FUND FOR EVALUATION IN YOUTH EMPLOYMENT:
Building the Evidence Base for What Works
Information Note + Call for Applications
DEADLINE: 15 August 2012
Application Form available here
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ABOUT YEN
YEN (Youth Employment Network) is an interagency partnership of the UN, ILO and the World
Bank set up after the Millennium Summit in 2001 to find new and durable solutions to the
youth employment challenge. The network is a global platform whose goal is to prioritize
youth employment on the development agenda and to exchange knowledge on effective
policies and programmes to improve employment opportunities for youth. A major
concentration of YEN’s work is supporting rigorous evaluations of innovative youth
employment programmes.
ABOUT YEF
In 2010, YEN initiated a partnership with the ILO to strengthen the promotion of youth
entrepreneurship in East Africa. Sponsored by the Danish-led Africa Commission, the Youth
Entrepreneurship Facility (YEF) is a comprehensive 5-year initiative to promote
entrepreneurship as well as jobs and business creation among youth. YEF advocates for better
knowledge on what works - and why - to improve labour market outcomes of young
entrepreneurs through evaluation clinics and technical and financial support for evaluations.
BACKGROUND
There is a severe lack of rigorous evaluations of youth employment programmes, especially in
developing countries, which has led to a large evidence gap of not only “what works” in the
delivery of youth employment programming but more precisely “how and why it is working”.
An analysis of the Youth Employment Inventory reveals that only 23% of youth employment
programmes show evidence of net impact. Improving the evidence base for designing and
implementing youth employment schemes will enhance delivery effectiveness while
producing reliable information for policy makers allowing them to make informed decisions
on resource allocation and programming priorities.
In 2009, YEN organized two learning events called “YEN Evaluation Clinics”. The objective of
these Clinics was to teach youth employment practitioners the basic techniques for
conducting rigorous impact evaluations and recommend strategies to improve and strengthen
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evaluation plans. The Clinics revealed that three major bottlenecks restrict the growth of the
evidence base for youth employment:
1) The limited knowledge and skills among youth employment practitioners and policy
makers to allow them to initiate and undertake impact evaluations, a limitation that
starts with insufficient monitoring of existing programmes.
2) The insufficient production of impact evaluations which limits recognition on the
value of monitoring and evaluation (M&E), especially in developing countries.
3) The lack of communication and dissemination of new and existing evidence and
serious limitations on how to use evidence to improve and restructure programmes.
To address these challenges, YEN initiated “The Fund for Evaluation in Youth
Employment”.
The Fund started in 2010 in East Africa with support from the Africa Commission, the Jacobs
Foundation, and Swedish Sida. The Fund quickly expanded operations in the Middle East and
North Africa with additional support from Silatech, the World Bank, and the International
Initiative for Impact Evaluation (3ie). The design of the Fund relies heavily on experiences
accrued from the World Bank’s Strategic Impact Evaluation Fund (SIEF) and the 3ie.
THEMATIC SCOPE
The Fund’s fourth call for applications will concentrate on youth entrepreneurship
programmes in Sub-Saharan Africa. Recently, entrepreneurship programmes have been
receiving increasing attention from governments, donors and multilateral agencies as an
alternative job creation strategy. Given the limited absorptive capacities of existing formal
labour markets in the developing world, promotion of youth entrepreneurship and self-
employment is one of the few feasible options to create employment opportunities both in
the informal and formal economy. Nevertheless, the evidence to support positive impact of
entrepreneurship schemes is extremely weak.
Impact evaluations of these programs should aim at answering the following questions:
1. What are the most effective strategies or combination of strategies for improving
business development, income, and employability amongst current or promising young
entrepreneurs?
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2. What are cost effective ways to deliver entrepreneurship interventions for youth in
Sub-Saharan Africa?
FUND DESIGN
Intervention strategy
The Fund for Evaluation in Youth Employment employs an
iterative strategy of LEARNING-APPLYING-SHARING. The three
interlinked but distinct components attempt to cover the
entire value chain of evidence-based advocacy: (1) building
the capacity of practitioners and policy makers to evaluate
their programmes, (2) commissioning a series of evaluations
which contribute to the evidence base, and (3) sharing results
to improve youth employment policies and programmes.
1 - Learning component: YEN Evaluation Clinic
“Evaluation Clinics” are intensive 3-4 day trainings that focus on knowledge sharing and
learning between youth employment practitioners with the goal of improving current
evaluation practices. The Clinics provide access to specialized knowledge and support via
hands-on consultations from evaluation experts while providing a platform to initiate and
improve evaluation designs. Learning is facilitated through the application of evaluation
concepts and techniques to live case studies. Live case studies are selected through an
application process and will be eligible to receive financial support in the form of small
grants from the Fund. Tangible outputs of the Clinics are draft evaluation concept notes for
each live case study.
In addition, youth employment policy makers and practitioners can improve their knowledge
on evaluations by participating in YEN’s online Evaluation Groupsite and periodic webinars
teaching key evaluation concepts.
2 - Application component: Technical and Financial support
Project teams that submit a sound evaluation plan following participation in the Evaluation
Clinic will be eligible to receive a small grant to cover part of the costs associated with
designing and conducting their evaluation. Conducting impact evaluations can be expensive
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depending on the availability of evaluation expertize, the sample size and the type and
amount of data collection needed. The Fund’s contribution to the evaluation will range from
US$5,000 to US$80,000, which means projects will have to bring in co-funding or fundraise to
cover the evaluation full costs. While not strictly limited to it, seed funding received from
YEN should contribute to the data collection efforts and in some particular cases the funds
will support evaluation design or other implementation costs.
3 - Sharing component: Dissemination of results and lessons learned
Better evidence has limited practical value if it is not understood and used to improve policy
and programmes. Experience has proven that producing reliable evidence is only the first
step towards changing to a culture of evidence based decision making. The challenge will be
taking lessons learned from impact evaluations and communicating them in an effective,
timely and appropriate manner to practitioners and policy makers.
A major strength of YEN is its access to policymakers responsible for designing and delivering
national policy in youth employment. YEN’s Lead Country Network and the local public and
private partnerships created by YEF in Kenya, Uganda, and Tanzania will be an important
avenue to disseminate results of impact evaluations. YEN’s close partnership with the World
Bank will provide a platform for wide communication of evidence. In addition, policy makers
and practitioners will be reached web-based dissemination through a wide range of web-
based fora including YEN’s website, the global Youth Employment Inventory, the YEN
Evaluation Clinic Groupsite and the new YEN Marketplace.
SELECTION PROCESS
Timeline and specifications
� Launch of Request for Applications 9 July 2012 � Deadline to receive applications 15 August 2012 � Evaluation Clinic 24-28 September 2012 in Tanzania1
� All applications must be submitted using the online application form found at
http://fs17.formsite.com/youth/2012/index.html
1 The precise location still has to be defined.
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� For questions related to the Fund and the application contact: Silvia Paruzzolo, Evaluation Specialist Youth Employment Network 4, route des Morillons CH-1211 Genève 22 Switzerland +41227997824 [email protected]
Applicants will go through a two stage selection process:
• Stage 1 Shortlist of evaluation clinic participants:
Interested applicants will submit application forms which will provide details about the
evaluation plans, but also about the project, the organization and its M&E system and
capacity. Qualified applicants will be shortlisted by a selection committee formed by YEN and
other M&E experts. The shortlisted applicants will be invited for an interview with the YEN
team in order to be selected to participate in the next Evaluation Clinic. Winners will be
invited to participate as live case studies and receive hands-on advice and consultation on
the M&E system and impact evaluation design for their programs.
• Stage 2 Shortlist of evaluation plans:
Clinics will serve as a platform for evaluation experts to work with project teams to define
and/or improve evaluation plans. Within two months after participation in the Clinic,
evaluation teams will submit detailed concept notes on the evaluation and, where possible, a
cost-benefit analysis plan. Concept notes will be reviewed and rated to receive final grant
approval for those projects deemed ready for evaluation. Selected organizations will receive
funding between December 2012 and February 2013.
Eligibility
The following will be eligible to apply and participate in the selection process:
1. Project teams
Members of organizations responsible for the implementation of the project described in the
application will be eligible to apply and participate in the selection process.
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2. Theme
Organizations implementing interventions in the youth entrepreneurship field whose
objectives involve creating self-employment opportunities, developing entrepreneurial skills
and competences, and increasing access to finance. Evaluations focusing on young women
and rural youth are encouraged.
3. Potential for knowledge generation
Successful applicants will be those proposing solutions to the youth entrepreneurship
challenge that can be evaluated and generate knowledge of what works or doesn’t work in
the field of youth entrepreneurship. In order for a project’s impact to be evaluated and have
potential to generate rigorous evidence it must be based on a clear implementation “model”
and the implementing organization must have an established way of operating plus enough
capacity and institutional buy-in to implement an evaluation plan. Therefore applicants must
demonstrate a clear project implementation approach and at least 2 year of experience in
project implementation. Organizations must also have an annual total operating budget of at
least USD$ 250,000.
4. Eligible Countries
Proposed projects to undergo the evaluation must be based in the following countries: Sub-
Saharan Africa: Angola, Benin, Botswana, Burkina Faso, Burundi, Cameroon, Cape Verde,
Central African Republic, Chad, Comoros, Congo, Côte d'Ivoire, Democratic Republic of the
Congo, Equatorial Guinea, Eritrea, Ethiopia, Gabon, Gambia, Ghana, Guinea, Guinea-Bissau,
Kenya, Lesotho, Liberia, Madagascar, Malawi, Mali, Mauritius, Mozambique, Namibia, Niger,
Nigeria, Rwanda, Sao Tome and Principe, Senegal, Seychelles, Sierra Leone, Somalia, South
Africa, Swaziland, Togo, Uganda, United Republic of Tanzania, Zambia and Zimbabwe.
5. Working Language
The working language will be English.
6. Institutions
Applications will be accepted from the following types of organizations, as long as they are
an implementing organization:
• NGOs / CSOs / CBOs
• Training organisations
• bilateral or multilateral agencies
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• Public-private partnerships
• Social entreprises or social entrepreneurs
7. Exclusion
The Fund will not support the following types of organizations or interventions:
• Programs promoting religious or ideological doctrine
• Land, site acquisition or facilities construction projects
• Programs grant making to other organizations or individuals
• Individuals, either through scholarships or other forms of financial support
• Political campaigns
Selection criteria Priority will be given to applications that demonstrate the following characteristics:
1. Innovativeness of project
Organizations that propose new and creative solutions to the youth entrepreneurship
challenge will be given high marks. Innovative project ideas could include social enterprises
or market-based approaches to development, linking young entrepreneurs to value chains,
unique delivery models, environmental or technology based solutions and youth inclusive and
gender-responsive ideas. Extra weight will be given to applications that demonstrate ability
to reach disadvantaged youth populations, especially young women and rural youth.
2. Capacity and Investment in M&E
Successful applicants will demonstrate at minimum some level of institutional investment and
basic skills and experience in M&E and familiarity with key concepts (such as results chain/log
frameworks, indicators, qualitative and quantitative data collection methods). Experience
using different types of impact evaluation designs (experimental and non-experimental
evaluation) would be desirable. See Annex for a discussion of YEN’s evaluation principles.
3. Potential for knowledge generation and replication
The Fund seeks to identify organizations and projects with a strong commitment and the
potential to generate new evidence of what works in the field of youth entrepreneurship.
Successful applications will provide evidence of effective implementation and also potential
for replication of the project idea by the implementing organization itself or other
organizations in the field.
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4. Quality of collaborating project team
The background, professional experience and education of the project team who will
implement the evaluation plan will be taken into consideration. Their demonstrated
motivation, dedication and interest in the topic of M&E will also be taken into consideration.
Benefits to selected organizations Shortlisted Applications
• Expenses paid for one participant in the Tanzania Evaluation Clinic in
September 2012
• Intensive training on M&E methodologies and techniques
• Assignment of an evaluation expert who will be focused on the organization’s
evaluation live case during the clinic
• Exposure to the other clinic participant’s experiences and lessons during the
work on their live cases
• Access to knowledge sharing portal and a youth entrepreneurship community
of practice
Shortlisted Evaluation Plans
• All of the above plus seed funding
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APPLICATION FORM:
FUND FOR EVALUATION IN YOUTH EMPLOYMENT
ONLY ONLINE APPLICATIONS WILL BE ACCEPTED: http://fs17.formsite.com/youth/2012/index.html
Deadline: 15 August 2012
PERSONAL DETAIL
1. First Name
2. Last Name
3. Title
4. Organization
5. Address 1
6. Country
7. City
8. Postal Code
9. Business Phone
10. Mobile phone
11. Email Address
ORGANIZATION DETAIL
1. Legal Name
2. Address 1
3. City
4. Country
5. State
6. Postal Code
7. Business Phone
8. Email Address
9. Year founded
10. Organization's mission statement
11. Organization type
12. Leadership - provide the name, title and brief biography of the organization's top
leader
FINANCIAL AND OPERATIONAL INFORMATION
1. Operating budget (total) in 2011 in USD$
2. Three top donors –
What are the names of your 3 top current donors and what are their funding
commitments?
3. Largest grant –
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Amount in USD$, number of years and name of donor
4. Organizational chart –
Upload an organizational chart which shows the structure of the organization and the
positions of the key staff
5. Location of program delivery –
Where does your organization operate its programs? Indicate towns/cities, regions and
countries
PROJECT INFORMATION
1. Project summary
Please provide a very short summary of your project (100 words). Include the
following information: objectives, services delivered, partner institutions, stage of
project and timeline.
2. What is the total budget for the project?
3. How many beneficiaries does the project serve or intends to serve over the life of
the project?
4. What is the primary age of the participants?
5. What is the primary gender of participants?
6. The Youth Employment
Challenge Describe the constraint to youth entrepreneurship that your project is
trying to address. What are the main reasons this problem exists? What are the issues
that contribute to the challenge of starting and expanding businesses for youth in your
area of operation?
7. The Innovation
Describe the approach your organization takes in promoting youth entrepreneurship.
What are the key innovative design features of your project How is your approach
different from that of other projects implemented in Sub-Saharan Africa? Why is it
better than other approaches in creating business opportunities for youth?
8. The Results
Describe the results that your project has already achieved. Are you able to provide
figures on project outcomes such as businesses supported, jobs created or incomes
increased? How were these outcomes measured?
9. The future
Describe your organization’s plan for scaling up or replicating your innovative
approach. How does being able to evaluate your program help you achieve your long
term goals for the project and the organization as a whole?
10. Example of your work
This space is provided for you to give a short story or personal case study which
exemplifies what you feel is your organizations’ impact on youth. Please provide as an
attachment which can be in the form of a DOC, PDF, video, audio or presentation.
11. Or submit a link to a youtube video, photos, powerpoint presentation, facebook or
linked-in group.
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MONITORING AND EVALUATION (M&E) DETAILS
1. M&E system
Describe the M&E system currently used by your organization. What are the main M&E
methodologies used? What are the main output and outcome indicators? How do you
choose which indicators will be measured and how?
2. Impact Evaluation
Does your organization plan to run an impact evaluation in the future? Or have you run
one in the past? If so, please briefly describe the reasons for wanting to do an impact
evaluation and the methodology you would like to use.
3. Data collection
How and how often does your organization collect data?
4. Roles and responsibilities
Who is responsible for M&E in your organization? What are his/her main tasks or
duties? Do you partner with any external organization on M&E? If yes, who and for
which tasks?
5. Challenges
Describe the challenges you face in developing and using your M&E system. For
example, are you challenged by time or money resources?
ATTACHMENTS
1. Proof of legal status of the applicant organization.
2. Letter from the applicant organization’s executive director, CEO, or board,
expressing its commitment to the execution and participation in this process
3. The CVs of one or two key members of the M&E team, i.e. who would be tasked to
implement the M&E efforts developed at the clinic (these could be from the
applicant organization and/or the partner organization, if any, supporting the M&E
efforts)
4. The CVs of one or two key members of the M&E team, i.e. who would be tasked to
implement the M&E efforts developed at the clinic (these could be from the
applicant organization and/or the partner organization, if any, supporting the M&E
efforts)
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ANNEX: YEN EVALUATION PRINCIPLES
Definitions:
Impact evaluation assesses the changes that can be attributed to a particular intervention,
such as a project, programme or policy. In contrast to outcome monitoring, which tacks and
examines whether targets have been achieved, an impact evaluation is structured to answer
the question: how would participants’ well-being have changed if the intervention had not
been undertaken? This involves a counterfactual analysis, that is, “a comparison between
what actually happened and what would have happened in the absence of the intervention.”
Cost benefit analysis involves weighing the total expected costs against the total expected
benefits of one or more actions in order to gauge the efficiency of the intervention.
Evaluation Design:
• A range of methodological options exist to build a counterfactual. These options include
both experimental and quasi experimental designs. Further information is provided at
http://go.worldbank.org/7M4NUSKE10.
• The most interesting impact evaluations provide both qualitative and quantitative
evidence (i.e. use a mixed method approach to data collection). Qualitative data
collection techniques include focus groups and key informant interviews.
• The basis of a quality impact evaluation revolves around four key inputs: (1) a logical
results chain that connects inputs to outcomes and specifies indicators for measurement,
(2) a clearly defined evaluation question which serves as the research hypothesis, (3) an
appropriate strategy for identifying the counterfactual and (4) appropriate techniques for
collecting robust data. The four key inputs will serve as the basis for the learning agenda
and the development of the evaluation plans during the Evaluation Clinics.
Costs
Experience suggests that the costs of conducting impact evaluations can be high. The initial
design and data collection make up for the lion share of an evaluation budget; data collection
costs can easily reach 80% of the total evaluation budget. The Fund for Evaluation in Youth
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Employment seeks to provide technical and financial support so that also organizations with
smaller budgets can produce evidence of what works. Good quality impact evaluations can
also be designed and kick-started with smaller budgets since additional fundraising is more
likely to be successful when a good design is in place.
Communicating results
• As important to the production of new evidence, how evaluations will communicate the
results of their evaluation should be clearly addressed. This should include dissemination
via events, workshop, and websites. It is also envisioned that each completed evaluation
will produce “a brief”, which is a simple, easy to read report on the major outcomes,
challenges, and lessons learned from the evaluation.
• Engaging policy makers is an important part of dissemination. Project teams should make
attempts to involve policy and government stakeholders in conducting evaluations thereby
ensuring an “authorizing environment” has been created.