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Tunisia - Second Training and Employment Project (Inglês)

The ratings for the Second Training and Employment Project for Tunisia were as follows: the outcome was satisfactory, the sustainability was likely, the institutional development impact was substantial, and the Bank and borrower performance were both satisfactory. The lessons learned indicate that the government commitment is essential, in particular for reforms of the same scope as those of the project. This engagement leads to other positive aspects, such as the allocation of well-qualified personnel for project execution and effective decision-making during difficult moments. The importance of having an overall strategic framework that facilitates planning and organization of donors participation in the reform. However, the dialogue between the different parties (government and donors) must continue beyond the preparation phase of the assistance program to ensure synchronization of interventions during implementation. For projects necessitating organizational and cultural transformation, it is important to allow flexibility during the study and roll-out phases. During these phases, mistakes and innovations must be permitted. In the development of a demand-oriented system, it is necessary to attach equal attention to the development of capacity on the demand side, as the success of the reform depends in large part on the demand side being properly organized, having the ability to express its needs and the capacity to contribute its share. The difficulties associated with the setting up of an observatory are frequently underestimated. Few projects financed by the Bank have succeeded in establishing one that functions satisfactorily. The problems are diverse and include those experienced by the "Observatoire" (see Paragraph 4.2). The following aspects are to be taken into account in the establishment of an observatory: (i) a clearly defined mission and objective, (ii) dynamic leadership to guide its mission, (iii) staffing with capable research personnel, and (iv) sustained support to its mission. Formulate performance indicators in relation to the anticipated results. The indicators are a management tool and should be used to evaluate the progress of the project, throughout implementation. They eventually could be revised according to needs. In certain cases, it is helpful to specify the calculation method of the indicators in order to guarantee their reliability.

Detalhes

  • Data do documento

    2003/12/23

  • TIpo de documento

    Conclusão da Implementação e Relatórios sobre Resultados

  • No. do relatório

    27498

  • Nº do volume

    1

  • Total Volume(s)

    1

  • País

    Tunísia,

  • Região

    Oriente Médio e Norte da África,

  • Data de divulgação

    2010/07/01

  • Nome do documento

    Tunisia - Second Training and Employment Project

  • Palavras-chave

    Education for the Knowledge Economy;small and medium enterprise;monitoring and evaluation system;labor market information system;process of development;monitoring and evaluation capacity;Vocational Training;quality at entry;economic feasibility study;Employment Services;vocational training tax;exchange rate;Exchange Rates;principal performance ratings;vocational training system;net present value;minimum academic requirement;industry and trade;education for all;private sector training;private sector partnership;vocational training sector;implementation of reform;sector expenditure program;quality of participation;measure output;lack of demand;process of modernization;labor market condition;procurement post review;level of qualification;Country Assistance Strategies;employment strategy;impact evaluation methodology;country assistance strategy;technical assistance service;private sector financing;high growth rate;age of retirement;approach to training;general education system;employment program;employment training;logical framework;train service;project execution;unemployment rate;employment system;employment agency;reform strategy;civil works;reform measure;operational level;laid-off worker;project finance;project costing;industrial restructuring;Basic Education;global economy;field study;industrial sector;revenue allocation;Employment Policies;management tool;Government Performance;economic sector;government units;productive work;institutional coherence;consulting service;national shopping;professional training;regular operations;displacement effect;macro policies;transition arrangement;macro policy;fiduciary responsibility;administrative structure;institutional policy;firm commitment;sustainability rating;impact indicator;Consulting services;employment policy;project sustainability;qualified personnel;government control;project's progress;recruitment policy;large enterprise;financial rate;partnership agreement;labor mobility;reference material;budgetary basis;technical committee;organizational level;client needs;physical capacity;technical equipment;internet connection;investment opportunities;student enrolment;financial autonomy;project impact;evaluation result;reform process;loan value;cultural transformation;financial efficiency;human capacity;radical change;information dissemination;apprenticeship program;strategic approach;human capital;donor participation;strategic framework;estimation procedure;government commitment;positive impact;donor assistance;early retirement;private-sector participation;professional association;loan instrument;tunisian dinar;technical cooperation;primary author;government's strategy;management mechanism;

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