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YOUTH INCLUSIVE ENTREPRENEURAL DEVELOPMENT INITIATIVE FOR EMPLOYMENT (YIEDIE) PROJECTREQUEST FOR PROPOSAL - AMENDMENTDate: January 10, 2020FromToGlobal CommunitiesProspective Suppliers/ConsultantsSpecial InstructionsAll proposals must be submitted on company letterhead and must include Supplier’s legal address.PROPOSAL DUE DATE:5PM Local Time, January 24, 2020QUESTIONS DEADLINE:5PM Local Time, January 20, 2020 Proposal Submission Date:Submit Proposal to:Terms of Payment:No later than 5:00pm, Friday January 24, 2020Email: ghacbids@ or dfaidoo@100% upon delivery and acceptance INTRODUCTION:Global CommunitiesGlobal 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: BackgroundYouth 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)DonorMastercard FoundationConsortium PartnersOpportunities Industrialization Centre Ghana (OICG)African Aurora Business Network LLC (AABN)Republic-Boafo Microfinance Services Ltd. (Republic-Boafo) Artisans Association of Ghana (AAG)Project Target Population23700 Technical-14700Entrepreneurship-9000Construction 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 rmal 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 InterventionsThe 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 EmployersObjective 2: Increased coordination and support for a better enabling environment by construction sector stakeholdersIR 5: Increased Collaboration for Improved Government PoliciesYIEDIE 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 ResultsMajor Project Activities IR 1: Increased Youth Readiness for Employment and EntrepreneurshipRevise OIC apprenticeship curriculaDevelop entrepreneurship, life skills and financial education curriculaProvide integrated entrepreneurship, life skills and financial education trainingSupport youth to take NVTI proficiency examsMeet specific firms’ employment needs through short coursesIR 2: Increased Access to Financial Service Providers Capable of Serving YouthProvide financial educationLaunch new youth-focused financial productsMarket youth financial productsSupport each project participant youth to operate and maintain a savings account IR 3: Increased Access to Demand-Driven Training and Service ProvidersBuild partner capacity Create partnerships with lead firms in the sectorProvide apprenticeship-based technical skills trainingAssist partners to apply to the Skills Development FundTrain trainers to provide entrepreneurship and soft skills training to selected youth in program citiesProvide business development services to youthIR 4: Increased Youth Enterprise Start-Up and Recruitment by Employers Identify/train more master craftspeopleProvide business support services to craftspeople with potential to formalize/grow their own businessDevelop linkages and referral networks with key associationsLeverage youth economic opportunities through a Youth Enterprise Support FundDevelop new private sector mentoring/internship opportunitiesSupport AAG to replicate LabourNet job matching systemIR 5: Increased Collaboration for Positive Government PoliciesParticipate in National Advisory Council meetingParticipate in Technical Advisory Committee MeetingsHold National Youth and Construction SummitHold policy action workshopsHold City-Level Stakeholder ForumsImplementation ModelThe 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. Evaluation Purpose and RationalThe 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.Final Evaluation QuestionsTo 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 QuestionsFocus Areas forFinal EvaluationProposed Illustrative Research QuestionsRelevance of the YIEDIE ProgramIs 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 EfficiencyHas 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?Program EffectivenessHow 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 SustainabilityTo 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 & RecommendationsWhat 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?Scope, Methodology and ApproachEvaluation DesignThe 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 MethodsIt 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.ScopeThis 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.CONTRACTOR AND GLOBAL COMMUNITIES TASKS AND RESPONSIBILITIESAfter 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:Program proposal;Program M&E plan;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:Proposed data sources and collection methods;Quality assurance planProposed sampling method(s) and location of communities, organizations and individuals to include in research that allow for comparison with the baseline;Limitations in data collection and analysis; andDraft 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:Visual presentations (e.g. charts, graphs, and/or tables) to most appropriately display key findings;Analysis of key findings;Executive Summary;List of Key Findings and Recommendations;Contact details of persons interviewed/key informant interviews (annex);Final copies of all survey instruments (annex);Indicator tables (annex);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.TIMEFRAMEThe 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 CommunitiesTasksResponsibleProposed Due DateFinalize / sign the ContractGlobal Communities & ContractorJanuary 15 2020Launch 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 & ContractorWithin 1 week of contract signingDesktop research and review of program documents, reports, program results, existing data collection tools, revised M&E plan, program approaches and strategies, database systems, program write ups, M&E systems and processes, etc.Contractor with support of Global CommunitiesWithin 2 weeks of contract signingDevelop a detailed inception report to guide the evaluation. The inception report will include a work plan and it must be approved by Global Communities. ContractorWithin 2 weeks of contract signingDevelop research plan for both quantitative and qualitative components. Submit all draft instruments to Global Communities for review and approval before data collection and testing.ContractorWithin 3 weeks of contract signingApproval of all plans and instruments by Global CommunitiesGlobal CommunitiesWithin 3 weeks of contract signingFinalize all research instrumentsContractorDevelop training manual for data collectionContractorDevelop discussion guidelines for focus group, key informant interviews or other proposed qualitative methodsContractorConduct training for data collectorsContractorWithin 4 weeks ofcontract signingPilot and refine all research toolsContractorGather information through focus group and in-depth interview with key informants - QualitativeContractorWithin 4 weeks of contract signingCarry out Survey Data collection – QuantitativeContractorConduct Data entry and cleaningContractorWithin 5 weeks ofcontract signingAnalyze dataContractorContractor provides debriefing to GC and key stakeholders that includes a Power Point presentation approved by GC prior to debriefingContractorWithin 6weeks of contract signingDevelop and Submit Draft 1 Report to GC for reviewContractorWithin 7 weeks ofcontract signingGlobal Communities Response to Draft 1 ReportGCWithin 7 weeks ofcontract signingSubmit Draft 2 Report to GC for reviewContractorWithin 8 weeks of contract signingGlobal Communities Response to Draft 2 ReportGCWithin 8 weeks of contract signingSubmit *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 CommunitiesWithin 9 weeks of contract signingMCF Response to Evaluation ReportUSDAWithin 10 weeks of contract signingFinal Report, including all Tools and Appendices submitted to MCFGlobal CommunitiesWithin 11 weeks of contract signingDELIVERABLESParticipation 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.REPORTINGThe 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 RequirementsReport LengthMaximum of 50 pages, excluding the Table of Contents and AnnexesExecutive SummaryInclude 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 QuestionsAddress illustrative evaluation questions in the SOWEvaluation Methods and LimitationsExplain 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 FindingsPresent 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.RecommendationsSupport recommendations with specific findings.Provide recommendations that are action-oriented, practical, specific, and define who is responsible for the action.AnnexesInclude 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 ControlAssess deliverables for quality by including an in-house peer technical review with comments provided to the assessment team.ANNEXESNumberingNamingAttachmentsAnnex A:Budget TemplateIncluded SeparatelyAnnex B:Biographical Data SheetIncluded SeparatelyAnnex C:Evidence of ResponsibilityIncluded SeparatelyAnnex D:List of Indicators Tracked via Performance Monitoring PlanIncluded BelowAnnex E:YIEDIE Results FrameworkIncluded BelowAnnex F:Evaluation Target AudiencesIncluded BelowAnnex D: List of Indicators Tracked via Performance Monitoring PlanIndicators?Indicator Definition# and % of youth who have transitioned to further opportunitiesThe 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 incomeThe 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 assetsThe 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 jobsThe 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.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 servicesThe 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 expandedThis 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 Framework0-635Assumptions and Risks: The national economy will improveInterests of women and youth in the construction sector will improveAccess to capital for start-up tools and inputs will improveCapacity of government to coordinate will improveOverall Goal:Increased creation of Economic Opportunities for disadvantaged youth by the construction sector OBJECTIVE 1: Increased employment (including self-employment) in the construction sector by targeted youthOBJECTIVE 2: Increased coordination and support for a better enabling environment by construction sector stakeholdersIR 1.1: Increased Youth Readiness for Employment and EntrepreneurshipIR 1.2: Increased Access to Financial Service Providers Capable of Serving YouthIR 1.3: Increased Access to Demand-Driven Training and Service ProvidersIR 1.4: Increased Youth Enterprise Start-up and Recruitment by EmployersIR 2.1: Increased Collaboration for Improved Government PoliciesTotal # of youth trained # and % of youth with access to Financial Services# and % of youth microenterprises started or expanded# of partners which demonstrate improved capacityDevelopment Services# of targeted cities demonstrating improved policy environment for youth employment# of institutions engaged # of initiatives undertaken by value chain actors to promote sector policy improvement# of training providers providing market relevant skills and services # of MSMEs provided with Business Advisory/ Development ServicesAssumptions and Risks: The national economy will improveInterests of women and youth in the construction sector will improveAccess to capital for start-up tools and inputs will improveCapacity of government to coordinate will improveOverall Goal:Increased creation of Economic Opportunities for disadvantaged youth by the construction sector OBJECTIVE 1: Increased employment (including self-employment) in the construction sector by targeted youthOBJECTIVE 2: Increased coordination and support for a better enabling environment by construction sector stakeholdersIR 1.1: Increased Youth Readiness for Employment and EntrepreneurshipIR 1.2: Increased Access to Financial Service Providers Capable of Serving YouthIR 1.3: Increased Access to Demand-Driven Training and Service ProvidersIR 1.4: Increased Youth Enterprise Start-up and Recruitment by EmployersIR 2.1: Increased Collaboration for Improved Government PoliciesTotal # of youth trained # and % of youth with access to Financial Services# and % of youth microenterprises started or expanded# of partners which demonstrate improved capacityDevelopment Services# of targeted cities demonstrating improved policy environment for youth employment# of institutions engaged # of initiatives undertaken by value chain actors to promote sector policy improvement# of training providers providing market relevant skills and services # of MSMEs provided with Business Advisory/ Development Services49441101663700# and % of youth households with increased assetsassets00# and % of youth households with increased assetsassets33159701684020# and % of youth with increased income00# and % of youth with increased income17456151692275# and % of youth satisfied with their jobs00# and % of youth satisfied with their jobs106291692317# and % of youth who have transitioned to further opportunities00# and % of youth who have transitioned to further opportunitiesAnnex F: Evaluation Target Audiences#StakeholderAssumed Expectations and Interest1YouthTo learn and appreciate the training. To support in data collection. (Youth willingness to give adequate and accurate information).2YIEDIE StaffTo learn and document the training of youth To share lessons learnt in order to improve upon future interventions.3Consortium PartnersTo know and appreciate the training of youthTo identify the factors that influenced their collaborative role with each otherTo apply lessons learnt in subsequent collaborative relationships and improve upon future interventionsTo support in data collection. (Willingness to give adequate and accurate information).4Master TrainersTo learn and appreciate the training of youth. To support in data collection. (Willingness to give adequate and accurate information).5TVET InstitutionsTo know and appreciate the training of youthTo identify the factors that influenced their collaborative role with GC YIEDIE projectTo apply lessons learnt in subsequent collaborative relationships and improve upon future interventionsTo support in data collection. (Willingness to give adequate and accurate information).To apply best practices in subsequent collaborative relationships6Mastercard FoundationTo understand Mastercard’s priorities in the next 5 yearsTo gather Mastercard’s experiences and lessons learnt in the implementation of the Youth ForwardTo collate Mastercard’s perspectives on the characteristics of Urban youth in Ghana and Uganda and how the various interventions are shaping them for the future7Learning PartnersTo collate learning partners’ perspectives on the Youth Forward implementation in GhanaTo gather experiences and lessons learnt in the implementation of the Youth Forward 8Municipal and Metropolitan AssembliesTo know and appreciate the policy environmentTo identify the factors that influenced their collaborative role with GC YIEDIE projectTo apply lessons learnt in subsequent collaborative relationships and improve upon future interventionsTo support in data collection. (Willingness to give adequate and accurate information).9Association of Ghana Industries-Construction SectorTo know and appreciate the policy environmentTo identify the factors that influenced their collaborative role with GC YIEDIE projectTo apply lessons learnt in subsequent collaborative relationships and improve upon future interventionsTo support in data collection. (Willingness to give adequate and accurate information).10YIEDIE MentorsTo identify the factors that influenced their collaborative role with GC YIEDIE projectTo apply lessons learnt in subsequent collaborative relationships and improve upon future interventionsTo support in data collection. (Willingness to give adequate and accurate information). ................
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