Evaluation on the modernization of the Public Employment Service in Hungary 2004-2006

Fekete GergelyNational Development Agency

Evaluation Division

Evaluation Network MeetingBrussels

2010. 14-15. october

•The programme•Used methods•Findings / Recommendations

Content

The programme

• Modernization of the Hungarian Public Employment Service (PES)• ESF/ ERDF-like measures• Very diverse measures • Long-term programme

Phare projects – 4,5 M €

HCSF measures – 34,5 M €

NSRF measures – 103 M €

2002 2003 2004 2005 2006 2007 2008 2009 2010

Public Employment Service in Hungary

National Employment Office

Regional Employment Office, Region 1

Regional Employment Office, Region 2

Regional Employment Office, Region 3

Labour Center Labour Center Labour Center Labour Center Labour Center Labour Center

Programme components

Service development, strategic planning

Quality assurance

Infrastructural development

IT development

Research

Questions / methods

What happened?How did it happen?Why did it happen?Can we do it better?

Desk research Data analysis InterviewsCase studies

Rates of quitting ‘jobseeker’ status

Out of system without any information

Entering the active labour market Training Subsidiesed work Other

Effectiveness - Data analysis / DiD

Raw data

  Non treated Treated Difference

2004 0.0414 0.0386  

2008 0.0496 0.0491  

Difference 0.0082 0.0105 0.0023

Results of the regressions (different specifications)

ΔEFFit = τ+δΔpi+βΔXit+Δεit

The estimated effect

The indicator used: ‘The possibility of entering the labour market’

The possibility within the treated group grew by 1,05 pecentage points – 0,36 pcpoint by the measures

What does it mean? – monthly cca. 1500 people find work because of the modernization of the PES (out of 19.000) – positive significant effect

How were the subjects of the case study selected?

Possib

ilit

y o

f en

teri

ng

th

e lab

ou

r m

ark

et

Jobseekers without high-school graduation

Findings / Recommendations

In general the measures were effective and efficient. No problem with consistency and coherency

Weaknesses in the strategic coordination

Some weaknesses in the management system

The indicators used by the monitoring system cannot provide proper information

about the performance of the sub-measures

Better coordination mechanisms between the MA and the involved ministries

More flexible rules in some areas / decreasing

the administrative burdens

More differnetiated indicators are neededto make possible the evaluation of the

different sub-measures

Thank you for your attention!