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YOUTH INCLUSIVE ENTREPRENEURAL DEVELOPMENT INITIATIVE FOR EMPLOYMENT (YIEDIE) PROJECT

REQUEST FOR PROPOSAL - AMENDMENT

Date: January 10, 2020

From To

Global Communities Prospective Suppliers/Consultants

Special Instructions

All proposals must be submitted on company letterhead and must include Supplier’s legal address.

PROPOSAL DUE DATE:

5PM Local Time, January 24, 2020

QUESTIONS DEADLINE:

5PM Local Time, January 20, 2020

Proposal Submission Date: Submit Proposal to:

Terms of Payment:

No later than 5:00pm, Friday January 24, 2020

Email: ghacbids@globalcommunities

.org or [email protected]

100% upon delivery and acceptance

mailto:[email protected]

mailto:[email protected]

I. INTRODUCTION:

Global Communities

Global Communities is an international non-profit organization that works closely with communities worldwide to bring about sustainable changes that improve the lives and livelihoods of the vulnerable. We envision a world where everyone has the freedom, means and ability to live and prosper with dignity through creating a long-lasting, positive and community-led change that improves the lives and livelihoods of vulnerable people across the globe.

Global Communities believes that the people who understand their needs best are the people of the community itself. We make a difference by engaging with communities, governments, the private sector, and NGOs as partners for good—bringing together complementary strengths and shared responsibilities to work toward common goals.

Global Communities has existed for more than 60 years. Until 2012, we were known as CHF International and, before that, the Cooperative Housing Foundation. For more details on Global Communities and its work see: https://www.globalcommunities.org/aboutus

YIEDIE Background

Youth Inclusive Entrepreneurial Development Initiative for Employment (YIEDIE) is a $18,546,917, five-year project, led by Global Communities in partnership with the Mastercard Foundation and a consortium of Ghanaian partners. YIEDIE is designed to create economic opportunities in Ghana’s informal construction sector for disadvantaged youth. Program implantation started on February 16, 2015 and it will close on March 30, 2020.

YIEDIE directly reached 24,184 youth with training in technical, life and/or entrepreneurship skills leading to employment. As a result of the project, these youth will increase their income and savings and create new job opportunities in the sector, thereby indirectly benefiting an additional 112,550 people.

Project Name Youth Inclusive Entrepreneurial Development Initiative for Employment (YIEDIE)

Donor Mastercard Foundation

Consortium Partners Opportunities Industrialization Centre Ghana (OICG)

African Aurora Business Network LLC (AABN)

Republic-Boafo Microfinance Services Ltd. (Republic-Boafo)

Artisans Association of Ghana (AAG)

Project Target 23700

https://www.globalcommunities.org/aboutus

Population Technical-14700

Entrepreneurship-9000

Construction Sector and Youth Employment Challenges

Between 2011 and 2015 the Ghanaian economy continued to grow in smaller percentages. While GDP increased by 14% in 2011, it only increased by 2% in 2015. According to the World Bank, youth unemployment in Ghana reached 14.1% in 2015, the highest since 2005.

Although the construction sector is one of the fastest growing sectors of the economy and is known to have a high propensity to provide jobs for youth, its’ growth and labor absorption rates have not been commensurate with the rate of growth of youth labor supply. The sector employs about 2.8% (or 294,487) of the total working population, which includes 288,597 in the informal construction sector. About 7% (20,309) of the work force in the sector are women while men constitute 93% (274,178). The annual employment growth rate has been estimated to be between 10-12%, and this has the potential of increasing further given the emerging opportunities in the oil sector. Developing the skills and technology levels of construction sector actors has enormous potential for stimulating economic growth, improving the quality of service and creating jobs.

According to the ILO (2010), an essential pre-requisite for employment in the construction sector is good quality education and skills development. Available evidence suggests that Ghana is relatively weak in technical and vocational education training (TVET), technology, innovation and labor market efficiency.

Many reviews of the TVET system in Ghana have concluded that it has some major flaws. There has been mention of declining enrollment, relative unattractiveness of the sector, poor quality and small size of formal TVET. Informal TVET is more popular but has various limitations. The TVET system in Ghana has grown organically over many years through strategies implemented by various ministries, often with the influence of projects and pilots offered with donor support. The system has developed on different policy making tracks (especially Education Strategic Plan and New Education Reform) and is described as fragmented, and conflicting, and not firmly linked to high level national planning.

Different TVET initiatives are currently being implemented by nine ministries and the landscape is densely populated with long term players and newcomers. There are traditional programs (which focus on skills that are becoming obsolete) alongside cutting edge and innovative programs, and there is old legislation that is still valid, alongside new and conflicting legislation.

Many new TVET-related initiatives introduce elements of international experience and include global concepts of good TVET practices. These elements (e.g. qualifications framework, external quality assurance system, occupational standards, modular curricula, CBT, etc.) are known in Ghana, but the scale of influence of a single ministry or project is limited, and many state-of-the-art approaches are not gaining traction. They must be embedded in a national system to be successful.

Informal skills development presents the most important form of skills training in Ghana. The World Bank, the French Development Agency (AFD), the International Center for Technical and Vocational Education

and Training (UNESCO-UNEVOC) and the International Labor Organization (ILO) have demonstrated the role of informal skill development in the construction sector (ILO 2012). While they emphasize the importance of informal apprenticeships, their common message is that the informal apprenticeship system should be appreciated for its strengths but requires initiatives to reduce its numerous weaknesses.

Pursuing an apprenticeship requires a high level of commitment from the apprentice: long working hours, little or no remuneration and a high dependence on the goodwill of the master crafts persons. It is difficult for many young people to endure these difficulties, so many young people “fall” on the way; they drop out of the apprenticeship due to financial hardships or conflicts with the master crafts persons. Generally, the apprenticeship is not a linear progression; apprentices may drop out of one skill development area and enter another one later on, or they may become stuck in one of the phases for years, unable to proceed to the next stage.

Program Goal, Objectives, Intermediate Results, and Interventions

The overall goal of the project is to Increase creation of economic opportunities for disadvantaged youth by the construction sector ecosystem in five cities in Ghana.

Two major project objectives lead to the realization of the goal. These objectives and their intermediate results are listed below:

Objective 1: Increased employment (including self-employment) in the construction sector by targeted youth;

IR 1: Increased Youth Readiness for Employment and Entrepreneurship IR 2: Increased Access to Financial Service Providers Capable of Serving YouthIR 3: Increased Access to Demand-Driven Training and Service ProvidersIR 4: Increased Youth Enterprise Start-Up and Recruitment by Employers

Objective 2: Increased coordination and support for a better enabling environment by construction sector stakeholders

IR 5: Increased Collaboration for Improved Government Policies

YIEDIE directly reached over 24,184 disadvantaged youth with training in technical, life and/or entrepreneurial skills leading to employment. It is expected that these youth will increase their incomes and savings, and that the interventions will create new job opportunities in the construction sector.

The main activities are organized into the following five Intermediate results, all of which are necessary to achieve either of the two objectives and IRs:

Intermediate Results Major Project Activities IR 1: Increased Youth Readiness for Employment and Entrepreneurship

- Revise OIC apprenticeship curricula- Develop entrepreneurship, life skills and financial education curricula- Provide integrated entrepreneurship, life skills and financial

education training- Support youth to take NVTI proficiency exams- Meet specific firms’ employment needs through short courses

IR 2: Increased Access to Financial Service Providers Capable of Serving Youth

- Provide financial education- Launch new youth-focused financial products- Market youth financial products- Support each project participant youth to operate and maintain a

savings account

IR 3: Increased Access to Demand-Driven Training and Service Providers

- Build partner capacity - Create partnerships with lead firms in the sector- Provide apprenticeship-based technical skills training- Assist partners to apply to the Skills Development Fund- Train trainers to provide entrepreneurship and soft skills training to

selected youth in program cities- Provide business development services to youth-

IR 4: Increased Youth Enterprise Start-Up and Recruitment by Employers

- Identify/train more master craftspeople- Provide business support services to craftspeople with potential to

formalize/grow their own business- Develop linkages and referral networks with key associations- Leverage youth economic opportunities through a Youth Enterprise

Support Fund- Develop new private sector mentoring/internship opportunities- Support AAG to replicate LabourNet job matching system

IR 5: Increased Collaboration for Positive Government Policies

- Participate in National Advisory Council meeting- Participate in Technical Advisory Committee Meetings- Hold National Youth and Construction Summit- Hold policy action workshops- Hold City-Level Stakeholder Forums

Implementation Model

The project applied an integrated, youth-led, market-systems model to improve the capacity of youth and service providers across the value chain. YIEDIE intended to generate formal and informal employment and entrepreneurship opportunities for low-income youth in the construction sector using the value chain approach. The value chain approach lets us identify the gaps and opportunities in the sector—from the technical skills in greatest demand by the labor market to the need for input suppliers or service delivery (such as transport, painting, tool rental or uniform supply). Selecting sub-sectors of focus based on a value chain analysis and developing technical and entrepreneurship training curricula specifically to meet the

gaps that are identified was intended to lead to higher-than-average rates of employment for beneficiaries. The YIEDIE model:

- Brings together sector stakeholders including youth, NGOs, financial service providers (FSPs), training providers, business development service providers, employers, business associations and government including city authorities and national ministries and departments;

- Actively involves youth in the value chain analysis so they understand the data on market demands and opportunities, and selects promising sub-sectors that reflect youths’ preferences and more limited skills;

- Provides practical, on-the-job training to youth in technical skills that are in demand in the construction sector, leading to formal certification;

- Provides tailored training in entrepreneurship to youth that meets the needs of the sector;- Offers comprehensive support to youth including life skills and job readiness, financial literacy

and peer networking; - Develops and makes accessible financial services targeted to the needs of disadvantaged youth; - Connects youth to demand-driven jobs and entrepreneurial opportunities through linkages to

master craftspeople, private-sector employers and industry associations; - Uses mobile technology to reach more youth and to match informal laborers with job

opportunities;- Improves the enabling environment by engaging key government stakeholders in helping the

targeted cities, master craftspeople, associations and selected firms eliminate constraints and create new job opportunities for youth in the construction sector.

II. Evaluation Purpose and Rational

The purpose of this final evaluation is to critically and objectively assess the extent to which this project has achieved its stated goals and objectives and document any unintended outcomes, best practices and lessons learned. The final evaluation specific objectives include the following:

Relevance: the extent to which YIEDIE program interventions meet the needs of the program beneficiaries, are aligned with the country’s specific workforce development strategy, and were designed to address unique economic, cultural, and/or political contexts of Ghana.

Effectiveness: the extent to which the program interventions have achieved, or have contributed to, its expected results and objectives.

Efficiency: the extent to which the program resources (inputs) have led to the achieved results.

Sustainability: assessment of likelihood that the services and/or benefits of YIEDIE will endure beyond completion of the program. Sustainability should also assess the extent to which the program planned for the continuation of program activities, such as through encouraging local ownership and sustainable partnerships.

The primary audience for the evaluation is the YIEDIE program management team, Mastercard Foundation (MCF), and YIEDIE consortium partners. Annex F contains detailed information on the targeted audiences. This assessment will draw on lessons learned, create a set of key findings and recommendations to support the delivery of planned results and address any rising issues that might

prevent program activities from being sustainable upon the program’s completion. These lessons learned will also be disseminated to the program stakeholder and partners, including MCF.

The evaluation process is intended to be participatory, and results-oriented in its findings and recommendations, which should be valid, insightful and useful. While relevant program staff and key program stakeholders and partners will be involved cooperatively to the extent possible, as this is an independent, third-party evaluation, the selected evaluator will be responsible for management and oversight, and the determination and presentation of key findings and recommendations.

III. Final Evaluation Questions

To address the relevance, effectiveness, efficiency, and sustainability of YIEDIE, the evaluation team will be guided by the list of Illustrative Research Questions in Table 1 below. Additional questions and revisions to these questions may be proposed by bidders and/or considered during the evaluation launch or in the inception report, based on input from the evaluation consultant, Global Communities, and/or key program partners involved in finalization of the evaluation design.

Table 1: Illustrative Evaluation Questions

Focus Areas for

Final EvaluationProposed Illustrative Research Questions

Relevance of the YIEDIE Program

- Is the concept and design of YIEDIE suitable to the overall unemployment situation and challenges faced by youth in Ghana?

- To what extent do stated objectives address the prevailing problems and needs of the targeted youth and institutions/groups to achieving the overall goal?

- How satisfied are targeted youth and institutions/groups with the services that have been provided under objectives 1 and 2?

-

Program Efficiency

- Has program implementation been able to adhere to stated plans (i.e. work-plans, action-plans, results framework, and budget) and if not, why?

- What have been key challenges in implementing the program and how has YIEDIE addressed them? How effective are those approaches?

Focus Areas for

Final EvaluationProposed Illustrative Research Questions

Program Effectiveness

- How has YIEDIE influenced practices and/or behaviors? What outcomes have resulted from the training and technical support provided? Which interventions have been particularly effective at increasing youth readiness for employment and entrepreneurship?

- Did YIEDIE interventions contribute to the development/reform of government policies/interventions or encourage collaboration for positive government policies or interventions on youth employment over the intervention period? How did these changes occur?

- Which factors have hindered positive impact? How can they be overcome?

- Did any significant external factors affect project impact – positively or negatively? If so, what can be done in the future to build on these positive influences, and mitigate against negative influences?

- How has gender been integrated into program design and delivery? What lessons have we learned about integrating gender considerations in a project like this?

Program Sustainability

- To what extent do the respective implementing partners and other engaged private and public sector stakeholders own the results of the YIEDIE program? What factors have influenced implementing partners’ commitment to sustaining results achieved through the YIEDIE program?

- What are the institutional capacities of the participating entities, e.g. - to continue the program activities after the end of the program, including good will, financial, and technical capacities?

Lessons Learned & Recommendations

- What are preliminary lessons learned from implementing YIEDIE interventions targeting increased youth employment in Ghana? What are some of the best practices that can be shared with our partners, peers and government agencies?

IV. Scope, Methodology and Approach

Evaluation Design

The final evaluation should use a mixed-methods approach that incorporates both quantitative and qualitative data collection techniques as well as stratified and proportionate random sampling methods. The evaluation team will triangulate data through: 1) document reviews; 2) key informant interviews; 3) focus group discussions; and 4) target program beneficiaries interviews as discussed in detail below. The evaluation team is encouraged to consult a broad range of background documents (both internal and external) related to the program. The package of briefing materials from YIEDIE program includes:

- GC technical proposal.- Program Award Cooperative Agreement executed between Global Communities and Mastercard

Foundation (MCF).- All Quarterly and Annual Reports submitted by YIEDIE to MCF, which includes YIEDIE indicators

tracking table.- YIEDIE Monitoring and Evaluation Plan.- Youth-Inclusive Value Chain Analysis and Workforce Gap Assessment for the Construction Sector

In Ghana, September 2015.- Mid-Term Evaluation, January 2019.- Learning Briefs.- The ODI report on the construction sector in Ghana.- The KAP survey of youth in construction at start-up.

Research Methods

It is anticipated that the evaluation team will use a variety of research tools and methods for carrying out this final evaluation, including participatory methods that involve key stakeholders as respondents and in providing information necessary to make evaluation activities effective and efficient. This might include key informant interviews, focus group discussions (FGDs), surveys, and secondary data. The evaluators should propose the methods most appropriate to address research questions and plan to triangulate data obtained qualitatively with trends and findings derived from quantitative data obtained through the evaluation. The evaluation team should use representative sampling methods and survey tools to ensure collecting reliable data by which to assess the achievement of YIEDIE’s stated objectives and intermediate results. To the extent that it is possible, the evaluation should make an effort to target key stakeholders including youth groups, consortium partners, TVETs and private sector representatives that were interviewed at mid-term evaluation and have remained involved or benefitting from the YIEDIE program. This Final Evaluation must be carried out in conformance with the core principles of Mastercard Foundation Research and Evaluation Policy.1

Scope

This final evaluation will assess achievement of objectives 1 and 2. The evaluation will cover the five (5) implementing cities: Accra, Kumasi, Takoradi, Tema and Ashaiman for the period of February, 2015 to March, 2020.

V. CONTRACTOR AND GLOBAL COMMUNITIES TASKS AND RESPONSIBILITIES

After contract award and under the overall guidance of Global Communities, the Contractor will:

- Understand the scope, orientation, structure, inputs, outputs and results of the program and obtain secondary data by conducting a desk review of documents provided by Global Communities, including but not limited to:

1 THE MASTERCARD FOUNDATION RESEARCH AND EVALUATION POLICY, https://mastercardfdn.org/wp-content/uploads/2018/06/MCF11008_RELPolicy_Final1-Accessible.pdf

https://mastercardfdn.org/wp-content/uploads/2018/06/MCF11008_RELPolicy_Final1-Accessible.pdf

https://mastercardfdn.org/wp-content/uploads/2018/06/MCF11008_RELPolicy_Final1-Accessible.pdf

o Program proposal;o Program M&E plan;o Program reports.

- Develop a detailed work/inception plan for the evaluation. Plan must be approved by Global Communities prior to commencement of data collection and finalization of research instruments. Plan should include identification of the following:

o Proposed data sources and collection methods;o Quality assurance plano Proposed sampling method(s) and location of communities, organizations and

individuals to include in research that allow for comparison with the baseline;o Limitations in data collection and analysis; ando Draft research instruments (i.e. surveys, protocols/guides for focus groups, key

informant interviews (KII) and interviews). Data collection instruments should be designed to allow for comparison with the baseline.

- Develop, in English, scientifically sound research tools, instruments and sampling methodologies that would help measure the effects of the program’s interventions covering all components highlighted under the Objectives of the assessment, described above. The evaluators should apply quantitative and qualitative methods, including as relevant, survey tools/questionnaires, key informant interview and focus group protocol and observation checklists. These should be shared with and approved by Global Communities prior to their use.

- Where relevant, employ mixed methods of gathering data, particularly for purposes of triangulation.

- Train research assistants/enumerators in application of selected research methods and instruments. May include training on how to conduct in-depth interview and focus group discussions and testing their knowledge before data collection starts.

- Pre-test research instruments prior to their use with a small sample of respondents to ensure questions are understood, respondents are willing to provide the information requested and questions will yield the type of information the evaluators are seeking.

- Collect data through identified research methods. Primary data sources are likely to include surveys, interviews and focus groups of key individuals and organizations involved in project implementation as well as program staff and key stakeholders. Host government policy stakeholders should also be included if deemed relevant to the YIEDIE program implementation.

- Conduct all data entry, cleaning and analysis and generate summary of findings.- As relevant, disaggregate data by target community, gender, ethnicity, and age.- Analyze and triangulate quantitative and qualitative findings as described in evaluation

objectives and key research sections.- Facilitate a half-day validation workshop in-country in which YIEDIE program and technical staff

will provide the contractor with additional input that will serve to validate initial findings and recommendations before they are made final.

- Provide two drafts and one final copy of assessment report. Body of final report (excluding annexes) should not exceed 50 pages and incorporate feedback from Global Communities on earlier drafts. Final report should include the following:

o Visual presentations (e.g. charts, graphs, and/or tables) to most appropriately display key findings;

o Analysis of key findings;o Executive Summary;o List of Key Findings and Recommendations;

o Contact details of persons interviewed/key informant interviews (annex);o Final copies of all survey instruments (annex);o Indicator tables (annex);o Evaluation Scope of Work (annex)

- Provide bi-weekly email updates to Global Communities HQ M&E team and YIEDIE Program Director and M&E Manager on the entire performance period.

- Participate in debriefings on the evaluation report, which will be arranged by Global Communities.

- Provide the needed logistics that will be required for the evaluation exercise. This will include vehicles to convey data enumerators to the field and tablets for data collection.

Global Communities staff will be responsible for:

- Providing the evaluator with copies of all YIEDIE program documents (proposal, grant agreement, reports, work plans, M&E special studies, program approaches and Leaning briefs, success stories etc.).

- Introducing evaluators to key beneficiaries and informants as needed.- Assisting with logistics as needed. Unless otherwise agreed, all in-country travel and logistical

arrangements will be made by Global Communities staff.- Reviewing all contractor deliverables and providing feedback in timely manner.- Providing payments to contractor as negotiated.

VI. TIMEFRAME

The assignment is scheduled for an estimated period of 11 weeks, with an estimated start date of January 15, 2020. The proposed time schedule is as follows:

(*) denotes deliverable to be submitted to Global Communities

Tasks Responsible Proposed Due Date

Finalize / sign the Contract Global Communities & Contractor

January 15 2020

Launch of Evaluation in Accra (review SOW and address questions or concerns, hold meetings with the evaluation team and Global Communities staff and key partners, and finalize research questions and plans, etc.)

Global Communities & Contractor

Within 1 week of contract signing

Desktop research and review of program documents, reports, program results, existing data collection tools,

Contractor with support of Global


revised M&E plan, program approaches and strategies, database systems, program write ups, M&E systems and processes, etc.

Communities Within 2 weeks of contract signing

Develop a detailed inception report to guide the evaluation. The inception report will include a work plan and it must be approved by Global Communities.

Contractor Within 2 weeks of contract signing

Develop research plan for both quantitative and qualitative components. Submit all draft instruments to Global Communities for review and approval before data collection and testing.


Approval of all plans and instruments by Global Communities

Global Communities Within 3 weeks of contract signing

Finalize all research instruments Contractor

Develop training manual for data collection Contractor

Develop discussion guidelines for focus group, key informant interviews or other proposed qualitative methods

Contractor

Conduct training for data collectors Contractor Within 4 weeks of

contract signingPilot and refine all research tools Contractor

Gather information through focus group and in-depth interview with key informants - Qualitative


Carry out Survey Data collection – Quantitative Contractor

Conduct Data entry and cleaning Contractor Within 5 weeks of

contract signingAnalyze data Contractor


Contractor provides debriefing to GC and key stakeholders that includes a Power Point presentation approved by GC prior to debriefing Contractor

Within 6weeks of contract signing

Develop and Submit Draft 1 Report to GC for review Contractor Within 7 weeks of

contract signing

Global Communities Response to Draft 1 Report GC Within 7 weeks of

contract signing

Submit Draft 2 Report to GC for review Contractor

Within 8 weeks of contract signing

Global Communities Response to Draft 2 Report GC


Submit *Final (Interim) Report, including all instruments and appendices, and final dataset, to Global Communities for subsequent submission to MCF for review and comments (to be submitted to MCF within 60 days of fieldwork completion)

Global Communities Within 9 weeks of contract signing

MCF Response to Evaluation Report USDA Within 10 weeks of contract signing

Final Report, including all Tools and Appendices submitted to MCF

Global Communities


VII. DELIVERABLES

- Participation in an evaluation kick-off meeting at Global Communities at HQ office.

- Prior to commencement of field work, a detailed inception report, to include the work plan and methodologies to be used for the evaluation.

- Prior to commencement of field work, a refined set of tools and all instruments to be used for quantitative and qualitative assessments and observation checklists. Global Communities will retain ownership of instruments used for interviews, surveys, and any other data collection efforts developed by the Contractor.

- Briefing of findings to Global Communities at mid-point and at time of each draft report submission.

- Submission of a first and second draft report with relevant attachments and files. The report should represent a thorough analysis and presentation of data and findings related to the relevance, efficiency, effectiveness, and sustainability of YIEDIE, from which the evaluators identify key lessons learned and recommendations for strengthening the project over its remaining life. Evaluation findings should be presented as analyzed facts linked to evidence.

- Submission of a final report (and data set in Excel-compatible software, to be determined by YIEDIE/Ghana staff). Data should be appropriately coded and be accompanied by analysis, guidance on all evaluation methods, sampling designs, survey instruments/questionnaires and related instruments used in the evaluation.

VIII. REPORTING

The report, not to exceed 50 pages (not including annexes), should be concise and to the point, utilizing charts, graphs and diagrams where appropriate. In producing the evaluation report, the evaluation team will link findings to the data analyzed (all findings must be evidence-based). Those links must be made clearly in the report. Additionally, the conclusions will clearly relate to the findings. It may require back and forth consultation, payment will not be rendered until the report is approved.

The following table displays requirements for the final report:

Final Report Requirements

Report Length - Maximum of 50 pages, excluding the Table of Contents and Annexes

Executive Summary - Include a 3 to 5-page Executive Summary that provides a brief overview of the assessment purpose, project background, evaluation questions, methods, findings, and conclusions.

Evaluation Questions - Address illustrative evaluation questions in the SOW

Evaluation Methods and Limitations

- Explain assessment methodology in detail.- Disclose assessment limitations, especially those associated with

the evaluation methodology (e.g. selection bias, recall bias, etc.).NOTE: A summary of methodology can be included in the body of the report, with the full description provided as an annex.

Evaluation Findings - Present findings as analyzed facts, evidence and data supported by strong quantitative and/or qualitative evidence and not anecdotes, hearsay or people’s opinions. Provide analysis for the five YIEDIE cities.

- Include findings that address variations on outcome achievement among males and females.

Recommendations - Support recommendations with specific findings.- Provide recommendations that are action-oriented, practical,

specific, and define who is responsible for the action.-

Annexes - Include the following as annexes, at minimum:- Scope of Work.- Full description of evaluation methods.- All evaluation tools (questionnaires, checklists, discussion guides,

surveys, etc.).- A list of sources of information (key informants, documents

reviewed, other data sources).- Indicator tables comparing progress at midterm to baseline values

and targets.

Quality Control - Assess deliverables for quality by including an in-house peer technical review with comments provided to the assessment team.

IX. ANNEXES

Numbering Naming Attachments

Annex A: Budget Template Included Separately

Annex B: Biographical Data Sheet Included Separately

Annex C: Evidence of Responsibility Included Separately

Annex D: List of Indicators Tracked via Performance Monitoring Plan

Included Below

Annex E: YIEDIE Results Framework Included Below

Annex F: Evaluation Target Audiences Included Below

Annex D: List of Indicators Tracked via Performance Monitoring Plan

Indicators Indicator Definition

# and % of youth who have transitioned to further opportunities

The number and proportion of youth who, 12-months after graduating from the project, transition onto further opportunities, including; jobs, self-employment or entrepreneurship, further training, or further education.

Disaggregated by: type of transition (employment, self-employment, further education or further training), sex, poverty level, city, type of training received.

# and % of youth with increased income The number and proportion of youth completing a YIEDIE training course who report increase in their incomes as a result of participation in the project. Income will be measured as self-reported values taken at baseline (i.e. at entry), and a follow up survey that will be carried out 12 months after a participant graduates from the training. Participants will be asked about their incomes over the past seven days as well as over the past one year.

Disaggregated by: gender, city, poverty level, type of training received, type of work (employed; self-employed)

# and % of youth households with increased assets The proportion of YIEDIE youth households that have increased their assets after graduating from the program. Assets include, but not limited to all the items listed in the YIEDIE Youth Selection Protocol, including; TV, Radio, Fridge/Freezer, Mobile Phones, Electric Fan, Radio, Sound System, Computer/Lap Top, Bicycle, Car, Working implements/tools, etc.

Disaggregated by: Gender, city, Type of Training Received, Poverty Level

# and % of youth satisfied with their jobs The indicator measures the number and proportion of sampled YIEDIE youth/participants who indicate that they are very satisfied or somewhat satisfied with the jobs they have 12 months after graduation. Job satisfaction is based on the participant’s perceptions and expectations.

Indicators Indicator Definition

Disaggregated by: gender, location, poverty level, type of training received, level of satisfaction, type of work (employed; self-employed)

# and % of youth with access to financial services The number and proportion of YIEDIE youth who have access to financial services: Youth has access to finance if in the last 12 months youth saved money, had insurance, applied for loan or used for other financial transactions semi-formal or formal financial services, such as VSLA/SUSU, cooperative, microfinance institution, savings and loan companies, money lenders, bank and other existing in Ghana. This does not include private borrowing (from family members or neighbors).

Disaggregated by: Gender, City, Poverty Level, type of financial service

# and % of youth microenterprises started or expanded

This indicator measures the number and proportion of youth who start or expand their own microenterprises during or after training. Youth microenterprises are defined as economic activities, including services, production and sale of goods, operating independently of an employer or master craftsperson, and controlled by YIEDIE beneficiaries. Business expansion is measured by an increase in the number of employees, assets, additional business/ trade (at the same location or a different location) and/or an increase in the profit of the business. Disaggregated by: Gender, City, started (new business), expanded (existing business)

Annex E: YIEDIE Results Framework

# of MSMEs provided with Business Advisory/ Development Services

# of training providers providing market relevant skills and services

# of initiatives undertaken by value chain actors to promote sector policy improvement

# of institutions engaged

# of targeted cities demonstrating improved policy environment for youth employment

# of partners which demonstrate improved capacityDevelopment Services

# and % of youth microenterprises started or expanded

# and % of youth with access to Financial Services

Total # of youth trained

IR 2.1: Increased Collaboration for Improved Government Policies

IR 1.4: Increased Youth Enterprise Start-up and Recruitment by Employers

IR 1.3: Increased Access to Demand-Driven Training and Service Providers

IR 1.2: Increased Access to Financial Service Providers Capable of Serving Youth

IR 1.1: Increased Youth Readiness for Employment and Entrepreneurship

OBJECTIVE 2: Increased coordination and support for a better enabling environment by construction sector stakeholders

OBJECTIVE 1: Increased employment (including self-employment) in the construction sector by targeted youth

Overall Goal:Increased creation of Economic Opportunities for disadvantaged youth by the construction sector

Assumptions and Risks : The national economy will improve Interests of women and youth in the construction sector will improve Access to capital for start-up tools and inputs will improve Capacity of government to coordinate will improve

# and % of youth who have transitioned to further

# and % of youth satisfied with their jobs

# and % of youth with increased income

# and % of youth households with increased assets

Annex F: Evaluation Target Audiences

# Stakeholder Assumed Expectations and Interest

1 Youth - To learn and appreciate the training. - To support in data collection. (Youth willingness to give

adequate and accurate information).

2 YIEDIE Staff - To learn and document the training of youth - To share lessons learnt in order to improve upon future

interventions.

3 Consortium Partners - To know and appreciate the training of youth- To identify the factors that influenced their collaborative

role with each other- To apply lessons learnt in subsequent collaborative

relationships and improve upon future interventions- To support in data collection. (Willingness to give adequate

and accurate information).

4 Master Trainers - To learn and appreciate the training of youth. - To support in data collection. (Willingness to give adequate


5 TVET Institutions - To know and appreciate the training of youth- To identify the factors that influenced their collaborative

role with GC YIEDIE project- To apply lessons learnt in subsequent collaborative


and accurate information).- To apply best practices in subsequent collaborative

relationships

6 Mastercard Foundation

- To understand Mastercard’s priorities in the next 5 years- To gather Mastercard’s experiences and lessons learnt in

the implementation of the Youth Forward- To collate Mastercard’s perspectives on the characteristics

of Urban youth in Ghana and Uganda and how the various interventions are shaping them for the future

7 Learning Partners - To collate learning partners’ perspectives on the Youth Forward implementation in Ghana

- To gather experiences and lessons learnt in the implementation of the Youth Forward

8 Municipal and - To know and appreciate the policy environment

# Stakeholder Assumed Expectations and Interest

Metropolitan Assemblies

- To identify the factors that influenced their collaborative role with GC YIEDIE project

- To apply lessons learnt in subsequent collaborative relationships and improve upon future interventions

- To support in data collection. (Willingness to give adequate and accurate information).

9 Association of Ghana Industries-Construction Sector

- To know and appreciate the policy environment- To identify the factors that influenced their collaborative

role with GC YIEDIE project- To apply lessons learnt in subsequent collaborative



10 YIEDIE Mentors - To identify the factors that influenced their collaborative role with GC YIEDIE project

- To apply lessons learnt in subsequent collaborative relationships and improve upon future interventions

- To support in data collection. (Willingness to give adequate and accurate information).

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