active labour market programmes for youth

ACTIVE LA

BOUR MARKET

PROGRAMMES FO

R YOUTH

A D A S HI M

A , P R OJ E C T M

A NA G E R 8 J U L Y 2 0 1 4

STRATEGIC APPROACHThe project’s strategic approach was to engage with

beneficiaries at different levels: by developing systems and providing direct service delivery for

unemployed youth through active labour market measures; by providing capacity building for local institutions that would

eventually enable them to manage active labour market policies and programmes on their own.

MAIN RESULTSServed 11,241 individual beneficiaries and numerous

enterprises by placing jobseekers in enterprises through one of its employment measures;

Supported the development of critical technical capacities within Kosovo’s institutions:

provision of trainings for personnel; substantial financial and technical support for the development of the

legal and administrative basis for ALMPs; critical information tools for labour market administration and policy-

making, such as the Labour Market Information System (LMIS) and the Employment Management Information System (EMIS).

FACTORS AFFECTING IMPLEMENTATION AND OUTPUTS

The project addressed very pressing needs for the direct beneficiaries of active labour market measures;

The project, despite external constraints, had a realistic approach in the design of activities.

The ALMP project team established a close and fruitful cooperation with local partner institutions, and private sector.

PRIORITY: BENEFICIARIESLong-term unemployed young women and menVulnerable groupsStudents enrolled in Vocational Education SystemReadmitted persons

SchemeBeneficiaries

%

Public Works Projects (2005-2006) 3194 28%On-the-Job Training (2007-2013) 2773 25%Wage Subsidies (2005-2008) 2138 19%Internship Scheme (2006-2013) 1175 10%Professional Practice in Enterprise for VET students (2009, 2011-2012) 1138

10%

Pre-Employment Training (2007-2008) 79 1%Disability Scheme (2009) 97 1%Institution & Enterprise Based Training (2008-2012) 366 3%Reintegration of Readmitted Persons (2012-2013) 241 2%Training at Don Bosko (2007 – 2008) 40 0%TOTAL BENEFICIARIES 11241 100%

RESULTS: BENEFICIARIES

2005 2006 2007 2008 2009 2010 2011 2012 20130%

10%20%30%40%50%60%70%80%90%

100% 87%97% 96% 98%

94% 88%93% 100% 98%

Figure 1: Percent of target number of beneficiaries reached every project year (2005-2013)

RESULTS: BENEFICIARIES

0.4%

15.3%

49.6%

34.7%

Figure 2: Project beneficiaries by age groups (2005-2013)

15-19 20-24 25-29 30+

RESULTS: BENEFICIARIES

55%45%

Figure 3: Project beneficiaries by gender (2005-2013)

Men Women

RESULTS: BENEFICIARIES

14.4%

85.6%

Figure 4: Project beneficiaries by ethnicity (2005-2013)

Minorities K-Albanians

RESULTS: BENEFICIARIES

2005 2006 2007 2008 2009 2010 2011 2012 20130%

10%

20%

30%

40%

50%

60%

70%

35.7% 33.4%

48.6%40.3%

46.4%51.7%

57.9% 56.6% 55.7%

6.8%

18.3%

29.8%

10.0%13.7%

9.2%16.2%

25.3%

Figure 5: Share of women & minority beneficiaries in years (2005-2013)

Female beneficiaries Minority beneficiaries

OVERALL IMPACT OF THE PROJECT - 2007The beneficiaries of active labour market measures had a

significantly higher rate of employment than non-beneficiaries (46% of the project’s beneficiaries were employed, compared to 20% of the control group)

Three fourths of those who were employed had been able to gain full-time employment.

Gender Beneficiaries (%)

Control Group (%)

Men 56 71Women 44 29

OVERALL IMPACT OF THE PROJECT - 201181% of the beneficiaries who were still employed after the

programme indicated that they were using the skills learned during the programme in their present job;

49% of those who were employed were still working in the same enterprises where they undertook on-the-job training.

Project period

% employed (project beneficiaries)

% employed (non-beneficiaries, control group)

2005-2007 46% 20%2008-2010 38% 19%

INTERNATIONAL AWARD FOR INNOVATION AND CREATIVITY

LESSONS LEARNED Good monitoring is critical for accountability in a

complex institutional arrangementBeneficiary motivations and incentives must be properly

understoodTechnology and information tools are critical for the

efficiency and sustainability of ALMPs

LESSONS LEARNED Proper design of active employment measures,

continuous learning and flexibility is critical to achieve intended outcomes and impact

Institutional commitment and ownership is critical for efficiency in implementation and sustainable capacity building

ALMP RESULTS

THANK YO

U!

Q U E S T I ON S A

N D AN S W E R S