Restless Development Jobs in Tanzania

Restless Development Consultant Jobs in Tanzania

Consultant

Terms of Reference

Project Name: Kijana Ibuka

Contact Person(s): Monitoring, Evaluation and Learning Manager

Introduction (about Restless Development):

We are Restless Development: The youth-led development agency. Our mission is to place young people at the forefront of change and development.

Our strength comes from being led by youth and young professionals, from the boardroom right through to the field. We have been working hard since 1985 and over the past 27 years, our programmes have reached over 7 million young people.

Introduction (about Country Programme):

The objective of the programme

· Young people are ready to take up – and are calling for – a leadership role in development and in our agency. This call speaks directly to the tone and drive of our strategy – to enable the Peak Youth generation to lead a new type of development that will ensure the success of the Global Goals.

· Young people identified priority areas of: governance, participation and youth leadership; livelihoods and employment; health; recognition of the value of young people; education as a means to lead the change they want to see, zero discrimination and collaboration as their priorities. Combined with our track record and experience, these priorities shaped our Goals and Restless Model.

· Young People identified four key roles for Restless Development: Convene young people and the youth sector to leverage change; Advocate to influence decision-makers and create platforms for young people; empower young people to realise their potential and to lead change; and collaborate to bring in more young people to lead change. This guidance directly shaped the Youth Collective, Restless Model and Global Hubs elements of this strategy.

Programme Model explaining the Theory of Change

We know that change starts with young people and that it is more powerful when young people take action as a collective. By working with our unique model for youth-led development, young people will achieve far greater impact on the goals that they care about.

The diagram on the next page explains how the different elements of our strategy work together. Each of these elements are explained in more depth throughout this document. Key aspects of our strategy highlighted in the diagram include:

· The convergence of Peak Youth, the Global Goals and 30 years of Restless Development’s experience has revealed two key opportunities for the Peak Youth generation to ensure the success of the Global Goals and to lead a new type of development and change:

Working with Young People’s priorities, the ultimate goals behind the Global Goals that young people have told us are essential for the change they want to see and lead in the world.

Working through the Restless Model for change, a new paradigm for development that places young people at the heart of a new type of development that bridges the gap between policy and people’s reality. With youth at the heart of our Restless Model, the Peak Youth generation will lead transformative change making the Global Goals a success.

· Restless Development commits to unleashing the power of young people across the global for a new development led by a new generation:

Building a Youth Collective to mobilize youth-led change at scale. The Youth Collective embodies an offer – to young people, to youth-led organizations, to investing partners – to those who are committed to the power of youth-led development and the agency of young people to lead change.

Building a new type of development agency, driven by leadership and expertise where it lies, regardless of geography. Through the leadership of 10 hubs we will be a global agency that reflects our values and the agency of young people in action.

Through these four changes, we will deliver against young people’s goals and launch a Youth Collective to achieve our Vision for 2030, where young people demand and deliver a just and sustainable world.

Scope of the evaluation

The evaluation will examine the results achieved by the project. It will explore programmatic changes achieved by the project in Mbeya region whereas the focus will be in the following districts; Mbeya urban (4 Wards), Mbeya rural (4 Wards), Rungwe (3 Wards) and Mbarali district (2 Wards). The evaluation will also examine the impact on targets i.e. young people and their groups where they operate.

The Evaluation is expected to assess the following;

1. To assess how the community has improved access to training on basic business development skills for income generation amongst young people (both in and out of school, and at minimum 50% female) across 4 districts of Mbeya region.

2. To assess the increase access of youth micro-enterprises to business development services (e.g. technical mentors, business mentors, grants and loans, and internships). And

3. To assess areas of improvement for young entrepreneurs’ awareness of, and linkages to, services and rights offered through duty bearers and service providers.

Give the major indicators as committed to be studied by donor, NSF and GSF.

The indicators of which the evaluation will be studied are;

· % of young people in targeted intervention sites with improved (and access to at least two of the following): a) Income; b) Savings; c) Sources of income; and d) business development services and programmes

· % of young people in the targeted intervention programme who have been employed or set up a business disaggregated by: gender, age, disability, and PLWHA

· % of youth groups which have accessed technical or financial support (e.g. grant, loan, apprenticeships, sector-related training, product/marketing training)

Some key output indicators also to be tracked:

· Number of entrepreneurs and SME business owners unskilled with non-financial and/or business development support

· Number of entrepreneurs and SME business owners supported to formalize their business (registering their business and creating separate business bank accounts, etc)

· Number of SMEs incubated and/or accelerated

· Number of entrepreneurs or SME business owners securing finance/capital during or after our program support interventions

· Amount of financing/capital secured by these entrepreneurs and SME business owners (value in local currency)

· Nominal change in revenue of business (value in local currency)

· Number of people hired by the SMEs supported through our program

NB: More Details in proposal and Logframe to be provided.

Study Area

The evaluation is expected to be executed where the project is being implemented. The areas where the study will take place in Mbeya urban (4 Wards), Mbeya rural (4 Wards), Rungwe (3 Wards) and Mbarali district (2 Wards)

Target population that the project worked with and the study team will interact

Out of school male-246

Out of school female-258

32 Youth groups

Government officials in the survey areas

MFIs

Area of Evaluations/ Research Questions

The evaluation in addition to above mentioned programmatic outcomes will also inform us about our performance on the basis of the following performance assessment (for instance, criteria adapted from OECD DAC1 standard). The Key performance assessment criteria are defined as following:

The Consultant(s) will use the five criteria set out by the Development Assistance

Committee (DAC) of the Organization for Economic Cooperation and Development

(OECD) to conduct the final evaluation. The five evaluation criteria are: Relevance;

Effectiveness; Efficiency; Impact and Sustainability. For each of the criteria, the

Consultant(s) will get specific information on the project’s performance from beneficiaries, partners and stakeholders.

Below is the specific information that should be collected under each criterion. The

Consultant(s) will examine the extent to which the project is suited to the priorities of the target groups along the following lines:

Relevance

The extent to which the aid activity is suited to the priorities and policies of the target group. In evaluating the relevance of a programme or a project, it is useful to consider the following questions:

Have the activities and outputs of the projects been consistent with the overall goals and attainment of its objectives?

Were the activities and outputs of the projects consistent with the impacts and effects?

Are the overall project objectives relevant to the specific needs of the population in the project area?

To what extent are the objectives of the programme still valid?

Are the activities and outputs of the programme consistent with the intended impacts and effects?

Effectiveness

A measure of the extent to which an aid activity attains its objectives. In evaluating the effectiveness of a programme or a project, it is useful to consider the following questions:

To what extent were the objectives achieved / are likely to be achieved?

What were the major factors influencing the achievement or non-achievement of the objectives?

Have all planned target groups access to or are using project results available so far?

Are there any factors which prevent target groups accessing the results/services?

To what extent has the project adapted or is able to adapt to changing external conditions (risks and assumptions) in order to ensure benefits for the target groups?