The Out-of-School Youth Livelihoods Initiative in Haiti (IDEJEN) began in 2011 with the goal of providing vocational training and entrepreneurship skills to out-of-school youth. The initiative was implemented in partnership with the Haitian government and other stakeholders, with funding from USAID. The IDEJEN model focused on establishing Ecoles Ateliers (trade schools) in rural areas, where youth could receive training in skills such as carpentry, masonry, and agriculture.
The IDEJEN model evolved over time, with a focus on increasing the number of Ecoles Ateliers and expanding the range of skills offered. By 2013, the initiative had established 15 Ecoles Ateliers, with over 1,000 youth enrolled in training programs. The initiative also established a network of community-based organizations (CBOs) to provide support services to youth and their families.
The IDEJEN project underwent a self-assessment in 2012, which identified several key challenges and areas for improvement. These included the need for more effective management and administration, as well as the need to increase the technical capacity of CBOs. The self-assessment also highlighted the importance of institutional partnerships and the need to build the capacity of local institutions to sustain the initiative over time.
After USAID funding ended in 2013, the IDEJEN initiative faced significant challenges in sustaining its operations. However, the initiative was able to secure additional funding from other donors, including the Inter-American Development Bank/Multilateral Investment Fund (IDB/MIF). This funding allowed the initiative to continue its operations and expand its reach to new areas.
The assessment of the scale and sustainability of the IDEJEN initiative identified several key factors that contributed to its success. These included the strong demand for IDEJEN services, the role of “champions” in promoting the initiative, and the development of social capital among stakeholders. The assessment also highlighted the importance of cost-effectiveness and the need to identify key financial variables that would support the sustainability of the initiative.
The assessment recommended several strategies for scaling up and sustaining the IDEJEN model. These included increasing the number of Ecoles Ateliers, expanding the range of skills offered, and strengthening institutional partnerships. The assessment also recommended the development of a revised analytical framework to guide the initiative’s future development.
The lessons learned from the IDEJEN initiative highlighted the importance of building the capacity of local institutions, increasing the technical capacity of CBOs, and developing effective management and administration systems. The initiative also demonstrated the importance of institutional partnerships and the need to build social capital among stakeholders.
In conclusion, the IDEJEN initiative in Haiti demonstrated the potential for vocational training and entrepreneurship skills to improve the livelihoods of out-of-school youth. The initiative’s success was due in part to its strong demand, the role of “champions” in promoting the initiative, and the development of social capital among stakeholders. However, the initiative also faced significant challenges in sustaining its operations after USAID funding ended. The assessment of the scale and sustainability of the IDEJEN initiative provided valuable lessons for future development initiatives in Haiti and other fragile contexts.