Implementation Plan and Funding

Project implementation is crucial since it actualizes the intervention program. For an intervention program to optimize its impact, the application should align with the national strategies and remain within budgetary constraints (Solutions for Youth Employment, 2015). The project managers should ensure effective coordination between relevant government institutions and ministries since they are responsible for the implementation of measures and policies outlined in the action plan (OECD, 2014). Further, an oversight team should be tasked with the overall role of coordinating the implementation process and presenting progress reports to the relevant ministries.

The overarching objective of the program is to promote higher education opportunities as well as increased and better employment for the youths. The specific objectives of the project include:

1. To strengthen the governance for the youth labor market.
2. To provide a flexible higher education system for labor market training that allows youths in Queens to acquire relevant skills that place them at an upper hand in the labor market.
3. To strengthen the labor inspection system to enhance prompt tackling of informal employment among the youths.
4. Ensure an inclusive labor market, especially for the disadvantaged youths through targeted employment provision.

In evaluating the program’s progress, a summative evaluation approach will be essential. In this case, it will assess how resources allocated to the program have been utilized and report on the efficiency and effectiveness of the intervention. The summative evaluation will integrate two measurement methods, including cost-effectiveness analysis and beneficiaries’ surveys. The primary data necessary for evaluation will be collected from individuals engaged in the intervention program, as well as secondary data.

Project funding is integral to the success of an intervention program. According to Watson and Hoefer (2014), effectively planning the fundraising process guarantees long-term success. The potential funders for the program would be government and private corporations and organizations as well as individuals willing to promote youth development. The ideal avenue to solicit funds from these parties would be special events and annual campaigns.

References

OECD (2014). Local Youth Employment Strategies. Retrieved from https://www.oecd.org/cfe/leed/Youth-Local-Strategies-Ireland.pdf

Solutions for Youth Employment. (2015). Strategic Plan: 2015 – 2020. Retrieved from https://www.s4ye.org/sites/default/files/2017-06/Strategic%20Plan%202015-2020.pdf

Watson, L. D. & Hoefer, R. (2014). Developing nonprofit and human service leaders: Essential knowledge and skills. SAGE Publications, Inc.