End-of-Project Evaluation

The end of the project evaluation (EPE) shows that the Opportunity 2.0 private sector component implementation took leverage on PBEd’s mission and vision. The pivots that were made to successfully implement the project is a testament of PBEd’s experience and expertise in implementing workforce development projects. The attention that led to situational awareness in identifying what was best done, what needed to be changed, and what should be added shows that PBEd PST has successfully hand picked seasoned and skilled staff to implement the project. The utilization of project data for the regular review and planning shows that PBEd has robust operation policies and guidelines for implementing such projects. 

PBEd's private sector team achieved 119.61% private sector engagement as its main project indicator. Its sub-indicator on youth work immersion achieved 61.43% and its low count mainly contributed to non-availability of youth due to the limitation of the project youth mobilization and transition strategies. The youth employed sub-indicator achieved 138.29% and this shows that a good transition strategy was established from youth work immersion to employment. 

The private sector engagement and public sector partnership has successfully mobilized 346% of its cost share target. The data also show that there are functional Youth Development Alliance among the six (6) covered sites with promising learning to employment pathways that will sustain the project initiatives. 

In terms of policy pushes, 100% of the initiatives for each PBEd O2 site were accomplished. The project communications achieved 110.26% (reached) of its target IECs. The communications achievement was attributed to its regular updating strategy and having the right number and skills in the communications team. 

The administrative and financial implementation was successfully carried out in the project implementation. The project successfully harmonized organization and project level operations. The data shows the project was able to utilize and implement its operations policy and guidelines for quality assurance, updating, archiving, and reporting. 

Project spending utilization marked the peak of implementation in Years 3 and 4, with spending at 89.31% and 105.06%, enabling the successful scaling of youth work immersion, employment, employer engagement, and policy advocacy activities. In Year 5, the project shifted focus toward sustainability through Youth Development Alliances (YDAs) and localized policy frameworks to ensure long-term impact. The project also adapted effectively to challenges by reallocating resources during the pandemic and optimizing spending as restrictions eased specifically in Year 1 and 2. Overall, the project balanced resource optimization and programmatic impact, serving as a valuable representation for future workforce development initiatives.