 22182  USA TEL: 703-749-0100  FAX: 703-749-0110  Evaluation Plan The Mid-term Performance Evaluation of the Improving Access to Employment Program in El Salvador RFQ 519-12-000021 IBTCI August 14, 2012 Table of Contents Introduction .................................................................................................................. 4 The Mid-term Performance Evaluation of the Improving Access to Employment Program in El Salvador ...................................................................... 4 Evaluation Objectives, Participants and Audiences ........................................................ 5 Evaluation Questions and Key Issues to be addressed  .................................................................. 5  …questions addressing the effectiveness, outcomes and sustainability of the approaches to public-private partnerships used by the Program ....................................................................................................6 …questions addressing the capacity building approaches in workforce development used by the Program ............................................6 …questions addressing priority areas to be pursued by the Program during the remainder of the implementation period .................................6 …addressing awareness of USAID´s role in supporting the project .......................................................................................7 Evaluation Scope and Methodology ......................................................................................7 Evaluation Process and Selection of Sources ........................................................7 Figure 1: Evaluation Process ...........................................................................8 Data Collection and Analysis ...................................................................................................8 Data Collection Tools and Disaggregation ..............................................................9 Sampling Plan for Interviews and Site Visits ....................................................................10 Sample Criteria for Interviews and Visit .................................................................10 Limitations of the Evaluation .................................................................................................11 Development of Evaluation Tools ........................................................................................12 A semi-structured Approach to Interviews ............................................................12 Figure 2: Question Matrix ...............................................................................13 Evaluation Plan The Mid-term Performance Evaluation of the Improving Access to Employment Program in El Salvador IBCTI - August 14, 2012 3 Acronyms COP Chief of Party GOES Government of El Salvador IBTC International Business& Technical Consultants, Inc. JCAP Joint Country Action Plan BEL Local Public Job placement Centers PfG Partnership for Growth PMP Performance Management Plan INSAFORP Salvadoran Institute for Professional Formation SOW Scope of Work TOR Terms of Reference USAID United States Agency for International Development Evaluation Plan The Mid-term Performance Evaluation of the Improving Access to Employment Program in El Salvador IBCTI - August 14, 2012 4 Introduction In El Salvador, workforce development issues remain extremely important and relevant to the country’s growth and competitiveness. Consequently, it is currently addressed as a prime area of concern by USAID's programmatic strategies and actions. In November 2011, the Partnership for Growth (PfG) Joint Country Action Plan (JCAP) 2011-2015 for El Salvador and the United States was signed, one of the most important strategy documents governing USAID's programmatic focus in El Salvador. This initiative has enabled the Governments of El Salvador and the United States to join forces to help ensure that education of the labor supply matches labor market demand. Its overarching purpose is to improve the quality of the education system in order to create a more highly qualified and technologically skilled labor force. Consistent with this focus on workforce development that stems from valuable research conducted prior to the JCAP initiative, in December 2009 USAID awarded a contract to Carana Corporation to undertake the Improving Access to Employment Program in El Salvador, entered under Contract EEM-I-00-07-00006-00 for a total funding of $7.4 million. The program currently implemented and scheduled to end in November 2013, focuses on improving the functioning of the Salvadoran labor market to make it capable of matching the supply of skilled workers with private sector demand for labor. The Mid-term Performance Evaluation of the Improving Access to Employment Program in El Salvador In July 2012, the International Business & Technical Consultants, Inc. (IBTCI), a US consulting firm based in Vienna, Virginia, was competitively awarded a contract to undertake a mid-term performance evaluation of the Improving Access to Employment Program in El Salvador. The evaluation will cover implementation from the start of the Program in FY 2010 through approximately the end of the second quarter in FY 2012, accounting for roughly three-fourths of the total Program implementation period. The main purpose of this performance evaluation (as defined in USAID's Evaluation Policy, see below) is to inform USAID on how effective the public-private partnership model used in the Improving Access to Employment Program in El Salvador was at the mid-term point, in order to determine the effects on beneficiaries (defined as individuals and academic, governmental, civil society and private sector institutions) and how to make adjustments, if necessary, for the remaining time of the Program. …this performance evaluation is to inform USAID on the effectiveness of the public-private partnership model used in the Improving Access to Employment Program in El Salvador. Evaluation Plan The Mid-term Performance Evaluation of the Improving Access to Employment Program in El Salvador IBCTI - August 14, 2012 5 Evaluation Objectives, Participants and Audiences The objectives of the evaluation as defined in the scope of work (SOW) prepared by USAID are:  To determine the effectiveness of the public-private partnership model used in order to make assessments of whether this approach worked  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  To assess the effects the program has had on beneficiaries (in facilitating access to employment. Likewise, the scope of work has identified the main participants in the evaluation to be: 1. Program beneficiaries at large; 2. The Government of El Salvador (GOES) officials, 3. Private sector partners, and 4. Academic institutional partners. The principal internal audiences of this evaluation will be USAID/El Salvador and Carana Corporation, who are expected to use the results to make any final adjustments during the last year of implementation, as may be necessary and useful. Also, because Carana Corporation has managed and implemented the Program based on a process of constant learning and evolution and seeks to respond to market needs and emerging opportunities, the evaluation will review the lessons learned and best practices that can be drawn from program implementation to date. In addition to responding to the requirements of internal audiences, USAID also foresees the likely interest of a number of external audiences for the evaluation results, principally in the public sector. The main external audiences that will be considered by the evaluation are entities of the GOES, particularly the Ministry of Labor, the Technical Secretariat of the Presidency and the Salvadoran Institute for Professional Formation or INSAFORP. It is anticipated that these public sector audiences will use the results as input for Partnership for Growth (PfG) planning. Hence, the evaluation will provide these audiences with information that they can use to adjust and plan for future programming designs in the area of access to employment. Evaluation Questions and Key Issues to be addressed USAID has provided IBTCI a set of evaluation questions, in order of priority, to be answered as a result of the Mid-Term Performance Evaluation. The Evaluation Report is expected to relate its findings, conclusions and recommendations to the following Evaluation Plan The Mid-term Performance Evaluation of the Improving Access to Employment Program in El Salvador IBCTI - August 14, 2012 6 questions contained under the SOW, tracking their predetermined order of priority, as well as to the stated evaluation purpose. The questions included in the SOW are: …questions addressing the effectiveness, outcomes and sustainability of the approaches to public-private partnerships used by the Program: 1. How effective has the public-private partnership model used in the Program been? a. What were the major factors of the model that influenced the achievement or non-achievement of program objectives? b. What types of relationships have been developed through the model? c. What direct impacts did the model have on reaching and affecting beneficiaries (defined as individuals and academic, governmental, civil society and private sector institutions)? d. Did the model promote a match between the supply of skilled workers and a private sector demand for labor? Explain. e. What measures have been taken by involved institutions to foster sustainability once the Program ends? …questions addressing the capacity building approaches in workforce development used by the Program: 2. What lessons have been learned about building capacity with local organizations in the area of workforce development? What recommendations can be made to build capacity with local organizations for future workforce development programming, based on these lessons learned? 3. 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? …questions addressing priority areas to be pursued by the Program during the remainder of the implementation period: 4. 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? Evaluation Plan The Mid-term Performance Evaluation of the Improving Access to Employment Program in El Salvador IBCTI - August 14, 2012 7 …addressing awareness of USAID´s role in supporting the project: A final question has been included in reference to the effectiveness of the program`s branding strategy in the context of USAID’s communications goals. Specifically, the evaluation will refer to the Carana Corporation Branding Plan to make observations and recommendations on aspects of visibility, messages and audiences, including the communications materials produced and distributed by the Program. Observations and recommendations will strive to provide USAID with a sense of how its presence and support has been reflected in the development topics addressed and program efforts undertaken by this initiative. 5. How aware are beneficiaries that this Project is funded by USAID? Evaluation Scope and Methodology The mid-term evaluation will cover implementation from the start of the Program in FY 2010 through approximately the end of the second quarter in FY 2012, accounting for roughly three-fourths of total Program implementation. The evaluation design will consider the time period allocated for the evaluation activities in the field (25 days) and thus engage key sources in a productive, albeit somewhat limited way based on their availability, the extent and nature of their potential contributions, and their location in El Salvador. A team of three professionals will conduct all in-country evaluation activities throughout this period, including brief periodic reporting, a stakeholders meeting to review preliminary findings, and a final debriefing and discussion with USAID before departure from El Salvador. A fourth team member will provide the logistic and operational support to the evaluation. Evaluation Process and Selection of Sources Overall, as described in Figure 1 below, the evaluation process will cover four differentiated stages: (1) Review of secondary sources (document review) and initial preparations for the conduct of on-site observation visits and field interviews; (2) In￾country data collection and preliminary data analysis activities; (3) production of draft Final Evaluation Report; and (4) Production and delivery of Final Evaluation Report and in-country presentation. Initial consultations and discussions with USAID and key program staff currently involved in the implementation will enable the evaluation team to identify and prioritize sources and best understand the opportunities or constraints that each potential source represents in terms of the evaluation purposes and questions. In this respect, the design and programming of the field activities will consider opportunities and constraints to directly observe the Program’s approaches to workforce development, including the roles and contributions of the implementing partners, as well as the outcomes of these Evaluation Plan The Mid-term Performance Evaluation of the Improving Access to Employment Program in El Salvador IBCTI - August 14, 2012 8 approaches among the different target populations. A preliminary schedule to cover the sources already identified is included as an annex to this Evaluation Plan. Figure 1: Evaluation Process Evaluation Stage Main Activities Timeframe Review of secondary (document) sources and initial fieldwork preparations.  Identification and review of the final set of secondary sources;  Initial consultations with USAID and Carana;  Identification and contacting of evaluation sources;  Fieldwork programing and initial logistics; 5 days of in-country team activities In-country data collection and preliminary data analysis activities  Final development and testing of data collection tools;  Field observation visits and interviews using data collection tools and guidelines;  Data integration and preliminary analysis to detect possible redundancies or voids;  Data triangulation and final facts-checking;  Weekly abbreviated reporting of progress to USAID;  Periodic consultations and feedback from the Carana Team;  Stakeholders’ Meeting to discuss preliminary findings and avail feedback on key issues;  Final in-country debriefing with USAID to discuss prospective findings, conclusions and recommendations; 20 days of in-country team activities Production of draft Final Evaluation Report.  Final data analysis and preliminary drafting of findings;  Production of draft report and comment matrix;  Review, comment and approval of draft report; 21 days of distance collaboration on specific areas as required Production and delivery of Final Evaluation Report and in-country presentation  Final production of Evaluation Report;  Final compilation of raw data and supplementary (annex) report contents;  Final development of results presentation to USAID. 4 days of distance collaboration and 4 days of in-country activities Data Collection and Analysis Overall, the mid-term evaluation of the Improving Access to Employment Program will assess the program’s ability to achieve its intended targets, while closely examining the quality and reliability of the data collected throughout program implementation to date. To achieve this, a key aspect of the Mid-term Evaluation is the process of conducting individual and group interviews. Their main purpose is to enable the evaluation team to answer the evaluation questions listed in the SOW. IBTCI will therefore develop guidelines to register the information collected in the interviews and the design of a matrix that summarizes relevant findings of the interviews. Evaluation Plan The Mid-term Performance Evaluation of the Improving Access to Employment Program in El Salvador IBCTI - August 14, 2012 9 Focus groups are not proposed for the final design of the field activities. Because the evaluation encompasses a primarily qualitative review of the program and its outcomes, the opinions, criticisms, and other feedback about the experiences of beneficiaries in program-supported activities will be solicited in group and individual interviews as appropriate. Although some of the group interviews may utilize certain focus group techniques such as soliciting answers on a limited number of questions from all members of a particular group, group interviews are primarily intended to provide important feedback from the perspective of service providers, partners, and direct beneficiaries. Because respondent groups vary widely in terms of their roles or participation in program activities, the responses of each group will not necessarily be directly comparable in the same way that responses from focus groups would be. Data Collection Tools and Disaggregation Accordingly, the evaluation team has decided to concentrate on collecting data and user feedback from individual or group interviews utilizing semi-structured interview protocols, where greater flexibility in the variation of questions and topic emphasis can be achieved. This more flexible approach will also be helpful in addressing time and logistic constraints that could require significant adjustments to samples and locations as the field activities progress. Data will be disaggregated by age, gender and geographic distribution. To the extent possible, special emphasis will be placed on covering populations with disabilities that have been engaged by the Program. We also intend to highlight any gender-specific practices that the Program may have adopted. Selected data, drawn from particularly innovative models or approaches, will be highlighted to assist recommendations related to program expansion or further USAID support. The following tools will be used for gathering and analyzing beneficiary’s information. All of these tools will be designed to establish linkages between beneficiary responses or observed activities and the main evaluation questions: a) Individual Interview Protocols: Semi-structured individual interview protocols contain questions and guidelines that solicit feedback in a one-on-one setting. These will be used, for example, from employers, trainers, or job counselors. b) Group Interview Protocols: Semi-structured group interview protocols contain questions and guidelines that solicit feedback in a group setting. These will be used, for example, with instructors and young adults benefitting from the Program. c) Questionnaires: In addition to interviews we will ask a limited number of participants and other beneficiaries (i.e. private sector, government, women Evaluation Plan The Mid-term Performance Evaluation of the Improving Access to Employment Program in El Salvador IBCTI - August 14, 2012 10 beneficiaries, and person with disabilities) to complete short questionnaires. Questionnaires are intended to assist with the triangulation of responses and possibly provide a useful contrast to verbal responses. d) Observation Guidelines: A standard format will be developed and used by all team members when conducting observations at sites where program activities are currently conducted. e) Intermediate Reporting of Findings: A standard format will be developed and used by all team members to share notes for the internal use of the evaluation team on the results of interviews and observations. These internal notes will provide the basis for, as examples, cross-site analysis, program vignettes, lessons learned, good practices, prospects for sustainability, and recommendations for further Program activities or other USAID interventions in workforce development. f) Review of Performance Management Plan: To assist with future project planning and implementation, the evaluation will also examine the validity and relevance of current performance indicators and outcomes as included in the Performance Management Plan (PMP) and the quarterly reports through June 2012. Sampling Plan for Interviews and Site Visits The evaluation team activities in El Salvador began with a meeting with USAID officials and several meetings with Carana personnel. Initial secondary information data collection and analysis was followed by a preparation of the proposed work plan as required by the Terms of Reference (TOR). In depth discussions with the Chief of Party (COP) and the technical personnel of Carana, enabled the evaluation team to define the objectives and the methodological alternatives for conducting the interviews and site visits. Consultations included group discussions and also individual interviews on technical issues pertaining specific program activities. Sample Criteria for Interviews and Visits To maximize the efficiency of interviews and visits made to the beneficiaries (defined as individuals, academic, governmental, civil society and private sector institutions) the evaluation team grouped the Alliances into five categories. The first group centers on improving English skills; the second group focuses on youth at risk; the third group emphasizes jobs for persons with disabilities; the fourth examines public job placement centers; and the fifth looks at training providers and their instructional curricula. Although sampling will track the scope and nature of the activities undertaken by the Program under each category, where some activities may naturally encompass larger numbers of participants, the evaluation activities will seek to attain a balance between Evaluation Plan The Mid-term Performance Evaluation of the Improving Access to Employment Program in El Salvador IBCTI - August 14, 2012 11 individual and group interviews under each of the five categories. Accordingly, the evaluation team expects to conduct 4-6 individual or group interviews in most of these categories. However, for some groups, such as persons with disabilities, the minimum number may be somewhat smaller depending on evaluator access to respondents or opportunities for evaluation. Group interviews are expected to have a minimum of three and a maximum of eight participants to enable productive interview environments that encourage meaningful participation and contributions from participants. Selection of the visits and interviews was made using information and records provided by Carana, including those records pertaining to the training program for the month of August 2012. Visits and interviews will be carried out in San Salvador and the Departments of San Miguel, Santa Ana, and La Libertad. Limitations of the Evaluation 1. The selection of sites to be visited is purposeful. Hence, not all beneficiaries have an equal probability of being sampled. 2. Whether in individual or group format, interview participants will also constitute a purposeful sample. Participants will be selected as to cover the broadest possible range in terms of age, gender and employment focus, as well as applicable demographics, geographic distribution and special interests. However, because useful and deliberate stratification or clustering is not feasible within the evaluation timeframe and any identified biases will be discussed as part of the evaluation findings. 3. The Program does not have a baseline. Therefore a rigorous pre and post comparison is not possible. 4. There is no rigorously defined counterfactual to enable comparisons with populations that were not included in the project. 5. Carana only maintains employment records for the first six months of employment. Therefore, sustainability of employment cannot readily be assessed beyond that period of time. 6. All available data collected will be disaggregated by gender. However, it is still unclear to what extent the data accrued by the project will be relevant and useful towards addressing constraints and solutions to gender-related access to employment. Evaluation Plan The Mid-term Performance Evaluation of the Improving Access to Employment Program in El Salvador IBCTI - August 14, 2012 12 Development of Evaluation Tools The matrix presented in Figure 2 below shows some of the illustrative questions, sub￾questions, and probes that are being used to develop interview guides and questionnaires. For the purposes of clarity, the evaluators have assumed four major groups of respondents as follows: (1) “enterprises,” which includes all employers and their respective associations; (2) Ministry of Labor, and counselors and supervisors in local public job placement centers (BEL), and as feasible, local officials with a portfolio related to workforce or economic development; (3) all persons involved with curriculum development and training of program participants and personnel of partner institutions (e.g., BELs); and (4) those individual beneficiaries that have been identified by the program as participants. This matrix is not intended as an exhaustive list of questions. By the same token, not all of the questions marked under a specific respondent group will be used in all cases with all members of a specific respondent group. A semi-structured Approach to Interviews In addition to observing current activities programmed by Carana and its partners, the evaluators will also conduct semi-structured1 individual (noted with an “I”) and group interviews (G), as well as structured written questionnaires (Q). The first initial in a column header indicates the primary method anticipated—for example, an “IG” would anticipate that the main method of collecting data would be in individual interviews and a secondary method of collection would be in a group setting. As another example, the matrix indicates that the method of collecting data from enterprises is likely to happen using individual interviews—as we anticipate talking primarily individually with persons responsible for human resources and/or direct supervisors of individual program beneficiaries (new hires and trainees). It is however, also likely that evaluators may have the opportunity to meet with groups of employers or members of intermediary groups such as employer associations. 1 A semi-structured interview is a method of research used in the social sciences. While a structured interview has formalized, limited-set questions, a semi-structured interview is flexible, allowing new questions to be brought up during the interview as a result of what the interviewee says. The interviewer in a semi-structured interview generally has a framework of themes to be explored. Evaluation Plan The Mid-term Performance Evaluation of the Improving Access to Employment Program in El Salvador IBCTI - August 14, 2012 13 Figure 2: Question Matrix Enterprises Min. Labor/BEL Teachers/Trainer Individual Benef. BACKGROUND QUESTIONS (These discussions should be relatively brief at the beginning of interviews) Describe the surrounding community: What is the general labor market like? Unemployment (general; among young adults (esp. 18-26)? I IG IG GQ What types of local supports and resources are there for youth/young adults? (E.g., educational; financial; recreational; assistance with job-search) in the local area? I IG IG GQ What are the most significant challenges and effective strategies involved with employing younger employees? (probe for questions related to gender and disability). For youth: What are/were the most significant challenges in finding employment? I IG IG GQ How did you first become aware of the (Carana) program? I IG IG GQ When did you begin working with the program? (Probe for a brief timeline of activities as appropriate) I IG IG GQ Describe your relationship with program (Carana, other intermediary) staff and management? I IG IG GQ What were your major goals in working with the program? I IG IG GQ How effective has the relationship with the program been in allowing you to advance those goals? I IG IG GQ GENERAL PROGRAM IMPLEMENTATION (many of these will come at or toward the end of interview) What are/were your major goals in working with the program? I IG IG GQ To what extent has your participation in the program help you achieve those goals? I IG IG GQ What aspects of working with the Program have been important in your ability to achieve your goals? Have there been any negative factors? I IG IG GQ To what extent did your relationship with/support from the program promote any improvement in I IG IG Evaluation Plan The Mid-term Performance Evaluation of the Improving Access to Employment Program in El Salvador IBCTI - August 14, 2012 14 Enterprises Min. Labor/BEL Teachers/Trainer Individual Benef. the match between the supply of skilled workers and demand for labor? (probe for gender /disabilities) How have the relationships enhanced your organization’s capacity to recruit and/or train employees/jobseekers? I IG IG To what extent will you continue with the model that has been established as a result of your work with the program? What changes do you anticipate? I IG IG What types of direct impact has the program had for your organization ; for participants I IG IG To what extent to you believe the system that is currently in place is sustainable? I IG IG What, if any, measures are you taking or anticipating to ensure sustainability? I IG IG What other types of technical or financial assistance do you anticipate needing in the future to further develop the system? I IG IG What, if any are important lessons learned as a result of working with the program? I IG IG What do you see as major strengths of the program? I IG IG GQ What areas could be further improved? I IG IG GQ What recommendations would you make to other (national, local) organizations concerning building capacity in the area of workforce development? I IG IG What do you regard as the most important impacts of the program, if any? (probe for institutional, capacity building, direct beneficiary, civil society impacts) I IG IG Evaluation Plan The Mid-term Performance Evaluation of the Improving Access to Employment Program in El Salvador IBCTI - August 14, 2012 15 Enterprises Min. Labor/BEL Teachers/Trainer Individual Benef. What is the general community perception of the program in your community? Probe for level of knowledge about USAID support for program and understanding of program components. Make relevant observations regarding the program branding strategy and the use of USAID logos in the field. I IG IG Employers / Workforce Development Organizations What types of employer skills are most needed (in your company/by local employers)? I IG What are the basic entry-level requirements for workers (in the areas discussed above)? I IG What are the typical academic eligibility requirements for these jobs? I IG Describe the specific training that program participants received. I IG IG GQ How effective was the training in preparing the workers for available jobs? I IG IG GQ What improvements, if any could be made to the training program? I IG IG GQ To what extent do you anticipate providing (for program beneficiaries “receiving”) continued training services (for employers: esp. for those employees recruited through the program)? I GQ What, if any, are there opportunities for advancement (esp. for program participants) I GQ Evaluation Plan The Mid-term Performance Evaluation of the Improving Access to Employment Program in El Salvador IBCTI - August 14, 2012 16 Enterprises Min. Labor/BEL Teachers/Trainer Individual Benef. Where else do you / employers typically go to find employees? I IG How would you compare your former recruitment /job-matching process to the process you have developed as a result with the program? I IG Are results different from your former/typical recruitment process when working with persons trained / recommended by the program (e.g., the number of interviews necessary to find qualified employees; level of qualification)? I IG What could the program do / have done to better meet needs for qualified employees? I IG Trainers / Curriculum Developers Specific Describe the curriculum that you use for training program participants. IG Did you participate in the design of the curriculum? (If so, probe for role; whether curriculum was designed primarily “from scratch,” adapted, etc.) IG What are the most important features of the curriculum / teaching strategy? IG What do you see as the major strengths of the current training program? What improvements would you suggest? IG How well equipped is the training program to continue after the program ends? IG How well prepared are the students at the beginning of the course? Are the students selected for training appropriate for the type of training you offer? IG Note: Evaluators will be able to review curriculum documents and observe elements of training process, and will developed tailored questions for each type of training Evaluation Plan The Mid-term Performance Evaluation of the Improving Access to Employment Program in El Salvador IBCTI - August 14, 2012 17 Enterprises Min. Labor/BEL Teachers/Trainer Individual Benef. Youth Specific How did you find out about the program? What made you interested in it? Why did you enroll in the program? GQ What were you doing before you began? GQ What’s it like participating in the program? Do/did you feel safe and welcome there? GQ Do you feel program staff / instructors care(d) about you? Do you feel okay sharing how you feel about things? GQ What kinds of things are you/did you learn at the program? In the classroom? On the job? GQ For those still in training: Do you think the things you’re learning are going to help you get a job? GQ What have been the biggest challenges in working toward your employment goals? GQ For those that have completed training and/or started work: What was the best thing about the program/training for you? Is there anything that could have been better? GQ For those that have completed training and/or started work: How well do you think the program prepared you for your current job? GQ For those that have completed training and/or started work: Do you believe that there are opportunities for advancement in your career? Will you require further training to advance? (probe for types of training; information that the employer provided on career paths; other possibilities outside current employer (as appropriate) GQ What do/did you like most about the program? Least? GQ Annexes 1. Field Visit Schedule 081012 (attached) 2. El Salvador Timeline 081012 (attached) 23 24 25 26 27 28 29 30 31 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 DESK  REVIEW Document  compilation Preliminary  meeting  with  USAID  COR Develop  timeline Develop  evaluation  design  &  workplan   Team  fieldwork  planning   Initial  Team  planning  meeting  with  USAID (1)  Submit  Timeline  to  USAID   (2)  Submit  evaluation  design  &  work  plan   (questionnaire)  to  USAID Team  travels  to  El  Salvador (3)  Weekly    activity  reports  submitted Second  team  planning  with  USAID EVALUATION  FIELD  WORK Conduct  initial  interviews  with  USAID  &  Carana   senior  staff Interviews,  focus  groups  and  site  visits  in  San   Salvador Work  in  San  Salvador  estimated  to  take  about  20-­‐22  days Interviews,  focus  groups  and  site  visits  in  at  least   two  locations  outside  San  Salvador Estimated  to  be  3-­‐5  days  outside  of  San  Salvador Additional  interviews  as  needed;  data  analysis,   preparation  of  document  review  matrix  and     stakeholders  meeting  contents (4)  Team  Submits  Document  Review  Matrix Stakeholders  Meeting  (including  USAID)  to  review   preliminary  findings  (including  matrix)  and  gather   final  feedback  from  the  field Final  debriefing  with  USAID,  including  possible   recommendations  and  conclusions  to  be   considered  in  the  Draft  Final  Report Team  produces  draft  report (5)  Team  submits  draft  Final  Report  with   Comments  Matrix  to  USAID Team  travels  home USAID  review  of  draft  Final  Report Comments  Matrix  is  sent  back  to  Team  for   consideration  in  draft  review Team  considers  revisions  to  draft  report  based  on   USAID  and  stakeholder  comments  matrix (6)  Team  submits  final  evaluation  report (7)  Submission  of  raw  data Review  and  approval  of  final  draft  by  USAID Team  Leader  travels  to  El  Salvador  for  final   presentation (8)  Presentation  of  final  findings  (Powerpoint   submission)   Team  leader  travels  home Legend Evaluation  Team  Activities USAID  Activities   Travel  Day Deliverable USAID  Response  Time Annex C: Summary of Key Program Performance Indicators & Higher-Level Outcomes Figure 1. Graphical Matrix of Improving Access to Employment Program Performance and Impact Indicators 5 Annex D: Key Program Performance Indicator Diagram Summary of Components and Higher-end Outcomes Component Activities/Outputs Higher Outcomes 1. Promote Occupation Skills Standards and Competency Certification § Pilot training programs that incorporate best practices; § Use of competency-based testing and certification; § Professionalization of high-priority occupations through the institutionalization of new training programs based primarily on competencies; § Widespread adoption of better-defined skills standards; § Increased certified competency level among adults and youth in job skills yields a more qualified labor supply; § Improved probability that trainees, particularly at-risk youths, will find jobs. 2. Expand Consumer￾Based Employment Reporting and Career Counseling/Pl acement § Vocational and career counseling services and information for persons close to graduation or about to start a career and persons with disabilities; § A National Internship Program; § A career counseling certification program to train and certify job placement counselors, including MTPS, mayoral, and NGO staff; § A pilot consumer-based employment reporting mechanism. § A large number of junior college and university students access on-the-job experience to better prepare them for work; § Vocational orientation tools and mechanisms are available to assist job seekers, particularly at-risk youth and persons with disabilities find jobs; § Persons investigating educational options can better assess improvements in their job prospects as graduates and make decisions on their future career based on factual data. 3. Improve Labor Market Information System § Assessments of job opportunity and employability with the private sector; § Identification of areas where semi-skilled candidates are severely lacking; § Technical assistance and equipment to MTPS. § MTPS drafts and launches a national strategy to stimulate youth employment; § A labor market information system is in place and produces useful information. 4. Create Alliances with the Private Sector § Alliances with organizations likely to support the program's initiatives, such as INSAFORP and INJUVE; § Alliances are established and expanded to identify priority areas and serve as viable mechanisms for new initiatives beyond the end of the project; Annex E: Two Distinct Categories of Program Activities TWO DISTINCT CATEGORIES OF PROGRAM ACTIVITIES Certification, Consumer-based Reporting and Career Counseling Component/Indicators Area Description Benchmarks or Target Outputs Component/ Intermediate Result 1: Promote Occupation Skills Standards & Competency Certification (Training and certification programs) Performance Indicators: 1.1 # industries supported by the Program; 1.3 # persons participating in training programs; 1.4 # persons completing training § Support for at least 8 industries or sectors with new or improved workforce training programs to solve problems related to the supply and quality of job applicants; § Training solutions are new either in terms of occupations or competency-based curricula. § At least 8,000 persons trained directly or by training organizations, adopting the Program's competency-based curricula; § At least 80% will finish the training, i.e., graduate; § At least 50% of trainees and graduates are women; § At least 55% are youths under 26 years of age; § At least 5% are persons with disabilities; § At least 4,480 persons find new jobs or achieve job improvements. Component/ Intermediate Result 2: Expand (ed) Consumer-Based Employment Reporting and Career Counseling/Placement. Performance Indicators: 2.1 # Reports assessing the quality and efficiency of training programs; 2.2 # trained vocational orientation or job placement counselors. § Create/improve instruments and systems to assist job seekers, employees seeking new opportunities, job placement specialists, and trainers to make more informed decisions; § A certification program for job placement specialists; § A Web portal with information and tools to assist job seekers and students to make informed career and job decision; § A national internship program; § Support special studies on job market and efficiency of training programs. § Develop a pilot consumer-based employment reporting mechanism which allows persons investigating training options to better evaluate improvements in their job prospects as graduates; Labor Market Information System and Private Sector Alliances Component/Indicators Area Description Benchmarks or Target Outputs Component/ Intermediate Result 3: Improve (strengthened) labor market information system. Performance Indicators: 3.1 Number of studies on labor market dynamics 3.3 Number of persons receiving vocational orientation information created or supported by the Program Strengthening the quality and accessibility of labor market information for job seekers. Including studies on labor market dynamics, job opportunity areas and vocational information to job seekers. Number of studies developed by the Program related to the employment situation of the country. Number of persons that have used the information system or other tools the program has supported, through which information, placing, or training has been accomplished At least 8 studies on labor dynamics completed; At least 10,000 persons participated in the program´s labor orientation and are registered in the systems data base At least 8 workshops developed by the Program with the objective of bringing the training institutions closer to the human resource demand with abilities that private companies need Component/ Intermediate Result 4: Establish alliances with the private sector. 4.1 Number of alliances with private sector firms and associations, NGOs, and GOES institutions 4.2 Number of persons benefitting from alliances Support the development of alliances with the private sector and public￾private partnerships to better match the supply and demand for employees Number of alliances made by the Program to develop activities and improve people’s competencies, working conditions, and job prospects Number of beneficiary that has been supported by the Program’s initiatives (participants in training, internships, vocational orientation programs, etc.) or by the students that are trained with curricula the Program has helped to update under the competencies approach or people supported by computer labs given in consignment by the Program At least 15 alliances are established At least 19,000 persons were benefitted by the alliances Annex F: Organizational Chart for the Program Programa de USAID para Mejorar el Acceso al Empleo 91 avenida norte #326, Tel: (503)2264-8729 Entre 7ª y 9ª calle poniente. Fax: (503)2264-8779 Colonia Escalón www.accesoalempleo.org San Salvador, El Salvador CARANA CORPORATION ORGANIGRAMA Annex G: Sources of Information – Individuals Interviewed and Documents Reviewed          os) es y ork k        etido bilitie eo 3 Wh t diff h th P d t 4. Out of all the areas and activities pursued by er ology Wo t Risk rome Disab mple rs ff h h bl 2. What lessons have been learned about 3. What difference has the Program made to the beneficiaries (defined as individuals and 4. Out of all the areas and activities pursued by the Program to date, which ones can be dd f d Names Last Names ende Position Organization hodo h for   hs at ompr ith D de Em ainer 1. How effective has the public‐private partnership model used in the Program been? 2. What lessons have been learned about building capacity with local organizations in the the beneficiaries (defined as individuals and academic, governmental, civil society and considered priority for Carana Corporation and USAID to focus implementation during the Ge Meth glish outh es Co ns wit olsa d Trapartnership model used in the Program been? area of workforce development? private sector institutions) in terms of facilitating access to employment? USAID to focus implementation during the remainder of the Program, so as to meet M Eng Yo vene rson Bolaccess to employment? g, Program objectives? (Jóv Per Evelin Roxana Nájera F Coordinadora FUSALMO IG Xxxxx x Karen Iveth López F Entrevistadora FUSALMO IG Xxxxxx Jorge Barrera Pocasangre Barrera Pocasangre M Entrevistador Entrevistador FUSALMO FUSALMO IG Xxx x x x Fátima Jasmín López F Monitora FUSALMO IG Xxxxxx Sara Carolina Barrera F Psicóloga FUSALMO IG Xxxxxx Irma Riosaro P tilloro Atrguea F E t itd Entrevistadora FUSALMO FUSALMO IG Xxxxxx Corina Martínez Martínez F Psicóloga Psicóloga FUSALMO FUSALMO IG Xxxxxx Evelin Gutiérrez F Psicóloga FUSALMO IG Xxxxxx Beneficiary Alfaro M Trainees FUSALMO GQ Xx Beneficiary Beneficiary Lara F Trainees Trainees FUSALMO FUSALMO GQ Xx Beneficiary Beneficiary Quiñones Quiñones F Trainees Trainees FUSALMO FUSALMO GQ Xx Mónica Beneficiary M Trainees FUSALMO GQ Xx Josué Beneficiary f F Trainees FUSALMO GQ Xx Jessica Jessica Beneficiary Beneficiary F Trainees Trainees FUSALMO FUSALMO GQ Xx Roxana Beneficiary F Trainees FUSALMO GQ Xxx Ernesto Sánchez M Trainees Cto. Amigo del Turista La Libertad I xxxxx Jéos Rf laae Rivas V llae M Tiranees Cto. Aimgo dle Turista T L Lib t d La Libertad I xxx x x Luis Alonso Luis Alonso Muñoz M Trainees Trainees Cto. Amigo del Turista Turista La Libertad Libertad I xxx x x Mirna Estenis Rivas Iraheta F Trainees Cto. Amigo del Turista La Libertad I xxxxx Edgardo Enrique Gómez Cuéllar M Trainees Cto. Amigo del Turista La Libertad I xxxxx Suyapa del Carmen Suyapa del Carmen Torres Recinos Torres Recinos F Trainees Trainees Cto Amigo del Turista La Libertad Cto. Amigo del Turista La Libertad I xxx x x Kevin ad Blimir Quintanilla Qu a M Trainees Cto. go de Amigo del Turista La be ad Libertad I xxx x x Alfonso Albanese A. M Trainees Cto. Amigo del Turista La Libertad I xxxxx Julio éCsar Rdoas M Tiranees Cto. Aimgo dle Turista T L Lib d La Libertad I xxx x x Matilde Elizabeth Matilde Elizabeth Velásquez Machado Velásquez Machado F Docente Docente CASATUR CASATUR IG xxx x x Milta Segura F Coordinadora CASATUR IG xxxxx Jorge Alberto Aguilar Dimas M Docente El Tunco IG xxxx Morena Del Río Del Río F Gerente Administración Gerente Administración FEPADE I xXX X X X Lucy de Galdámez Galdámez F Coord. Guiame FEPADE I xXX X X X Aury Huezo de Novellino F Gerente Proyectos FEPADE I xXXXXX Héctor Quiteño M Director Ejecutivo FEDISAL I XX X Iracema Iracema Quinteros Quinteros F Gerente Programas Gerente Programas FEDISAL FEDISAL I XX X Ademy Durán F Subgerente g Procesos RH Wal‐Mart I xxx x x Maricarmen Linares F Gerente Procesos RH Wal‐Mart I xxx x x Laura María Cjlaa C i álanzez F G derente de S iiervcos Cá dmarae Ciomerco San Sl davaor I xxX x x x Marisela Marisela Rendón F Gerente Filial Santa Ana Gerente Filial Santa Ana Cámara de Comercio Santa Ana Cámara de Comercio Santa Ana I xxX x x x Grecia Campos F Pasante Joven 360 Santa Ana Cámara de Comercio Santa Ana I x x Rodrigo Ernesto Ayala M Gerente General Cámara de Comercio San Salvador I xxX x x x Marvin Escobar Escobar M Jefe Regional Occidente Jefe Regional Occidente Bolsa de Empleo MTPS Santa Ana Bolsa de Empleo MTPS Santa Ana I xX Sara Zepeda F Coordinadora Coordinadora de Empleo Bolsa de Empleo MTPS Santa Ana I xxX x x Lorena Lara de Fuentes F Encargada de Discapacitados Bolsa de Empleo MTPS Santa Ana I xxxX x x Yessika Estefanía González Alvarenga F Ventas Megaboutique Suc. Lourdes I xX Raquel Eugenia Raquel Eugenia Girón F Ventas Megaboutique Suc Lourdes Megaboutique Suc. Lourdes I xX Doris Iraheta de Rodríguez F Gerente RR HH Megaboutique g I xX Amanda Arely Ángel F Ventas Megaboutique Suc. Lourdes I xX Ed i Al j d Edwin Alejandro B illaras M Vtenas M b tiegaouque Suc. Ldoures I xX Agustín Antonio Agustín Antonio Lozano S. Lozano S. M Consultor Independiente Consultor Independiente Trabajando para Corp. Franq. Amer. Trabajando para Corp. Franq. Amer. IG xxx x x x Ana Lorena Flores de Rivas F Gerente de Selección Corporación Franquicias Americanas I x Héctor Odilio Viche Romero M Analista de Selección de Personal Corporación Franquicias Americanas I x Yensi de Menasol de Menasol F Participante Cap Asistentes de Gerente Participante Cap. Asistentes de Gerente Corporación Franquicias Americanas Corporación Franquicias Americanas GQ xx Wendy Barahona Barahona F Participante Participante Cap. Asistentes Asistentes de Gerente Gerente Corporación Corporación Franquicias Franquicias Americanas Americanas GQ xx María Úrsula F Participante Cap. Asistentes de Gerente Corporación Franquicias Americanas GQ xx Julio César Rodríguez Pineda M Participante Cap. Asistentes de Gerente Corporación Franquicias Americanas GQ xx Roxana Evelyn Roxana Evelyn Rivera F Participante Cap Asistentes de Gerente Participante Cap. Asistentes de Gerente Corporación Franquicias Americanas Corporación Franquicias Americanas GQ xx Rebeca Esmeralda Bautista F Participante p Ca. Asistentes de Gerente Corporación p Franquicias q Americanas GQ xx Gonzalo López Arias M Participante Cap. Asistentes de Gerente Corporación Franquicias Americanas GQ xx Ki irsca Milarso Tldoeo F P ti i t Participante Cap. Ait tssenes de Gterene C ióorporación F iiranqucas Aimercanas GQ xx Aura Beatriz Aura Beatriz Martínez Martínez M Participante Cap. Asistentes de Gerente Participante Cap. Asistentes de Gerente Corporación Franquicias Americanas Corporación Franquicias Americanas GQ xx Sara María Santos Iraheta F Participante Cap. Asistentes de Gerente Corporación Franquicias Americanas GQ xx Sara Abigaíl Manzanarez de Vásquez F Participante Cap. Asistentes de Gerente Corporación Franquicias Americanas GQ xx Carlos Montalván Montalván M Monitor Asistente Monitor Asistente CCEIES IG xx x Juan Carlos Ávila M Participante Participante Cap. Asistentes Asistentes de Gerente Gerente Corporación Corporación Franquicias Franquicias Americanas Americanas GQ xx Ruth Amalia Maldonado F Participante Cap. Asistentes de Gerente Corporación Franquicias Americanas GQ xx Emma Beatriz Andrade R. F Participante Cap. Asistentes de Gerente Corporación Franquicias Americanas GQ xx Ana Mariel Ana Mariel Díaz R. F Participante Cap Asistentes de Gerente Participante Cap. Asistentes de Gerente Corporación Franquicias Americanas Corporación Franquicias Americanas GQ xx Claudia Cecilia Avilés Velásquez F Participante p Ca. Asistentes de Gerente Corporación p Franquicias q Americanas GQ xx Jenny Yamileth Gómez F Participante Cap. Asistentes de Gerente Corporación Franquicias Americanas GQ xx Miaro Iván Burgos A iiparco M P ti i t Participante Cap. Ait tssenes de Gterene C ióorporación F iiranqucas Aimercanas GQ xx Sandra Romero de Fernández Fernández F Gerente Gerente RR HH Celular Celular Boutique Boutique San Miguel I xx x Adrián Mendoza Pérez M Coordinador de Oficina Empleo Bolsa de Empleo MTPS San Miguel I xx x Denisse Villatoro F Gerente Filial San Miguel Cámara de Comercio San Miguel I xx x Xiomara Xiomara Sagastume Sagastume F Gerente General Gerente General Sagastume & Romero Sagastume & Romero I x Cecilia Araujo F Gerente Talento Humano TACA I x x Marta Lilian Martínez F Directora Ejecutiva ALTHES I x C ilieca Vill l b d Villalobos de G álonzez F P idresenta ALTHES I x Ingrid de Orellana de Orellana F Jefe de RR PP Jefe de RR PP AFP Crecer AFP Crecer I x Paola Sandoval F Gerente Senior Search I xx          os) es y ork k        etido bilitie eo 3 Wh t diff h th P d t 4. Out of all the areas and activities pursued by er ology Wo t Risk rome Disab mple rs ff h h bl 2. What lessons have been learned about 3. What difference has the Program made to the beneficiaries (defined as individuals and 4. Out of all the areas and activities pursued by the Program to date, which ones can be dd f d Names Last Names ende Position Organization hodo h for   hs at ompr ith D de Em ainer 1. How effective has the public‐private partnership model used in the Program been? 2. What lessons have been learned about building capacity with local organizations in the the beneficiaries (defined as individuals and academic, governmental, civil society and considered priority for Carana Corporation and USAID to focus implementation during the Ge Meth glish outh es Co ns wit olsa d Trapartnership model used in the Program been? area of workforce development? private sector institutions) in terms of facilitating access to employment? USAID to focus implementation during the remainder of the Program, so as to meet M Eng Yo vene rson Bolaccess to employment? g, Program objectives? (Jóv Per Marco Penado M Gerente País Manpower El Salvador I xx Cecilia Cecilia de González de González F Socio Director Socio Director Metas y Visión Metas y Visión I xx María Mercedes Campos F Profesional cocina Pizza Hut GQ xx José Alfonso Interiano Flores M Mesero Pollo Campero GQ xx Ed Alf d Edwar Alfredo Rivera Riecnos M Clb doaoraor Bi tgges GQ xx Verónica Verónica Mejía F Cajera Wal Mart ‐ GQ xx Marlon Hernández Navas M Cajero Wal‐Mart GQ xx Mercedes de Perla F Directora Ejecutiva CASATUR I xx Carla de Vanegas de Vanegas F Gerente General Gerente General Search I x x Roberto Alfaro M Coordinador Joven 360 I x x x Víctor Yánez M Jefe Unidad Desarrollo Tecnológico MTPS I xx César Pi dnea M C di doornaor Blosa de Elmpeo Dtpo. SS MTPS I xx x x Lesly Cervellón Cervellón F Jefe Departamento Departamento Nacional Nacional de Empleo MTPS I xx x Nora López F Directora Previsión Social MTPS I xx x Joel Antonio Morán M Director Ejecutivo INSAFORP I Xx x Cinthya Cinthya Castellanos Castellanos F Coordinadora Regional Coordinadora Regional POETA/OAS POETA/OAS I xXx x Florencio Castillo M Gerente Servicios Técnicos AEROMAN I XXx x x Amílcar Durán M Promotor Laboral SIL, La Red I xxx x x x Sl davaor Slaguero M Di drector de Iinversones PROESA I xxx x Werner Medina M Gestor de Empleo Bolsa de Trabajo Jiquilisco Gestor de Empleo Bolsa de Trabajo Jiquilisco MTPS I xx x Jorge Alberto Morales M Director Ejecutivo FUNTER I Xxx x x x Gabriel Landaverde M Director General AGAPE I xx x x x Juan Francisco Juan Francisco Martínez Lara Martínez Lara M Presidente Presidente CONSISA CONSISA I xx x x x Oscar Nelson Cruz M Director Director Ejecutivo Ejecutivo FUSALMO FUSALMO I xxxx x x x Vilma Huezo Estrada F Coordinadora Rehabilitación Profesional FUNTER I xxxx x x William Alexander Medrano M Auxiliar Rehabilitación Profesional FUNTER I xxxx x x Reina de Alvarado de Alvarado F Vicerrectora Área Ciencia y Tecnología Vicerrectora Área Ciencia y Tecnología Universidad Don Bosco Universidad Don Bosco I xxxx x x Erika López F Encargada Área de Informática Universidad Don Bosco I xxxp F g xxx Male 41 GREEN HIGHLIGHT Standard Reference f not related to data ll i coecton Female 64 YELLOW HIGHLIGHT YELLOW HIGHLIGHT Temporary grouping dealing with internships Temporary grouping dealing with internships Total 105 BLUE HIGHLIGHT Methodology values equal: I‐Individual Interview; G‐Group Interview; Q‐Questionnaire applied on‐site             dos) ties gy Work sk      metid abilit leo 3. What difference has the Program made to 4. Out of all the areas and activities pursued by h d hh b der olog r  Wo at Ris prom Disa Empl ers 1 How effective has the public‐private 2. What lessons have been learned about 3. What difference has the Program made to the beneficiaries (defined as individuals and the Program to date, which ones can be considered priority for Carana Corporation and Names Last Names GendPosition Organization thodo h for ths a Comp with D de E raine1. How effective has the public‐private partnership model used in the Program been? building capacity with local organizations in the area of workforce development? academic, governmental, civil society and private sector institutions) in terms of facilitating considered priority for Carana Corporation and USAID to focus implementation during the G Meth nglish Yout nes Co ons w olsa Trpp g area of workforce development? private sector institutions) in terms of facilitating access to employment? p g remainder of the Program, so as to meet P bj ti ? M EnY óvene erson Boaccess to employment? Program objectives? (Jó Pe Number of pages Main cont = 60 Document name Segundo estudio de priorización y descripción de Main cont.= 60 Bibliography=1 Total= 61 Segundo estudio de priorización y descripción de perfiles p p p ocuacionales por subsector y análisis de g py disponibilidad de servicios de capacitación y certificación ifi ió  ‐ informe i final. Ab il 2011 (h d Abril 2011 (hardcopy y electrónico en Google Drive/Internal x x y electrónico en Google Drive/Internal Notes/Secondary Sources) Main cont.= 64 Ttl 64 Estudio de mercado laboral y oportunidades de negocio l D enosepartamentos d L Lib d de La Libertad, Total= 64 San Salvador, Cuscatlán y Cabañas San Salvador, Cuscatlán y Cabañas ‐ documento documento síntesis. Hallazgos, conclusiones y recomendaciones. Junio 2012 (hardcopy y electrónico en Google Drive/Internal electrónico en Google Drive/Internal x x Notes/Secondary Sources) Main cont.= 49 Glossary=1 xxx x x Perfiles de entrada y salida para las ocupaciones Total= 50 xxx x x Main cont = 43 de atención al cliente en restaurantes, cajeros, Sondeo de la situación de la empleabilidad en El Main cont.= 43 Bibliography=1 Annexes=6 Sondeo de la situación de la empleabilidad en El Salvador ‐ informe final. Mayo 2010 (hardcopy y Bibliography 1 Annexes 6 Total= 50 Mi 64 Tl 64 Salvador informe final. Mayo 2010 (hardcopy y electrónico en Google Drive/Internal P i i ió Priorización y d i ióescripción de fil peres Main cont.= 64 Total= 64 ocupacionales por subsector y análisis de x x ocupacionales por subsector y análisis de disponibilidad de servicios de capacitación y p p x x certificación ‐ informe final. Septiembre 2010 (hardcopy y electrónico en Google Drive/Internal Mi t 6 Ttl 6 (hardcopy y electrónico en Google Drive/Internal Notes/Secondar So rces) S fummary of strengths t and k f weanesses of Main cont.= 6 Total= 6 subcontractors used under improving access to xxxxxxx subcontractors used under improving access to employment program ‐ with preliminary support recomendations for year 4 (folleto impreso en papel engrapado) Main cont.= 4 Total= 4 papel‐engrapado) El Salvador employability survey ‐ Executive x summary. May 26, 2010 (folleto impreso en papel engrapado) Main cont = 5 Total= 5 papel‐engrapado) Resumen de proyectos de cooperación Main cont.= 5 Total= 5 xx Resumen de proyectos de cooperación internacional ‐ presentación power point del xx e ac o a p ese ac ó po e po de MTPS. Marzo 22, 2012 (folleto impreso en papel‐ d) Main cont = 9 Total= 9 engrapado) Photocopies of a document produced by World Main cont.= 9 Total= 9 xxx Photocopies of a document produced by World Bank (folleto impreso en papel‐engrapado) Plan de acción del proyecto "Fortalecimiento del Main cont.= 17 Annexes=1 Annexes 1 Total= 18 xx x Plan de acción del proyecto Fortalecimiento del sistema de intermediación del empleo" xx x producido por el MTPS, financiado por JICA. Marzo 2011 (folleto impreso en papel‐ Main cont.= 2 Total= 2 Marzo, 2011 (folleto impreso en papel‐ Events Calendar CARANA Improving Access to Employment Program (folleto impreso en papel‐ xxxxx engrapado) FEDISAL Boletín Formación & Empleo No 1 Año Main cont = 33 Main cont.= 33 Bibliography=1 Glossary=1 Editing FEDISAL ‐ Boletín Formación & Empleo, No.1. Año 2010 (electrónico, en Google Drive) Bibliography 1 Glossary 1 Editing Lines=1 Total= 36 i l li h i 2010 (electrónico, en Google Drive) Main cont.= 11 Annexes=15 Total= 26 xxxxxxxxx PMP Improving Access to Employment English vFinal July 2012 (electrónico en Google Drive) Total= 26 Main cont.= 31 Financial info.= 5 GPS vFinal July 2012 (electrónico, en Google Drive) CARANA Quarterly Report Q3 FY 2012 vFinal to maps= 4 Results Achie.= 11 Total 51 xxxxx y p USAID (electrónico, en Google Drive) Total= 51 Informe sobre Desarrollo Humano El Salvador Initial Initial info= 22 Main cont.= 288 Bibl. Ref.= 20 Appendix= 10 xx Informe sobre Desarrollo Humano El Salvador PNUD 2007‐2008 (electrónico en Google Drive) Ind.Hum.Dev.= 35 Notes, Stat.= 18 Total= 393 xx Total= 393 2010 Quarterly Report (QTR 2) Jan‐March 2010 Total= 32 xxxxx Total= 10 xxxxx Tl 21 Qy p (Q ) 2010 Quarterly Report (QTR 3) April ‐ June 2010 2010 Ql R (QTR 4) Jl S 2010 Total= 21 xxxxx Total= 23 xxxxx 2010 Quarterly Report (QTR 4) July ‐ Sept 2010 2011 Quarterly Report (QTR 1) Oct‐Dec 10 FINAL Total= 23 xxxxx Total= 37 xxxxx 2011 Quarterly Report (QTR 1) Oct‐Dec 10 FINAL 2011 Quarterly Report (QTR 2) Jan‐March 2011 Total= 41 xxxxx 2011 Quarterly Report (QTR4) JULY SEPT 2011 Total= 34 xxxxx 2011 Quarterly Report (QTR3) Apr‐June final Total= 34 xxxxx Total= 40 xxxxx 2011 Quarterly Report (QTR4) JULY‐SEPT. 2011 2012 Quarterly Report (QTR 1) OCT‐DEC. 11 Total 40 xxxxx Total= 42 xxxxx 2012 Quarterly Report (QTR 1) OCT DEC. 11 2012 Quarterly Report (QTR 2) FY 2012 vFinal Main= 61 Compl.= 9 Total 70 Workforce Development Assessment 2008 (electrónico en Google Drive/CARANA/SOW Total= 70 Main= 22 Compl.= 3 (electrónico en Google Drive/CARANA/SOW Joint Country Action Plan (electrónico en Main 22 Compl. 3 Total= 25 x x Joint_Country_Action_Plan (electrónico en Google Drive/CARANA/SOW Documents) 1 x x x Success story ‐ Claudia Pizza Hut vFinal (1) (electrónico en Google Drive/CARANA/Success x x x 1 (electrónico en Google Drive/CARANA/Success Stories) S t Rl El T t USAID 1 x x x Success story ‐ Raquel El Tunco to USAID (electrónico en Google Drive/CARANA/Success x x x A AlE l SS C Cl 1 (electrónico en Google Drive/CARANA/Success Stories) AccesoAlEmpleo_SS_Career Counselor 1 Certification (EN)‐‐CA (electrónico en Google x x x x x x Certification (EN)‐‐CA (electrónico en Google Drive/CARANA/Success Stories) SS Better jobs for the disabled (electrónico en 1 x xxxxx SS_Better jobs for the disabled (electrónico en Google Drive/CARANA/Success Stories) Success story ‐ JR Rivera Grupo Q to USAID 1 xxx y p Q (electrónico en Google Drive/CARANA/Success S i) 1 Stories) S Ii Mbi USAID (1) 1 x Success story ‐ Iris Megaboutique to USAID (1) (electrónico en Google Drive/CARANA/Success x(electrónico en Google Drive/CARANA/Success Stories) Checklist for Assessing USAID Evaluation Reports 6 xx Checklist for Assessing USAID Evaluation Reports (electróncio en Google Drive/Ed's Evaluation ) 22 Documents) Sample evaluation report template (electrónico Sample evaluation report template (electrónico en Google Drive/Ed's Evaluation Documents) 50 g / ) ADS 203 USAID ADS 203 USAID E l tivauaon Di tirecve ( l tó i (electrónico 50 en Google Drive/Ed's Evaluation Documents) 22 en Google Drive/Ed s Evaluation Documents) Evaluation Policy FAQs 1 (electrónico en Google Evaluation Policy FAQs ‐ 1 (electrónico en Google 22 Drive/Ed's Evaluation Documents) 7 Drive/Ed s Evaluation Documents) Evaluation Evaluation Report How To Note (electrónico (electrónico en 7 Google Drive/Ed's Evaluation Documents) USAID_EVALUATION_POLICY (electrónico en 15 Google Drive/Ed's Evaluation Documents) TIPS ‐ Rigorous Impact Evaluation ‐ PNADW119 11 (l óeectrnico en Google Drive/Ed's Evaluation l Documents) Sample evaluation covers (electrónico en Google 3 11 Drive/Ed's Evaluation Documents) TIPS‐Constructing C t ti an Evaluation E l ti Rtepor 11 (electrónico en Google Drive/Ed's Evaluation USAID Climate Change Policy (electrónico en 35 (electrónico en Google Drive/Ed s Evaluation Doc ments) USAID Climate Change Policy (electrónico en 35 Google Drive/Ed's Evaluation Documents) Protection of Human Subjects Protection of Human Subjects ‐‐ ADS 200mbe ADS 200mbe 12 (electrónico en Google Drive/Ed's Evaluation Documents) TIPS Conducting ‐Conducting Mixed Method Evaluations Evaluations 9 (electrónico en Google Drive/Ed's Evaluation Documents) 28 x x x USAID EDUCATION STRATEGY (electrónico en Google Drive/Ed's Evaluation Documents) x x x 4 Google Drive/Ed's Evaluation Documents) TIPS‐Conducting C d ti Key Informant I f I t inervews 4 (electrónico en Google Drive/Ed's Evaluation (electrónico en Google Drive/Ed s Evaluation Documents) 3 x x x x xxxxx 2 STANDARD INDICATORS DEFINITION FOR Map Trainees LOP USAID Employment Program 2 x x x x xxxxx Map Trainees LOP USAID Employment Program (electrónico en Google Drive/Maps) Trainees LOP USAID Employement 1 ( g / p) 1 x x x x xxxxx Trainees_LOP_USAID Employement Program_Departament (electrónico en Google 1 Drive/Maps) Trainees LOP USAID Employement Program x x x x xxxxx Trainees_LOP_USAID Employement Program (electrónico en Google Drive/Maps) 10 x x x x x x x x x CARANA T.O. SECTION C (electrónico en Google D i /SOW PMP RF) Drive/SOW PMP RF) x x x x x x x x x G. NEW STRATEGY FY 2004‐FY2009 RESULTS 4 FRAMEWORKS IN GRAPHIC FORM FRAMEWORKS ( l tó i x x x x x x x x x IN GRAPHIC FORM (electrónico en Google Drive/SOW Drive/SOW PMP RF) Annex H: Extract Table of Partnerships - June 2012 IMPROVING  ACCESS  TO  EMPLOYMENT  IN  EL  SALVADOR  -­‐ INTERIM  PROGRESS  REPORT:  2010-­‐2012 Total Program Investment: $7,490,000 Time Period: December 2009-November 2013 Geographic Areas: Nationwide Contractors: CARANA and Research Triangle Institute ALLIANCES  ARE USED  TO  IDENTIFY  CONSTRAINTS  AND  SOLUTIONS   (40  businesses  and  business  groups) ALLIANCE DESCRIPTION/STATUS Aircraft  maintenance  – English  for  Work* Aeroman  is  financing  training  and Phase  2   partnership  with Don  Bosco University; Employment  for  youths  at  risk:  Jovenes  Comprometidos* and  Programa  PATI : ü Corporation  of  American  Franchises (Pizza  Hut); ü Walmart; ü Polo  Campero; ü Megaboutique  (community-­‐based  retail  in Lourdes) Very  successful,  graduating  monthly  about  80   potential  employees:   ü Customer  service,  cashier,  sales,   administrative assistants,  accounting   assistants and  assistant  managers  for fast   food  restaurants; ü Limitations  encountered  in  meeting  the   required  variations  in  shifts  schedules  that   hinder  transportation  arrangements  for   prospective  employees; MTPS  job  counseling  assistance*  and  Labor  Market   Information  System  (LIMS) Huge  impact  from  establishing  18  BELs; LMIS   taken  over  by  JICA; Hospitality  industry  – English  for  Work Growing  coverage,  sustainability  challenges; Vocational  orientation  and  Identifying  youth  for  training   programs (&  MOL) Broad  NGO/mayor  alliances,  Year  4  – high   priority  for  vocational  orientation; expansion potential; Strengthening  Training  centers* (Chamber  of  Commerce) CCI  now,  others  planned; Jobs  for  persons  with  disabilities Some  progress,  starting a  new  strategy  now;   National  Internship  Program: Joven360/Jóvenes  con  Valor Growing  coverage,  sustainability  challenges; Consumer-­‐based  reporting  on  training  effectiveness Discussions  but  no  implementation. * These alliances  have been  able  to  achieve  a  sustainable approach that  is  currently  in  place  and  taking  root. Allies  as  immediate  employers Wal-­‐Mart,  Pizza  Hut,  Kentucky  Fried  Chicken,  China  Wok,   Pollo  Campero  and  others; Allies  as  sources  of  youths CRS  Jovenes  Constuctores,  Alcaldia  San  Salvador,  Instituto  Ricaldone,   and  about  7  others; Sustainability  partners Chamber of Commerce and  Industry,  INSAFORP  and AFP  CRECER. Annex I: Field Work Program (Complete listing of visits and interviews conducted) IBTCI Evaluation Team Activities DATE DETAILS Tue Aug 7, 2012 8am - 9am Technical meeting - evaluation team Where: 906 Hilton Princess Description: Brief SOW Review Review and clarifications from USAID Review of roles and responsibilities 10am - 12pm Initial Team Planning Meeting with USAID Where: USAID headquarters in Santa Elena Description: Introduction, reviews (evaluation purposes, objectives, evaluation methodology, logistics) and to discuss agenda for Carana's afternoon meeting 2pm - 4pm Initial Team Planning Meeting with CARANA technical staff Where: Carana Offices in San Salvador Description: Introduction, presentation of the Project and review evaluation SOW. To plan tomorrow’s activities Wed Aug 8, 2012 9am - 12pm Meeting with CARANA's technical staff Where: Carana Offices in San Salvador Description: To get technical information with the 3 technical areas, as well as the contacts list with administrative area 2pm - 6pm Evaluation team works on findings at CARANA Where: 906 Hilton Princess Description: Thu Aug 9, 2012 1:30pm - 4:30pm Meeting with Senior Carana Staff Where: CARANA office Description: To discuss about Fri Aug 10, 2012 10:30am - 12pm SILVIA: Going to CARANA Where: CARANA Office Description: To set up logistical details for the visits to do next Monday and Tuesday. 1pm - 5pm TEAM: Meeting to update Where: 906 Hilton Princess Description: To follow up on each team member's activities for the next 2 days(Monday- Tuesday) To set up the guidelines on: Google Calendar, tools to use in visits/interviews Mon Aug 13, 2012 10am - 11am MIKE: Visit to APES - Proceso Orientación y Selección Where: APES, Col. Escalón Description: To find out about orientation and recruitment processes with Betsy de Cosme (CARANA) 7852-7330. 3pm - 4pm MIKE: Visit to APES - Jóvenes Comprometidos Program Where: APES, Col. Escalón Description: To see implementation of psychological testing as well as the model of interview; Jóvenes comprometidos - Yo hago la diferencia". In coordination with Betsy de Cosme. 4pm - 5pm MIKE: meeting with Executive Director CASATUR Where: CASATUR, Pasaje 1 Casa No. 8 Col. Ávila, San Salvador, El Salvador PBX:(503) 2132-0200 Description: Tue Aug 14, 2012 1pm - 7:30pm MIKE: visiting 2 English programs in La Libertad Where: Playa El Tunco and Playa La Libertad Description: -CASATUR's Coordinator of the English for the Work program, Mrs. Milta Segura, will be picking Mike up at 1:30 pm at the hotel. Then will be visiting two English programs in La Libertad Department (one is near El Tunco and the other near La Libertad). To observe and interview participants and teachers. Both courses last from 2 until 5. Return to SS around 7 pm. 2pm - 4pmSERGIO+FRANCISCO Revisión de Componente 3 Where: Oficina del Programa Description: Revisión de Resultados del Componente 4. A solicitud del equipo Evaluador, se revisarán resultados y metas de dicho componente. Guillermo Gómez 5:30pm - 6pm SERGIO+FRANCISCO: Meeting in Search Where: Search, Avenida La Capilla No. 411, Colonia San Benito. San Salvador. Tel.: 2565-600 Description: Meeting with Carla de Vanegas, General Manager. Wed Aug 15, 2012 9am - 10:30am ALL: FEPADE, Lic. Aury de Novellino Where: FEPADE, Calle El Pedregal frente Esc. Militar. Antiguo Cuscatlán. Tel.:2212-1661 Description: FEPADE, Lic. Aury de Novellino, Programs Manager. 10:45am - 12:15pm ALL: 10:45 FEDISAL, Lic. Quiteño & Licda. de Hidalgo Where: FEDISAL, in Colegio Santa Cecilia, Santa Tecla. Tel.: 2523- 9800 Description: Lic. Héctor Quiteño-Executive Director & Licda. Iracema de Hidalgo￾Programs Manager 2:30pm - 3:30pm ALL: CORPORACIÓN FRANQUICIAS AMERICANAS Where: CARANA's office Description: Corporación Franquicias Americanas, Licda. Ana Lorena de Rivas. Cel.: 7855-4597 4pm - 5pm ALL: Visit to WAL-MART San Salvador Where: Wal-Mart Office, Alameda Roosevelt y 65 Av Sur, Pje. 1, Centro Financiero Gigante Edif. E Nivel 9 San Salvador. Tel: 2523-6841 Description: Meeting with Licda. Ademy Durán, Human Resources Deputy Manager (cell.: 7852-6244) Thu Aug 16, 2012 8:30am - 9:30am SERGIO+FRANCISCO: Cámara de Comercio San Salvador y Santa Ana Where: Cámara de Comercio San Salvador - 9a Av Norte y 5a Calle Pte #333, SanSalvador. Tel.: 2231-3000/2487-7130 Description: Meeting with Lic. Rodrigo Ayala-General Manager, Licda. Laura Canizalez-Services Program Manager & Licda. Maricela Rendón￾Cámara Santa Ana 10:45am - 12:15pm SERGIO+FRANCISCO: 10:45 Visit to Bolsa de Trabajo Santa Ana Where: Bolsa de Trabajo MTPS Santa Ana; 4a Calle Poniente y 4a Av Norte #9, Santa Ana. Tel.:2441-2478 Description: Meeting with Licda. Lorena Lara de Fuentes, Jefa Sectores Vulnerables (persons with disabilities), Regional Office Santa Ana 1:30pm - 2:30pm SERGIO+FRANCISCO: Visit to Mega Boutique in Lourdes, Colón Where: Mega Boutique Sucursal Lourdes: Calle a Sonsonate dos, Colonia El Progreso frente a Cruz Verde, Cantón Lourdes. Description: In the way back to San Salvador, visit this business. Lic. Doris Iraheta, Human Resources Manager 3pm - 4pm SERGIO+FRANCISCO: Visit to Mega Boutique in Santa Tecla Where: Mega Boutique Sucursal Santa Tecla Description: In the way back to San Salvador, visit this business after Megaboutique Lourdes. (this visit could not be done due to time) Fri Aug 17, 2012 10am – 12m SERGIO+FRANCISCO: Meeting MTPS – Ing. Víctor Yánez Where: MTPS: Alam. Juan Pablo II y 17 Av Norte, Edificio 3, 1er nivel. Tel: 2529-3724 Description: Ing. Víctor Yánez - Jefe Unidad Desarrollo Tecnológico. 4pm - 5pm MIKE: Meeting with Agustín Lozano, trainer Where: CARANA's Office Description: Agustín Lozano, Consultant who trains in Programa de Asistentes de Gerentes Pizza Hut Mon Aug 20, 2012 8:30am - 9:30am SERGIO+FRANCISCO: Meeting w/César Pineda, MTPS Where: MTPS, Alameda Juan Pablo II y 17 Avenida Norte, Edif. 2 y 3 Centro deGobierno, S.S. Description: César Pineda, Coordinador Bolsa de Empleo Departamento de San Salvador.Tel.:7141-4801; coordinar y confirmar visita a BEL San Salvador 9:45am – 10:45am SERGIO: Meeting w/Lesly Cervellón, MTPS Where: MTPS Description: Licda. Lesly Cervellón, Jefe Departamento Nacional de Empleo. 10am - 12:30pm FRANCISCO: Meeting w/Guillermo Gómez, CARANA Where: CARANA Office Description: To review indicators 11am - 12pm SERGIO: Meeting w/Nora López, MTPS Where: MTPS, Alameda Juan Pablo II y 17 Avenida Norte, Edif. 2 y 3 Centro de Gobierno, S.S. Description: Licda. Nora López, Directora Previsión Social. Tel.: 2529- 3877 3pm - 4pm ALL: INSAFORP, Executive Director Where: INSAFORP, Parque Industrial Santa Elena, Final Calle Siemens Edif.INSAFORP, Antiguo Cuscatlán. Tel.: 2244-1607 Description: Meeting with Lic. Joel Antonio Morán Olmos, Director Ejecutivo. Tues Aug 21, 2012 11am - 12pm MIKE: Observation of TRAINING ASIST. GERENTES in San Salvador Where: Hotel Villa Real, Colonia Miramonte Calle Sisimiles No. 2944 San Salvador Description: Time to observe the coursel 1:30pm - 2pm MIKE: Interview w/4 atten. TRAINING ASIST. GERENTES in San Salvador Where: Hotel Villa Real, Colonia Miramonte Calle Sisimiles No. 2944 San Salvador Description: Interview to 4 young attending to the course 3pm - 4pm TBC: MIKE: meeting w/Luis Rivera CARANA Where: CARANA Office Description: Several subjects to discuss Wed Aug 22, 2012 12:30pm – 1:15pm SERGIO: meeting w/B.Brunn CARANA Where: CARANA Office Description: 1:30pm - 2:30pm SERGIO: Meeting w/Cinthya Castellanos, POETA Where: Hilton Princess Hotel Description: Persons with disabilities 4:30pm - 5:30pm MIKE: Meeting w/ALTHES Where: ALTHES: Calle Schafick Handal #5261, Colonia Escalón, San Salvador Description: Licda. Martha Lilian Martínez, Executive Director Thu Aug 23, 2012 (San Miguel and San Salvador) 7:30am - 8:30am FRANCISCO: Breakfast-meeting w/ Florencio Castillo￾AEROMAN Where: Hilton Princess Hotel Description: Gerente Servicios Técnicos. Time: 7:30 AM. Confirmed 9:30am - 10:30am FRANCISCO: Meeting w/Amílcar Durán, SIL-La Red Where: SIL: Urb. y Calle Campos Elíseos, casa #1-B, Blvd. Constitución, San Salvador. Tel.:2284-6499 Description: Persons w/disabilities 10am - 11am SERGIO or MIKE: Visit to CÁMARA DE COMERCIO SAN MIGUEL Where: Cámara San Miguel, 12 Calle Poniente y 7a Avenida Norte, B° San Francisco, San Miguel Calendar: IBTCI Evaluation Team Activities Licda. Denisse Villatoro, Manager. Tatiana Aragón, Assistant Tel.:2683- 8800 x06 The person in charge of the JOVENES 360 Project is going to be convoked to the meeting 10am - 11am SERGIO or MIKE: Visit to CELULAR BOUTIQUE Where: Hilton Princess Hotel Description: Mr. Gabriel Landaverde Calderón, General Director AGAPE-Sonsonate. Tel:2429-9702 3:30pm – 4:30pm MIKE: Meeting w/Francisco Martínez￾CONSISA Where: CONSISA: Edificio Gran Plaza local 408, Blvd. del Hipódromo, Col. San Benito. San Salvador. Tel: 2505-6000 Description: Lic. Juan Francisco Martínez Lara, President. 4pm – 5pm SERGIO: Meeting w/Licda. Reina Alvarado￾Universidad Don Bosco Where: Hilton Princess Hotel Description: Lic. Reina de Alvarado, Vicerrectora Área Ciencia y Tecnología Universidad Don Bosco, Ing. Erika López, encargada del Área de Informática Sat Aug 25, 2012 10am – 11am MIKE: Meeting w/Lic. Oscar Nelson Cruz￾FUSALMO Where: FUSALMO, frente a Vidrí Soyapango Description: Lic. Oscar Nelson Cruz, Executive Director. Tel: 2275- 0521 Wed Aug 29, 2012 10am – 12m ALL: Stakeholders Meeting, CARANA, USAID and Evaluation Team Where: Somerset Hall, Princess House Description: Meeting to present findings, get opinions from stakeholders as part of this evaluation process Wed Aug 29, 2012 2pm – 4pm ALL: Meeting: CARANA, USAID and Evaluation Team Where: Somerset Hall, Princess House Description: Meeting to discuss findings and comments got during the morning session Fri Aug 31, 2012 10am – 12m ALL: Debriefing in USAID Where: USAID Description: Discuss on findings and recommendations made to improve the Program’s performance during the remaining year Tues Oct 2, 2012 SERGIO: Debriefing Preparation for USAID Where: USAID Description: Preparation and run-through Wed Oct 3, 2012 9am SERGIO AND FRANCISCO: FINAL PRESENTATION for Acting Mission Director, Other USAID Staff, and CARANA Staff Where: USAID Description: Multi-media presentation of the Final Evaluation Report and findings Annex J: Tools – Discussion Protocols & Questionnaires ANNEX 1. Discussion protocol for youth beneficiaries Protocolo para jóvenes beneficiarios   Describa el ambiente alrededor de su comunidad. ¿Cuál es la situación del mercado de trabajo? Del desempleo? Si el grupo tiene principalmente jóvenes: ¿Es difícil para un adulto joven (18-25) encontrar empleo? ¿Qué tipos de apoyo y recursos están disponibles localmente para jóvenes/adultos jóvenes? (ej. educativos; financieros; recreacionales; apoyo para encontrar empleo) ¿Cuáles son los retos más importantes y estrategias efectivas relacionadas con emplear trabajadores más jóvenes? (También considere como posible en las preguntas aspectos de género y discapacidad) Para los jóvenes: ¿Cuáles son/fueron los retos más importantes para encontrar empleo? ¿Cómo se enteró del programa? ¿Cuándo empezó a participar en el programa? (Solicite una breve descripción de las actividades en las que ha participado) ¿Describa su vinculación con el personal (o facilitadores) del Programa? ¿Cuáles eran sus metas principales de participar en el Programa? ¿Qué tan efectiva ha sido su participación en el programa para lograr avanzar en sus metas? ¿Cuáles son/eran sus metas principales derivadas de su participación en el Programa? ¿Hasta que punto su participación en el programa le ha ayudado a lograr esas metas? ¿Cómo se enteró de este programa? ¿Qué hizo que le interesó en él? ¿Por qué se enlistó en el programa? ¿Qué estaba haciendo antes de iniciar? ¿Qué le parece participar en el programa? ¿Se ha sentido seguro y aceptado? ¿Considera que los facilitadores del se preocupan por usted? ¿Se siente a gusto compartir tus consideraciones? ¿Qué tipo de cosas está aprendiendo/aprendiste en el programa? ¿En el salón de clases? ¿En el trabajo? Para aquellos que todavía reciben capacitaciones: ¿Considera que las cosas que está aprendiendo le van ayudar a conseguir un trabajo? ¿Cuáles han sido los desafíos más importantes en tu empeño de cumplir tu meta de empleo? Para aquellos que han completado sus capacitaciones y/o han comenzado a trabajar: ¿Para usted cuál fue lo mejor del programa/capacitación? ¿Podría mejorarse algunos aspectos? Para aquellos que han completado sus capacitaciones y/o han comenzado a trabajar: ¿Qué tan bien consideras que el programa te preparo para tu presente trabajo? Para aquellos que han completado sus capacitaciones y/o han comenzado a trabajar: ¿Cree que hay posibilidades de progresar en tu carrera? ¿Necesitaría más capacitación para progresar? (Preguntar sobre tipos de capacitaciones; información que el empleador ha proporcionado sobre ruta de la carrera; otras posibilidades en otra empresa (si fuese conveniente) ¿Qué le gusta/gustó más del programa? ¿Qué le gustó menos? ANNEX 2. Questionnaire for youth in job orientation EVALUACIÓN DE MEDIO TÉRMINO DEL PROYECTO DE USAID PARA MEJORAR EL ACCESO AL EMPLEO   EN EL SALVADOR CUESTIONARIO Como parte de la Evaluación de Medio Término del Proyecto de USAID para Mejorar el Acceso al Empleo en El Salvador, ejecutado por CARANA, nos gustaría que usted complete el siguiente cuestionario. Sus respuestas serán un insumo muy útil que nos permitirá evaluar objetivamente los servicios que el Programa ha prestado a sus beneficiarios. ¡Gracias por su tiempo y cooperación! (Son 8 preguntas: 4 al frente y 4 al reverso de la hoja) 1. ¿Cómo se enteró de este programa?   2. ¿Por qué se inscribió al programa? 3. ¿Ha tenido un trabajo remunerado? Si es así, ¿cuál ha sido el tipo de trabajo que realizó y cuántas horas trabajaba? 4. Hasta ahora, ¿cuáles han sido sus mayores retos en la búsqueda de un empleo permanente y estable? 5. ¿Cómo se siente al participar en el programa?  Por ejemplo, ¿se siente seguro y aceptado, optimista o pesimista? EVALUACIÓN DE MEDIO TÉRMINO DEL PROYECTO DE USAID PARA MEJORAR EL ACCESO AL EMPLEO   EN EL SALVADOR 6. ¿Considera que los facilitadores del programa se preocupan por usted y el éxito de su carrera? Si es así, ¿puede usted dar un ejemplo? Si no es así, ¿por qué no? 7. ¿Qué tipo de cosas son las que más espera aprender mientras está en el entrenamiento?   8. Después de completar la capacitación, ¿cree usted que es probable que obtenga un puesto de trabajo? ANNEX 3. Questionnaire for youth that were placed by program EVALUACIÓN DE MEDIO TÉRMINO DEL PROYECTO DE USAID PARA MEJORAR EL ACCESO AL EMPLEO   EN EL SALVADOR CUESTIONARIO Como parte de la Evaluación de Medio Término del Proyecto de USAID para Mejorar el Acceso al Empleo en El Salvador, ejecutado por CARANA, nos gustaría que usted complete el siguiente cuestionario. Sus respuestas serán un insumo muy útil que nos permitirá evaluar objetivamente los servicios que el Programa ha prestado a sus beneficiarios. ¡Gracias por su tiempo y cooperación! 1. ¿Cómo se enteró de este programa?   2. ¿Por qué se inscribió al programa? 3. ¿Antes de su actual trabajo, había tenido un trabajo remunerado? Si es así, ¿cuál era el tipo de trabajo que realizaba y cuántas horas trabajaba? 4. Antes de buscar el trabajo que tiene ahora, ¿cuáles eran sus mayores retos en la búsqueda de un empleo permanente y estable? 5. ¿Cómo se sintió al participar en el programa?  Por ejemplo, ¿se sintió seguro y aceptado, optimista o pesimista? EVALUACIÓN DE MEDIO TÉRMINO DEL PROYECTO DE USAID PARA MEJORAR EL ACCESO AL EMPLEO   EN EL SALVADOR 6. ¿Considera que los facilitadores del programa se preocupaban por usted y el éxito de su carrera? Si es así, ¿puede usted dar un ejemplo? Si no es así, ¿por qué no? 7. ¿Qué tipo de cosas que aprendió mientras estuvo en entrenamiento y que le parecieron más útiles?   8. ¿Había algo que piensa que no fue muy útil (o que se podría mejorar) relacionado al entrenamiento? ANNEX 4. Discussion protocol for the Chamber of Commerce Protocolo para la Cámara de Comercio ¿Cómo se enteró del Programa (Acceso al Empleo)? ¿Cuándo empezó a participar en el Programa? (Describa brevemente las actividades  en las que ha participado)     ¿Cuál es la situación actual del mercado de trabajo? Del desempleo? ¿Qué tipos de habilidades son las que más necesita las empresas Salvadoreñas?   ¿Qué tipos de apoyo y recursos están disponibles localmente para jóvenes/adultos jóvenes? (ej., educativos; financieros; recreacionales; apoyo para encontrar empleo)   ¿Cuáles son los retos más importantes y estrategias efectivas relacionadas con emplear trabajadores más jóvenes? (Considere en las preguntas aspectos de género y discapacidad) ¿Cuáles eran sus metas principales al trabajar con el Programa?     ¿Qué aspectos de su relación con el Programa han sido los más importantes en ayudarle a lograr esas metas?   ¿Ha habido factores negativos?   ¿Hasta qué punto el apoyo del Programa ayudó a calzar la oferta de mano de obra calificada y la demanda de empleo de las empresas con quien trabajan?   ¿Hay una política formal en su empresa relacionada con género y discapacidades? ¿Ha fortalecido el Programa su capacidad de reclutamiento y capacitación?    ¿Hay ejemplos específicos? ¿Describa su vinculación con el personal del Programa (Carana)? ¿Con los facilitadores (docentes) de capacitación?    (Si hay capacitación): Describa la capacitación específica que los participantes recibieron.   ¿Hasta qué punto va a continuar con el “modelo” que se ha establecido como resultado de su participación en el Programa?   ¿Qué modificaciones prevé? ¿Ha visto impactos directos del Programa en su organización? ¿Cuáles fueron los impactos a nivel de participantes?   ¿Hasta qué punto cree usted que el sistema que está operando actualmente es sustentable?   ¿Qué medidas está tomando o anticipa que serían convenientes para garantizar la sostenibilidad? ¿Cree usted que necesitará aún más asistencia técnica o financiera en el futuro para fortalecer el sistema de reclutamiento o capacitación del personal?   En resumen, ¿qué tan efectiva ha sido la capacitación para preparar a los empleados para las plazas disponibles? ¿Qué mejoras, si las hubiese, se le podrían hacer al programa de capacitación? ANNEX 5. Discussion protocol for employer associations Protocolo para las asociaciones de empleadores ¿Cómo se enteró del Programa (Acceso al Empleo)? ¿Cuándo empezó a participar en el Programa? (Describa brevemente las actividades  en las que ha participado)     ¿Qué tipos de habilidades son las que más necesitan las empresas que participan en su asociación?   ¿Cuáles son los requerimientos para los trabajadores que están comenzando en el nivel básico?  ¿A nivel intermedio? ¿Cuáles son los requisitos académicos exigidos para esos trabajos?   ¿Adónde van  los empleadores típicamente para localizar empleados? ¿Cómo compararía ese proceso que normalmente utilizan las empresas para reclutar empleados con el proceso que ha desarrollado con el Programa?   ¿Los resultados son diferentes cuando se trabaja con personas capacitadas o recomendadas por el programa (ej.: el número de entrevistas necesarias para encontrar empleados calificados, nivel de calificación)? ¿Cuáles eran sus metas principales al trabajar con el Programa?     ¿Qué aspectos de su relación con el Programa han sido los más importantes en ayudarle a lograr esas metas?   ¿Ha habido factores negativos?   ¿Hasta qué punto el apoyo del Programa ayudó a calzar la oferta de mano de obra calificada y la demanda de empleo de las empresas con quien trabajan?   ¿Hay una política formal en las empresas relacionada con género y discapacidades? ¿Ha fortalecido el Programa la capacidad de las empresas de reclutar o capacitar a sus empleados o los buscadores de empleo?  ¿Hay ejemplos? ¿Describa su vinculación con el personal del Programa (Carana)? ¿Con los facilitadores (docentes) de capacitación?    (Si hay capacitación): Describa la capacitación específica que los participantes recibieron.   ¿Hasta qué punto va a continuar con el “modelo” que se ha establecido como resultado de su participación en el Programa?   ¿Qué modificaciones prevé? ¿Ha visto impactos directos del Programa en su organización? ¿Cuáles fueron los impactos a nivel de participantes?   ¿Hasta qué punto cree usted que el sistema que está operando actualmente es sustentable?   ¿Qué medidas está tomando o anticipa que serían convenientes para garantizar la sostenibilidad? ¿Cree usted que necesitará aún más asistencia técnica o financiera en el futuro para fortalecer el sistema de reclutamiento o capacitación del personal?   En resumen, ¿qué tan efectiva ha sido la capacitación para preparar a los empleados para las plazas disponibles? ¿Qué mejoras, si las hubiese, se le podrían hacer al programa de capacitación? ANNEX 6. Discussion protocol for BEL’s Protocolo para las Bolsas de Empleo (BEL) ¿Qué tipos de habilidades son las que más necesita las empresas Salvadoreñas en esta región?   ¿Adónde van  los empleadores típicamente para localizar empleados? ¿Qué tipos de apoyo y recursos están disponibles localmente para jóvenes/adultos jóvenes? (ej., educativos; financieros; recreacionales; apoyo para encontrar empleo)   ¿Cuáles son los retos más importantes y estrategias efectivas relacionadas con emplear trabajadores más jóvenes? (Considere en las preguntas aspectos de género y discapacidad) ¿Cuándo empezó a participar en el Programa? (Describa brevemente las actividades en las que ha participado)     Describa el programa de capacitación que estaba elaboro para las bolsas de empleo por el Programa. ¿Cuáles son los aspectos más importantes del currículum/ estrategia de enseñanza? ¿Cuáles percibe que sean las mayores fortalezas del programa de capacitación? ¿Hay aspectos del currículo o de la formación que se puede mejorar?  ¿Qué mejoras podría usted sugerir? ¿Ha visto impactos directos del Programa en su organización? ¿Existe alguna diferencia en la forma en que los consejeros de empleo trabajan con los clientes como resultado de la participación en la capacitación patrocinada por el Programa? ¿Cuáles fueron los impactos a nivel de participantes?   ¿Hasta qué punto cree usted que el sistema de bolsas de empleo que está operando actualmente es sustentable?   ¿Cree usted que necesitará aún más asistencia técnica o financiera en el futuro para fortalecer el sistema de bolsas de empleo?   Al evaluador: Pregunte si sería posible observar una sesión de asesoramiento o cualquier otra actividad con una persona que busca empleo. Pregunte si hay herramientas (internet u otras) para los solicitantes de empleo que los consejeros podrían demostrar. ANNEX 7. Discussion protocol for employers Protocolo para los empleadores ¿Cómo se enteró del Programa (Acceso al Empleo)? ¿Cuándo empezó a participar en el Programa? (Describa brevemente las actividades  en las que ha participado)     ¿Qué tipos de habilidades son las que más necesita su empresa?   ¿Cuáles son los requerimientos para los trabajadores que están comenzando en el nivel básico?  ¿A nivel intermedio? ¿Cuáles son los requisitos académicos exigidos para esos trabajos?   ¿Adónde va típicamente para localizar empleados? ¿Cómo compararía ese proceso que normalmente utiliza para reclutar empleados con el proceso que ha desarrollado con el Programa?   ¿Los resultados son diferentes cuando se trabaja con personas capacitadas o recomendadas por el programa (ej.: el número de entrevistas necesarias para encontrar empleados calificados, nivel de calificación)? ¿Cuáles eran sus metas principales al trabajar con el Programa?     ¿Qué aspectos de su relación con el Programa han sido los más importantes en ayudarle a lograr esas metas?   ¿Ha habido factores negativos?   ¿Hasta qué punto el apoyo del Programa ayudó a calzar la oferta de mano de obra calificada y la demanda de empleo de las empresas con quien trabajan?   ¿Hay una política formal en su empresa relacionada con género y discapacidades? ¿Ha fortalecido el Programa su capacidad de reclutamiento y capacitación?    ¿Hay ejemplos específicos? ¿Describa su vinculación con el personal del Programa (Carana)? ¿Con los facilitadores (docentes) de capacitación?    (Si hay capacitación): Describa la capacitación específica que los participantes recibieron.   ¿Hasta qué punto va a continuar con el “modelo” que se ha establecido como resultado de su participación en el Programa?   ¿Qué modificaciones prevé? ¿Ha visto impactos directos del Programa en su organización? ¿Cuáles fueron los impactos a nivel de participantes?   ¿Hasta qué punto cree usted que el sistema que está operando actualmente es sustentable?   ¿Qué medidas está tomando o anticipa que serían convenientes para garantizar la sostenibilidad? ¿Cree usted que necesitará aún más asistencia técnica o financiera en el futuro para fortalecer el sistema de reclutamiento o capacitación del personal?   En resumen, ¿qué tan efectiva ha sido la capacitación para preparar a los empleados para las plazas disponibles? ¿Qué mejoras, si las hubiese, se le podrían hacer al programa de capacitación? ANNEX 8. Discussion protocol for training teachers    Protocolo para los facilitadores (docentes) de programas de capacitación 1. Describa el currículo que usted utiliza para los participantes de los programas de capacitación.    2. Describa la capacitación específica que los participantes recibieron.   Evaluadores: Obtengan una copia de materiales (cuando posible) y revisen el currículo utilizado por el Programa con el Grupo. 3. ¿Participó en el diseño del currículo? (Si así, pregunte por su rol; si el currículo fue diseñado fundamentalmente “de cero” adaptado, etc.) 4. ¿Cuáles son los aspectos más importantes del currículum/ estrategia de enseñanza? 5. ¿Cuáles percibe que sean las mayores fortalezas del presente programa de capacitación? 6. ¿Qué mejoras podría usted sugerir? 7. ¿Qué tan preparado está el programa de capacitación para continuar después que el programa termine? 8. ¿Qué tan preparados están los estudiantes al principio del curso? (ej., ¿Son los estudiantes elegidos para la capacitación los idóneos para el tipo de capacitación que ustedes ofrecen?    9. ¿Cuáles son los aspectos más importantes del currículum/ estrategia de enseñanza? 10. ¿Qué tan efectiva ha sido la capacitación para preparar a los empleados para los empleos disponibles? 11. ¿Cuáles percibe que sean las mayores fortalezas del presente programa de capacitación? 12. ¿Qué mejoras, si las hubiese, se le podrían hacer al programa de capacitación? Annex K: Additional Reference Resources Annex K1: Additional details on knowledge transfer concepts presentation 1 Knowledge Transfer Concepts 2 Knowledge is the most important raw material of government; working with knowledge is its most important process; and knowledge is what citizens expect government to provide. Thomas A. Stewart Editorial Director Business 2.0 Magazine 3 Types of Knowledge: Tacit Knowledge that people carry in their heads. This knowledge is often difficult to share because the people who possess it do not often access it to communicate it. This knowledge often provides context for ideas, experiences, people, and places and is not easily captured. 4 Types of Knowledge: Explicit Structured – Data elements that are organized in a particular way for future retrieval, e.g. documents, databases, and spreadsheets Unstructured – Information not referenced for retrieval, e.g. emails, images, audio or video selections 5 Knowledge Management A systematic approach to creating or finding, capturing, understanding, using and transferring knowledge important to the organizations mission and vision. 6 Knowledge Transfer The process of sharing tacit knowledge or facilitating the learning of explicit knowledge between one person and another. The knowledge must both be learned and be useable in a relevant context; if both conditions do not exist, the knowledge has not been transferred. 7 Knowledge Transfer Process Determine what knowledge must be transferred. Be able to articulate why the knowledge must be transferred. Determine to whom the knowledge is to be transferred. 8 Knowledge Transfer Process Determine how the knowledge will be transferred. Transfer the knowledge. Test knowledge transfer by observing its recall and use. 9 Knowledge Transfer Tip #1 Managers may already have some knowledge transfer methods in place associated with other processes. Consider using those methods as the foundation for a knowledge transfer plan. 10 Knowledge Transfer Tools  Job Aids  Mentoring  Process Documentation  Identification of Best Practices  Communities of Practice  Job Shadowing  Critical Incident Review  Storytelling  Document Repositories  Structured On the Job Training 11 Job Aids Assist people in applying knowledge to complete tasks as they do them on-the-job. 12 Mentoring An organizationally sponsored relationship that focuses on coaching without a performance management or supervisory component. 13 Process Documentation The step-by-step documentation of any process, task or procedure. It is most effective in the form of a flowchart. 14 Identification of Best Practices Best practices are relevant processes or systems to perform work that have had measurable success and effectiveness and are likely transferable. They may be discovered within or outside the organization. Best practices are determined in a variety of ways: through meetings of similar functional groups; polling employees; internal or external surveys. 15 Communities of Practice A community of practice is a group that forms and functions together to share information and knowledge about a common area of interest, issue, or topic. 16 Job Shadowing A less-experienced performer pairs with a veteran performer on-job to facilitate knowledge transfer. 17 Critical Incident Review A critical incident is an identifiable event that results in either a very negative or a very positive impact on a process, deliverable or relationship. An individual, work team, task force or project team conducts the review to determine root causes and capture best practice or determine remedies. 18 Story Telling A narrative description of what happened in a situation or over a period of time. This is one of the most effective ways of transferring knowledge—indeed wisdom —from one person to another. 19 Document Repositories A collection of textual resources that can be retrieved, viewed and interpreted. Document repositories add navigation and categorization to the information stored. 20 Structured On The Job Training Knowledge Transfer takes place on the actual job site with task accomplishment as a part of the process. Involves learning skills and applying knowledge hands-on and on-job following or as a part of a defined structured learning process. 21 Knowledge Transfer Tip #2 Formalize (document, test and monitor) existing processes. Test the plan to ensure the knowledge is successfully and effectively transferred. Monitoring ensures that the Knowledge Transfer Plan is effective and appropriate to the work. 22 Roles & Responsibilities Internal Management Identify critical knowledge components and KSAs Develop Knowledge Transfer Plan including development of appropriate tools. Assure Plan is accomplished External Management Services (Consultants) Coach managers in identifying KSAs Coach managers in developing Knowledge Transfer Plan and tools. Available for ongoing consultation and coaching. 23 Knowledge is the most important raw material of government; working with knowledge is its most important process; and knowledge is what citizens expect government to provide. Thomas A. Stewart Editorial Director Business 2.0 Magazine Annex K2: MTPS Screen Shots 9/27/2012 1 1 81,043 34 725 INSPECCIONES DE TRABAJO REALIZADAS A NIVEL NACIONAL EN LOS SECTORES INDUSTRIA, COMERCIO, SERVICIO, INDUSTRIA DE LA MAQUILA TEXTIL Y AGROPECUARIO 10,692 28,044 10,247 22,478 25,379 30,521 46,318 Junio 2004 ‐ Mayo 2005 Junio 2009 ‐ Mayo 2010 Junio 2005 ‐ Mayo 2006 Junio 2010 ‐ Mayo 2011 Junio 2006 ‐ Mayo 2007 Junio 2011 ‐ Mayo 2012 TOTAL GESTION (2004 ‐ 2007) TOTAL GESTION (2009 ‐ 2012) 5,142 17,352 12,231 34,725 2 TRABAJADORES CUBIERTOS EN LA PRÁCTICA DE INSPECCIONES DE TRABAJO A NIVEL NACIONAL EN LOS SECTORES INDUSTRIA, COMERCIO, SERVICIO, INDUSTRIA DE LA MAQUILA TEXTIL Y AGROPECUARIO 620,164 310,920 67,936 194,317 74,299 191,440 167,009 234,407 309,244 Junio 2004 ‐ Mayo 2005 Junio 2009 ‐ Mayo 2010 Junio 2005 ‐ Mayo 2006 Junio 2010 ‐ Mayo 2011 Junio 2006 ‐ Mayo 2007 Junio 2011 ‐ Mayo 2012 TOTAL GESTION (2004 ‐ 2007) TOTAL GESTION (2009 ‐ 2012) 126,381 117,141 67,398 3 MONTOS RECUPERADOS A FAVOR DE TRABAJADORAS Y TRABAJADORES EN CONCEPTO DE SALARIOS, HORAS EXTRAS, VACACIONES,  AGUINALDO Y OTRAS PRESTACIONES A NIVEL NACIONAL EN LOS SECTORES INDUSTRIA, COMERCIO, SERVICIO, INDUSTRIA DE LA MAQUILA TEXTIL Y AGROPECUARIO $1,634,458 $647 678 $108,872 $466,642 $530,484 $558,914 $347,424 $608,902 $986,780 Junio 2004 ‐ Mayo 2005 Junio 2009 ‐ Mayo 2010 Junio 2005 ‐ Mayo 2006 Junio 2010 ‐ Mayo 2011 Junio 2006 ‐ Mayo 2007 Junio 2011 ‐ Mayo 2012 TOTAL GESTION (2004 ‐ 2007) TOTAL GESTION (2009 ‐ 2012) $357,770 $28,430 $261,478 $647,678 4 TOTAL DE MULTAS IMPUESTAS A EMPLEADORES A NIVEL NACIONAL EN LOS SECTORES INDUSTRIA, COMERCIO, SERVICIO, INDUSTRIA DE LA MAQUILA TEXTIL Y AGROPECUARIO POR INCUMPLIMIENTO A LA NORMATIVA LABORAL    8,989 7,143 562 2,479 642 3,322 642 3,188 1,846 Junio 2004 ‐ Mayo 2005 Junio 2009 ‐ Mayo 2010 Junio 2005 ‐ Mayo 2006 Junio 2010 ‐ Mayo 2011 Junio 2006 ‐ Mayo 2007 Junio 2011 ‐ Mayo 2012 TOTAL GESTION (2004 ‐ 2007) TOTAL GESTION (2009 ‐ 2012) 1,917 2,680 2,546 , 5 MONTOS DE MULTAS IMPUESTAS A EMPLEADORES A NIVEL NACIONAL EN LOS SECTORES INDUSTRIA, COMERCIO, SERVICIO, INDUSTRIA DE LA MAQUILA TEXTIL Y AGROPECUARIO POR INCUMPLIMIENTO A LA NORMATIVA LABORAL    $2, 757,356.47 $217,538 $682,526 $163,287 $801,264 $120,207 $1,273,566,47 $501,032 Junio 2004 ‐ Mayo 2005 Junio 2009 ‐ Mayo 2010 Junio 2005 ‐ Mayo 2006 Junio 2010 ‐ Mayo 2011 Junio 2006 ‐ Mayo 2007 Junio 2011 ‐ Mayo 2012 TOTAL GESTION (2004 ‐ 2007) TOTAL GESTION (2009 ‐ 2012) $464,988 $637,977 $1,153,359.47 $2,256,324.47 6 9/27/2012 2 CANTIDADES ACORDADAS ENTRE TRABAJADORES Y EMPLEADORES A TRAVÉS DE LA CONCILIACIÓN QUE REALIZA DIRECTAMENTE EL MINISTERIO DE TRABAJO Y PREVISIÓN SOCIAL, EN CONCEPTO DE INDEMNIZACIÓN, VACACIÓN Y AGUINALDO $3,682,305.61 $552,700.12 $1,022,820.51 $1,575,520.63 $642,474.20 $544,853.08 $1,187,327.28 $694,433.76 $225,023.94 $919,457.70 $1,889,608.08 $1,792,697.53 Junio 2004 ‐ Mayo 2005 Junio 2009 ‐ Mayo 2010 Junio 2005 ‐ Mayo 2006 Junio 2010 ‐ Mayo 2011 Junio 2006 ‐ Mayo 2007 Junio 2011 ‐ Mayo 2012 Junio 2004 ‐ Mayo 2007 Junio 2009 ‐ Mayo 2012 * Conciliación: Acuerdos entre trabajadores y empleadores relativos al pago de indemnización y demás prestaciones laborales. 7 CUMPLIMIENTO Y FACILITACIÓN DEL DERECHO A LA LIBERTAD SINDICAL DE LOS TRABAJADORES  PRIVADOS Y PÚBLICOS Organizaciones Junio/09 a mayo/10 Junio/10 a mayo/11 Junio/11 a mayo/12 Totales Sindicatos Privados 49 25 31 105 Sindicatos Públicos 45 13 20 78 Federaciones Privadas 4 1 1 6 Federaciones Públicas 0 2 2 4 8 LOGROS ALCANZADOS POR EL MINISTERIO DE TRABAJO, DURANTE LOS PRIMEROS TRES AÑOS A TRAVÉS DE LOS SERVICION DE INTERMEDIACIÓN LABORAL, QUE INCLUYEN FERIAS DE EMPLEO Y BOLSAS DE EMPLEO LOCALES INSTALADAS A NIVEL NACIONAL 24,280 4,801 7,397 12,082 Jun09‐May10 Jun10‐May11 Jun11‐May12 Total 9 RESULTADOS DE COLOCACIÓN DE PERSONAS CON DISCAPACIDAD EN PUESTOS DE TRABAJO A TRAVÉS DEL SISTEMA DE INTERMEDIACIÓN DE EMPLEO, FERIAS Y BOLSAS DE EMPLEO LOCALES 684 220 176 288 Jun09‐May10 Jun10‐May11 Jun11‐May12 Total 10 ACREDITACIÓN DE COMITÉS DE SEGURIDAD 2,333 3,654 526 795 Jun09‐May10 Jun10‐May11 Jun11‐May12 Total 11 Annex L: Disclosure of Conflict of Interest Statements Disclosure of Conflict of Interest for USAID Evaluation Team Members Name sergio cambronero Title Organization IBTCI Evaluation Position Team Leader Team member Evaluation Award Number (contract or other instrument) AID-519-O-12-00009 USAID Project(s) Evaluated (Include project name(s), implementer name(s) and award number(s), if applicable) Improving Access to Employment Program in El Salvador Carana EEM-I-00-07-00006-00 I have real or potential conflicts of interest to disclose. Yes No If yes answered above, I disclose the following facts: Real or potential conflicts of interest may include, but are not limited to: 1. Close family member who is an employee of the USAID operating unit managing the project(s) being evaluated or the implementing organization(s) whose project(s) are being evaluated. 2. Financial interest that is direct, or is significant though indirect, in the implementing organization(s) whose projects are being evaluated or in the outcome of the evaluation. 3. Current or previous direct or significant though indirect experience with the project(s) being evaluated, including involvement in the project design or previous iterations of the project. 4. Current or previous work experience or seeking employment with the USAID operating unit managing the evaluation or the implementing organization(s) whose project(s) are being evaluated. 5. Current or previous work experience with an organization that may be seen as an industry competitor with the implementing organization(s) whose project(s) are being evaluated. 6. Preconceived ideas toward individuals, groups, organizations, or objectives of the particular projects and organizations being evaluated that could bias the evaluation. I certify (1) that I have completed this disclosure form fully and to the best of my ability and (2) that I will update this disclosure form promptly if relevant circumstances change. If I gain access to proprietary information of other companies, then I agree to protect their information from unauthorized use or disclosure for as long as it remains proprietary and refrain from using the information for any purpose other than that for which it was furnished. Signature Date 09/17/12 x x x x Disclosure of Conflict of Interest for USAID Evaluation Team Members Name Michael Midling Title Organization IBTCI Evaluation Position Team Leader Team member XX Evaluation Award Number (contract or other instrument) AID-519-O-12-00009 USAID Project(s) Evaluated (Include project name(s), implementer name(s) and award number(s), if applicable) Improving Access to Employment Program in El Salvador Carana EEM-I-00-07-00006-00 I have real or potential conflicts of interest to disclose. Yes No X If yes answered above, I disclose the following facts: Real or potential conflicts of interest may include, but are not limited to: 1. Close family member who is an employee of the USAID operating unit managing the project(s) being evaluated or the implementing organization(s) whose project(s) are being evaluated. 2. Financial interest that is direct, or is significant though indirect, in the implementing organization(s) whose projects are being evaluated or in the outcome of the evaluation. 3. Current or previous direct or significant though indirect experience with the project(s) being evaluated, including involvement in the project design or previous iterations of the project. 4. Current or previous work experience or seeking employment with the USAID operating unit managing the evaluation or the implementing organization(s) whose project(s) are being evaluated. 5. Current or previous work experience with an organization that may be seen as an industry competitor with the implementing organization(s) whose project(s) are being evaluated. 6. Preconceived ideas toward individuals, groups, organizations, or objectives of the particular projects and organizations being evaluated that could bias the evaluation. I certify (1) that I have completed this disclosure form fully and to the best of my ability and (2) that I will update this disclosure form promptly if relevant circumstances change. If I gain access to proprietary information of other companies, then I agree to protect their information from unauthorized use or disclosure for as long as it remains proprietary and refrain from using the information for any purpose other than that for which it was furnished. Signature Date Sept. 18, 2012 Disclosure of Conflict of Interest for USAID Evaluation Team Members Name José Francisco Molina Title Labor Market and M&E Expert Organization JBS International, Inc. Evaluation Position Team Leader Team member X Evaluation Award Number (contract or other instrument) AID-519-O-12-00009 USAID Project(s) Evaluated (Include project name(s), implementer name(s) and award number(s), if applicable) Improving Access to Employment Program in El Salvador Carana EEM-I-00-07-00006-00 I have real or potential conflicts of interest to disclose. Yes No X If yes answered above, I disclose the following facts: Real or potential conflicts of interest may include, but are not limited to: 1. Close family member who is an employee of the USAID operating unit managing the project(s) being evaluated or the implementing organization(s) whose project(s) are being evaluated. 2. Financial interest that is direct, or is significant though indirect, in the implementing organization(s) whose projects are being evaluated or in the outcome of the evaluation. 3. Current or previous direct or significant though indirect experience with the project(s) being evaluated, including involvement in the project design or previous iterations of the project. 4. Current or previous work experience or seeking employment with the USAID operating unit managing the evaluation or the implementing organization(s) whose project(s) are being evaluated. 5. Current or previous work experience with an organization that may be seen as an industry competitor with the implementing organization(s) whose project(s) are being evaluated. 6. Preconceived ideas toward individuals, groups, organizations, or objectives of the particular projects and organizations being evaluated that could bias the evaluation. I certify (1) that I have completed this disclosure form fully and to the best of my ability and (2) that I will update this disclosure form promptly if relevant circumstances change. If I gain access to proprietary information of other companies, then I agree to protect their information from unauthorized use or disclosure for as long as it remains proprietary and refrain from using the information for any purpose other than that for which it was furnished. Signature Date 7/20/2012 Disclosure of Conflict of Interest for USAID Evaluation Team Members Name Silvia del Carmen López Tull Title Logistics coordinator Organization IBTCI Evaluation Position Team Leader x Team member Evaluation Award Number (contract or other instrument) AID-519-O-12-00009 USAID Project(s) Evaluated (Include project name(s), implementer name(s) and award number(s), if applicable) Improving Access to Employment Program in El Salvador Carana EEM-I-00-07-00006-00 I have real or potential conflicts of interest to disclose. Yes No x If yes answered above, I disclose the following facts: Real or potential conflicts of interest may include, but are not limited to: 1. Close family member who is an employee of the USAID operating unit managing the project(s) being evaluated or the implementing organization(s) whose project(s) are being evaluated. 2. Financial interest that is direct, or is significant though indirect, in the implementing organization(s) whose projects are being evaluated or in the outcome of the evaluation. 3. Current or previous direct or significant though indirect experience with the project(s) being evaluated, including involvement in the project design or previous iterations of the project. 4. Current or previous work experience or seeking employment with the USAID operating unit managing the evaluation or the implementing organization(s) whose project(s) are being evaluated. 5. Current or previous work experience with an organization that may be seen as an industry competitor with the implementing organization(s) whose project(s) are being evaluated. 6. Preconceived ideas toward individuals, groups, organizations, or objectives of the particular projects and organizations being evaluated that could bias the evaluation. I certify (1) that I have completed this disclosure form fully and to the best of my ability and (2) that I will update this disclosure form promptly if relevant circumstances change. If I gain access to proprietary information of other companies, then I agree to protect their information from unauthorized use or disclosure for as long as it remains proprietary and refrain from using the information for any purpose other than that for which it was furnished. Signature Date August 2012. U.S. Agency for International Development Mission El Salvador Bulevar y Urbanización Santa Elena, Complejo Embajada de Estados Unidos Antiguo Cuscatlán, La Libertad, El Salvador Tel. (503) 2501-2999 Fax (503) 2501-3401 http://elsalvador.usaid.gov