FUNDING: APEFE

Association for the Promotion of Education and Training Abroad

Terms of Reference (TORs)

Tender N°L-RW101- 09/2020

Support to APEFE in Strategic Planning of its Programme in Rwanda

For the “Workplace Learning Support Programme”

OPEN PUBLIC TENDER

NATIONAL INDIVIDUAL CONSULTANCY

SPECIAL CONDITIONS OF THE CONTRACT

Kigali, September 2020

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TERMS OF REFERENCE (ToR)

Support to APEFE in Strategic Planning of the its Programme in Rwanda

Contents

1. Mission of APEFE............................................................................................................................3

2. The guiding principles and criteria which govern the admissibility of the strategy and the technical and financial dossier (DGD criteria in appendices)..................................................................5

3. Context and justification of the assignment...................................................................................6

4. Objectives and results of the mission...........................................................................................11

5. Phase One.....................................................................................................................................12

6. Phase Two....................................................................................................................................14

7. Expected deliverables...................................................................................................................15

8. Profile of the consultant...............................................................................................................18

9. Methodology................................................................................................................................18

10. Conduct of the mission – timeframe........................................................................................18

11. Organizational and logistical arrangements.............................................................................20

12. Payment Schedule....................................................................................................................20

13. References................................................................................................................................20

14. Composition of the offer..........................................................................................................21

15. Conditions for granting the tender...........................................................................................22

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1. Mission of APEFE

1.1 History and mandate of APEFE

APEFE is a non-profit association created in 1976. Integrated within the international relations of the French Community Wallonia-Brussels and the Walloon Region, of which it constitutes the center of expertise and execution in terms of development, APEFE is a dynamic structure which has provided, for many years, technical support to strengthen the capacities of its partners in the South.

Its mission is to:

- To cooperate in the study, organization, development and implementation of any mechanism for strengthening the institutional, organizational and individual capacities of institutions in charge of development, public or not, in southern countries, with a priority on North and West Africa and that of the Great Lakes;

- To promote, organize and coordinate all forms of knowledge transfer between the Wallonia-Brussels Federation, Wallonia and the partner countries of the South;

- Coordinate and encourage the initiatives of organizations pursuing the same objectives with a view to coherent actions in favor of development.

APEFE sees its role in the eradication of poverty and the fight against inequalities by contributing to sustainable development.

The Association for the Promotion of Education and Training Abroad (APEFE) is therefore a tool at the service of the countries of the South for the strengthening of their capacities to implement their development policy in the sectors of vocational training, employment and self-employment, the private sector, Agriculture and Environment, Health and Governance.

Its bodies are made up of a General Assembly and a Board of Directors and bring together representatives of the main administrations of the Wallonia-Brussels Federation and Wallonia, as well as representatives of the Federal Ministry of Foreign Affairs.

The Association was merged with “Wallonie-Bruxelles Internationale - WBI”, a structure in charge of international relations of the French Community Wallonia-Brussels and the Walloon Region whose official-manager - General Administrator - is the Managing Director of APEFE. It is therefore the center of expertise and execution in the development field of Wallonie Bruxelles International.

APEFE is now present in 9 countries and has 8 local coordination offices: Benin, Burkina Faso, Senegal, Morocco, Palestine, Democratic Republic of Congo, Burundi, Rwanda, Haiti.

1.2. Management and quality of interventions

APEFE is a dynamic structure and a learning organization which has provided, for many years, technical support to strengthen the capacities of its partners in the South. It constantly strives to adapt its internal management and project methods and tools to the standards of international cooperation.

APEFE has been one of the actors subsidized by the Belgian State for many years and as such is regularly monitored and controlled by the latter on its capacity to carry out development interventions. In this context, it successfully passed an audit, carried out in 2016 by Deloitte, on these management capacities with regard to 9 areas defined in a royal decree concerning the conditions of

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subsidy of non-governmental actors in development cooperation. The areas controlled were financial management, strategic management, process management, results-based management, partnership management, gender and environment, risk management, personnel management and transparency.

APEFE is also part of a cupola of cooperation actors (FIABEL) which allows it to participate in various events in order to constantly adapt its capacities to the changing context of cooperation.

1.3. Approaches and role of APEFE

APEFE, according to the needs expressed by its partners in the South, develops and implements programmes which have as general objective the fight against poverty by the institutional, technical, administrative and management strengthening of state and parastatal institutions. or multilateral institutions located in the South.

Its contribution is at the level of programme engineering concretizing the establishment or improvement of mechanisms perpetuating the right to:

- technical and vocational training as a tool for social inclusion;- the development of employment and self-employment (entrepreneurship), as well as

support for capacity building of Micro, Small and Medium Enterprises (private sector);- health with an emphasis on staff training;- the environment with an emphasis on the promotion and development of green

technologies, on the fight against climate change and the adaptation of populations to it;- inclusive economy with an emphasis on the capacities of women to develop entrepreneurial

activities;- agriculture with an emphasis on aspects related to the social economy and the strengthening

of the management capacities of farmer groups.

The objective is to enable partners to build the skills and capacities that will allow the identification, creation, implementation and management of the mechanism linked to the establishment of a national policy. The aim is to improve individual, organizational and institutional processes leading to the empowerment of partners.

It is therefore a matter of putting in place the conditions which will allow the partners to achieve their development strategy. At the forefront of this, APEFE places capacity.

Indeed, capacity building is central to the empowerment process. It aims to improve the operationality, technical performance, autonomy and independence of the partner.

APEFE implements capacity building in an integrated manner at three levels:

- Macro or institutional level: this level aims for an enabling environment comprising policies, legislation, power relations and social norms, all of which govern the mandates, priorities, modes of operation and civic engagement of the various elements of society.

- Meso level or organizational level: the level encompasses the internal policies, conventions, procedures and frameworks that enable an organization to function and perform its functions and which bring together individual capacities in order to collaborate and achieve objectives.

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- Micro level or individual level: this level refers to the skills, experience and knowledge possessed by individuals. Everyone has acquired a mix of abilities which enables them to take action, whether at home, at work or in society at large.

APEFE also plays a federating and coordinating role. Indeed, many of the programmes implemented by the association are the subject of synergies and collaborations with strategic technical, scientific or even institutional partners.

This role is linked to the following structural elements:

- the institutional positioning of the association within Wallonia Brussels ensures it privileged access to all French-speaking Belgian public and private actors likely to co-operate in cooperation; In this regard, we can also mention privileged relations with French-speaking universities;

- the specificities of the sectors and levels of intervention of APEFE and its willingness to intervene in an integrated manner at the micro-meso and macro levels forces it to forge alliances;

- the management of 2 exchange platforms of Belgian actors (public, private, associative ...): Educaid active in the field of education and training and Entrepairs involved in the capacity building of Micros, Small and Medium Enterprises;

- expertise recognized in certain countries, sectors or programmes positioning APEFE de facto as a leader or orchestra or even as a reference. For example, in Morocco, for the empowerment of women.

2. The guiding principles and criteria which govern the admissibility of the strategy and the technical and financial dossier (DGD criteria in appendices)

The technical and financial file prepared will be submitted to the General Directorate of Development by APEFE as part of the financing of its multiannual programming 2022-2026.

To this end, the file must meet a series of essential requirements, guarantees of the quality of the file and its acceptability by the DGD (cf. DGD assessment grid in the appendix), which condition the outputs obtained at the end of the formulation process.

The chosen strategy will have to meet the DAC criteria as defined by the OECD.

Cross-cutting themes such as gender, environment and decent work are taken into account from the start of the process and will be omnipresent in the strategy.

The formulation will be designed so as to allow ownership by the partner and to provide for the exit strategy in order to promote this ownership.

The envisaged programming must, of course, be in convergence with the strategies for combating poverty and align with the sectoral policies concerned as well as with the various Belgian federal and regional policies.

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All of its programming is based on results-based management and the development of a theory of change. To this end, all the means necessary for the implementation of this management will be considered. For each expected result, the starting situation, through indicators, will be specified and their base line defined.

APEFE's programming policy is based on a sectoral logic and favors strengthening the institutional capacities of partners. In this sense, the real capacities of the partner to support the implementation of the programme will be analyzed and taken into account. The programming will provide for the necessary reinforcements to remedy any deficiencies in this area.

The use of ICT and digital technology should be optimized and integrated into the operational strategies of the intervention.

The existence of synergies and complementarities with other operators and donors will be taken into account. As part of the reform of development cooperation, synergies with other Belgian non-governmental actors will be encouraged and sought after and must be part of the Common Strategic Framework (CSC).

With equal competence, the technical expertise of the "South" will be privileged over the expertise of the "North". The necessary APEFE technical assistance will be described and justified in terms of added value to the programme.

In order to ensure maximum efficiency in achieving the results of the future program, special attention will be paid to the analysis of the risks inherent in the implementation of the strategy, how to mitigate them and their monitoring. .

The budget necessary for the implementation of the programme will be determined. Resources will be described and justified, especially material and human resources.

3. Context and justification of the assignment

3.1 Justification

APEFE has been present in the technical and vocational education and training (TVET) sector for about twenty years in Rwanda. The 2017 – 2021 programme consists in supporting the Rwandan institutions in charge to put in place dual training, in the framework of the Workplace Learning Policy. APEFE and its partners wish to develop a second phase of the support programme that will focus more on the promotion of employability and entrepreneurship of young men and women in Rwanda, as well as on private sector development for economic growth in some districts of the country.

The programme will focus on building the capacities of the targeted institutions in order to propose responses for the creation of jobs and income, in sectors with high employment potential in the targeted intervention areas.

Indeed, the challenges regarding youth employability in Rwanda are significant and relate in particular to the development of the private sector, which creates jobs and generates high added value activities, the adequacy between training and employment as well as the promotion and development of self-employment.

3.2. General context of Rwanda

Socioeconomic situation and the fight against poverty

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Rwanda aspires to achieve Middle Income Country (MIC) status by 2035 and High Income Country (HIC) status by 2050. This aspiration will be achieved through a series of National Transformation Strategies over seven years (NST1), underpinned by detailed sector strategies aimed at achieving the Sustainable Development Goals.

NST1 was prepared after the implementation of two Economic Development and Poverty Reduction Strategies - EDPRS (2008-12) and EDPRS 2 (2013-18), within the framework of which Rwanda experienced strong economic and social performance. Growth averaged 7.5% over the decade up to 2018, while the growth in domestic product (GDP) per capita increased by 5% per year.

According to the World Bank, growth was 8.6% in 2018 and headline inflation remained low at 1.2% in March 2019. Also according to the World Bank, growth has been generalized, with an expansion of the agriculture by nearly 6 percent while industries, supported by construction and manufacturing, grew by more than 10 percent, and the service sector grew by 9 percent.

Rwanda's power sector has grown rapidly over the past decade and has surpassed many of its peers in sub-Saharan Africa. More than half of Rwandans have access to electricity at home, up from 10% in 2009. Generation capacity has more than tripled during the same period and blackouts have become shorter and much less frequent.

The promotion of decent employment and support for private sector development remains a priority and are the main elements of the Economic Transformation pillar of NST1. As for the 2nd pillar, which aims for social transformation, its objectives are to progress towards a Rwanda without poverty, to increase the population's access to quality health care, to develop the competitiveness and skills of the Rwandan population, ensure the quality of education for all with the aim of building a knowledge-based economy and modernizing households in urban and rural areas.

In order to reduce the socio-economic impact of the COVID-19 crisis, the government very quickly (April 2020) put in place an economic recovery plan from May 2020 to December 2021 which is based on support for the agriculture to ensure food security and income through exports, acceleration of construction projects and support for the private sector to maintain growth and jobs.

Cross-cutting themes gender, environment and digitization

Gender

According to the Gender Monitoring Office (GMO), Rwanda has made great efforts to promote economic inclusion with a particular focus on traditionally excluded groups, including women. Gender equity and family promotion are cross-cutting themes of national transformation strategies (NST1), i.e. on the 3rd pillars: economic transformation, social transformation and transformational governance.

In NST1, it is planned to continue the integration of the gender dimension, promotion of the family and the empowerment of women through the following interventions:

- continue to facilitate women's access to finance;- mainstream gender into employment and job creation strategies while building capacity on

gender mechanisms, the use of gender mainstreaming tools and disaggregated data to inform policy formulation, as well as resource allocation;

- extend early childhood development (ECD) services to the village level;- continuously raise awareness and fight against gender-based violence and human trafficking;

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- strengthen coordination between stakeholders to reintegrate street children and prevent delinquency.

In its report, State of Gender Equality in Rwanda (2019), the GMO also recommends, among other things, to:

- increase the opportunities for accessing and using formal financing such as the Guarantee Fund for Women and the Agricultural Guarantee Fund; strengthen the position of women in the labor market, particularly in the private sector, as well as improve technical skills that could accelerate the engagement of women in the sector and benefit from their contribution to economic development and social transformation;

- implement sex education in the new skills-based curriculum, as well as education on HIV and AIDS, gender-based violence and reproductive health in order to add value to efforts to prevent gender-based violence and teenage pregnancy. In the same vein, introducing gender equality into primary school curricula could prevent a negative mindset and ensure a change of attitude towards the principle of gender equality in the community.

Environment

Like gender, the environment and climate change are cross-cutting themes of NST1 2017-2024. It is planned to promote sustainable management of the environment and natural resources to move Rwanda to a green economy. The Rwandan government has already made considerable efforts for better environmental management in recent years, and will focus its efforts on the following actions:

- Continue to strengthen forest management and ensure their sustainable exploitation in collaboration with the private sector;

- Increase and then maintain the area covered with forest at 30% until 2024 thanks to the restoration of the forest landscape. This area was 29.6% in 2017;

- Halve the number of households using firewood as an energy source for cooking from 79.9% (2016/17) to 42% by 2024, replacing it with gas and biogas;

- Develop a project to manage the water flows of the area of volcanoes and other rivers to mitigate related disasters and improve water resources management;

- Strengthen the administration and management of land to ensure allocation and use of land.

The environment sector is one of the priority sectors for job creation and productive jobs.

More specifically concerning the private sector and education, in the policy on environment and climate change (2018), it is planned to:

- promote and support local industries and small and medium-sized enterprises (SMEs) to adopt environmentally sound technologies through the establishment of incentives and disincentives;

- encourage the private sector to optimize the use of the principles of the circular economy in various sectors of the economy;

- establish mechanisms to develop and promote green technologies in all economic development and facilitate the appropriate mitigation of climate change and adaptation to technological development, including strategies for the development of human capacities especially among young people and the women.

3 points where there is still a lot to do and which are very important for APEFE interventions in Rwanda.

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Digitization

Digitization and the use of new technologies is an important cross-cutting theme for the Belgian Development Cooperation, as well as for the Government of Rwanda.

In, NST1, the Priority Area 3: Establish Rwanda as a Globally Competitive Knowledge-based Economy does not only plan to support firms in the innovation and technology industry, but also to ensure digital literacy for all youth (16 to 30 years) by 2024 through implementation of a national digital literacy programme with the objective of achieving digital literacy of at least 60% among adults by 2024. This will be supplemented by initiatives to develop local contents and facilitate citizens (including people with disabilities) to access digital devices that will enable them use online services.

The COVID-19 crisis has pushed to use digital solutions. Through the Government Economic Recovery Plan May 2020 – December 2021, the GoR is taking several measure to ensure that digitization is used in the health, education, financial sectors, but also the private sector. It promotes the creation of a digitally agile private sector, with specific focus on MSMEs and encourages Private sector led initiatives to upskill staff with digital skills, in coordination with RDB Skills Office, accelerate the adoption of digital tools. In education, is enhancing the delivery of academic programmes online through creatively designed content and contextualized platforms and zero rating of education websites. To this end, the Government engages itself to invest in (connectivity, high computing infrastructure, devices).

3.3. Specific context of the sector

Situation of the private sector in terms of skills and capacities

93% of micro enterprises are mostly informal, 6.5% small enterprises, 0.5% medium and large enterprises.

The private sector is weak. MSMEs are not much sensitive to the level of quality and performance necessary for regional competitiveness. They experience a lack of skills in management, techniques, ICT and transversal skills.

The role of the private sector in setting training standards or in delivering quality training is satisfactory.

Chambers of commerce and professional associations are brought together under the umbrella organization FSP (Federation of the Private Sector) and most are still weak in their capacity to offer services to their members.

Major changes are underway in the fashion industry following the Made in Rwanda Policy which aims to ensure local production for the local and international market. Micro entrepreneurs are starting to come together to form medium-sized enterprises and increase production with modern equipment. In agro-food processing, there are also more regulations in place to lead companies to quality production and increase the chances of commercialization on international markets ("S-Mark"). Finally, the beauty sector is experiencing a boom and faced with its more demanding and international clientele (development of tourism and business tourism), companies must provide better quality services. These 3 sectors are in demand for a better prepared workforce in terms of skills and professionalism.

Entrepreneurship situation and employment

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15% of graduates create their business after completing their training. Their mindset is more geared towards paid employment rather than creating one's own job.

The incubation center approach is ineffective because of the low ratio of investment (in time, in human resources) compared to the number of companies created sustainably.

The support by development partners is limited to entrepreneurship training but this seems insufficient to ensure the creation of sustainable self-employment. Access to finance remains a key challenge.

Situation of TVET and dual training

Rwanda Polytechnic coordinates the sector at secondary and polytechnic level. It is responsible for the development of curricula, the training of trainers, the certification assessment of learners.

WDA was responsible for the inspection and accreditation of schools. It is expected that WDA and HEC (Higher Education Council) will merge and that a single institution will be in charge of these responsibilities for TVET schools, polytechnics and universities.

A new institution called Rwanda TVET Board will be put in place to take over all responsibilities regarding TVET schools, which were up to now under Rwanda Polytechnic.

The National Transformation Strategy 1 (NST1) aims to create 1,500,000 decent and productive jobs, of which 214,000 annually.

To achieve this, the government aims to have 60% of students in 4th, 5th and 6th years of secondary education in TVET and 40% in general education by 2024. In 2019, 33.1% of graduates from 9YBE started TVET training in Secondary IV.

To this end, TVET schools are being built and some secondary school classrooms will be transformed into TVET classes, with at least 1 TVET school per sector. In 2018, there were 360 TVET schools, of which 61% were private. In 2019, there were 102,485 students in TVET.

However, the TVET sector lacks funding. The government gives a "capitation grant" to RP for TVET students which is identical to that received by the REB (Rwanda Education Board) for general education students. RP is currently in discussions with MINECOFIN to increase the TVET budget and has submitted to the government a proposal for a model for funding TVET.

The number of TVET trainers will also need to increase to meet the goal of increasing the number of students in TVET. RTTI (Rwanda TVET Trainer Institute), set up by RP, trains TVET trainers with a view to certifying them according to the TVET Trainer Certification Framework. This certification is a motivation for teachers and will surely contribute to quality in TVET.

Workplace learning is seen as one of the strategies to increase the number of learners in TVET while creating a skilled workforce that meets the needs of the labor market. There are different types of apprenticeship training: end-of-year internships, dual training, apprenticeships in companies and craftsmen and post-graduate internships.

In 2020, RP started a dialogue with the private sector to strengthen collaboration in TVET training. In addition, RP and PSF now have a training programme for in-company/WPL instructors. The training will be provided by PSF and certification by RP.

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Dual training has so far been fully funded by development partners. The pilot programme of GIZ in dual training ended in 2019, the one of CSC Koblenz ends in 2020. The Swiss Development Cooperation, through SwissContact, closed a traditional apprenticeship programme in 2019 and started a dual programme in 2020. ENABEL also started to support dual training in the construction sector in 2019.

The World Bank is funding a full-time industry-based training programme through the WDA. Companies train young people for 6 months and receive funding to do so.

However, the capacity of the private sector to absorb all these learners is limited and a financing system to incentivize the private sector is slow to be put in place.

The dual training system is still being piloted and institutionalization could perhaps be effective in 2021. The regulatory framework and guidelines for the implementation of workplace learning are being formulated and should be approved by the government in 2020.

3.4. History of the APEFE programmes in the country

2010-2016: The Vocational Training Support Programme (PAFP), in collaboration with BTC (now ENABEL) and VVOB (until 2015), under a partnership agreement with WDA, had as objective to improve the quality of vocational and technical training in the Southern Province. The programme focused on :

- the strengthening of capacities of the Workforce Development Authority (WDA) for the implementation of the TVET reform, as well as of the Integrated Polytechnics Regional Center South (IPRC-South) for the coordination of TVET in the province;

- the development, experimentation and validation of competency-based curricula;- the capacity development of 24 pilot centers in the southern province.

2017-2021: The Workplace Learning Support Programme (WPLSP), under a partnership agreement with MIFOTRA and PSF, aims at promoting alternance or dual training by ensuring inclusive and equitable quality vocational training, and give young Rwandan women and men access to decent work and thus fight against poverty. The focus of the programme is to support:

- the collaboration of all concerned actors to implement the Workplace Learning Policy;- the capacity development of different stakeholders at different levels (macro, meso, micro as

well as companies and associations, etc.) for the implementation of dual training which allows a better match between training and employment.

The results of the programme are generally good in terms of effectiveness. However, there remain certain challenges to consolidate the achievements of the pilot programme and allow a scaling up and strong institutionalization:

In view of the frequent institutional reforms, some institutions require support, in particular Rwanda Polytechnic, and for sure the newly created Rwanda TVET Board (RTB), in the operationalization of dual training.

The private sector still has low standards of quality and productivity. The sustainability of the system through sufficient funding of the system is insufficient. The capacities of the private sector and the TVET sector to develop sufficient coverage of

dual training are weak.

4. Objectives and results of the mission

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This service must lead to the formulation of a programme and is broken down into two (02) phases.

4.1 General objective

The main objective of the mission is to support APEFE in the formulation of a programme aimed at skills development, employability and entrepreneurship of young men and women in Rwanda with the stakeholders (beneficiaries, stakeholders, partners, national structures).

4.2 Specific objectives

- Support and enrich the dialogue and the programme co-construction process with stakeholders, initiated by the APEFE team in Rwanda;

- Carry out an analysis of the entrepreneurial environment in Rwanda (taking into account the regulatory, administrative and financial context as well as the issues related to standardization and access to strategic information) for the creation and development of businesses by young men and women, and identify the main constraints and opportunities;

- Confirm and complete the analysis of the main growth economic sectors in Rwanda, in particular for young men and women;

- Carry out an analysis of the TVET and dual training to be offered to young men and women in Rwanda in order to equip them with the necessary skills to access the labour market or create their own employment;

- Carry out an assessment of the expectations / needs analysis of young men and women project leaders in terms of support needs for the creation of businesses;

- Deepen the overall intervention strategy, develop the associated theory of change and the programme logical framework.

4.3 Results

This will involve producing the following documents:

- An intermediate report including: o the entrepreneurial ecosystem in the country, including an assessment of the

constraints, opportunities or difficulties for the creation of small or very small businesses by young people and women

o an analysis of the TVET and dual training to be offered to young men and women in Rwanda in order to equip them with the necessary skills to access the labour market or create their own employment

o the SWOT analysis of stakeholderso the final theory of change

- A final report including: o the logical framework (General Objectives, Specific Objectives, Results, key activities)o the risk analysiso the proposed programme resources (material, human and financial)

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5. Phase One

The first phase of the mission will serve to deepen the overall intervention strategy and develop the associated theory of change, based on the initial analyzes and frameworks carried out by the APEFE team (target audience, targeted geographical area, implementation partner work, area of intervention, etc.).

This phase will also identify the entrepreneurial ecosystem Rwanda, as well as support structures for the TVET sector and the private sector for the skills development, business creation and development for young men and women, and identify the main constraints and opportunities.

It should also make it possible to assess the expectations and analyze the needs of the target audience and end beneficiaries, young men and women, in terms of support needs for the creation of businesses.

Finally, it will be a question of confirming and completing the analysis of the main growth economic sectors in Rwanda, in particular for young men and women, carried out upstream by the APEFE team.

Based on these elements and interviews with stakeholders, the consultant will propose a scenario for a planned intervention.

The first phase will also focus on:

- collecting information on the basis of documents or by questioning potential stakeholders;- carrying out data analysis;- developing a theory of change for the intervention programme based on APEFE team’s

proposal, as well as validate it in a participatory manner (validation workshop);- determine and justify the objectives, strategies and intervention priorities selected to meet

the concerns and missions of stakeholders;- justify the integration of cross-cutting themes (decent work, gender and environment in the

strategy: ensure that the project formulated complies with the gender, environment, decent work strategy of Belgian cooperation, the gender policy / environment of the APEFE as well as with the policies of the government of Rwanda in terms of gender equality, environment and decent work;

- lay down the premises of the logical framework (stakeholder analysis, objectives and results, partners to be strengthened, collaboration).

This phase will result in an intermediate report (and its annexes) demonstrating the feasibility of the chosen strategy. Different scenarios can be presented.

Factors favorable to the sustainability of the desired impacts should be highlighted. Among these, priority attention will be given to supporting local structures positioning themselves as development actors, if possible through a well-defined strategic programme.

Synergies and complementarities with other international actors should be taken into account, in particular with ENABEL and its 2019-2023 cooperation programme, GIZ, CSC Koblenz, and SwissContact.

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In summary, the expert:

Prepare a methodological note for the collection of information, the data to be consulted, the people to be met, as part of the first phase of the mission.

Propose Terms of Reference for the validation workshop (Objectives, methodology, participants, schedule, estimated budget, etc.) to validate the theory of change.

Validate, during a workshop with the various stakeholders, the various elements that will

6. Phase Two

Subject to satisfaction with the service provided during Phase 1, following an assessment, the consultant may continue the mission and support the formulation process.

Based on the results of the first phase, this phase focuses on the operational planning of the 2022-2026 Programme:

- Collecting any additional information;- Confirming the components and lines of intervention, if necessary propose modifications or

new options;- Analyzing existing capacities and / or capacities to be strengthened;- Drafting and then (after receiving feedback) fine tuning the logical framework of the

programme, objectives, results, indicators, sources of verification, assumptions, preconditions ...;

- Determining the human, material and financial resources necessary for implementation;

A formulation workshop should be scheduled. It will allow refining the drafts developed during the previous sequence based on a participatory method.

The content and modalities will be defined, and the objectives, actions, results, accompanying measures or any element that can be used to measure the state of progress of the intervention will be presented in a clear and exhaustive manner.

The workshop should lead to a logical framework but also the specification of technical assistance needs to support the programme: one-off or long-term, international or national expertise, contractual arrangements.

It will make it possible to offer geographic coverage and levels of intervention.

The formulation workshop will bring together all the stakeholders present in Rwanda (private sector, public authorities, international actors, employees, representatives of civil society, final beneficiaries, etc.).

APEFE will take care, on the basis of the means and resources defined by the consultant, of drawing up the detailed budget per activity.

In terms of gender and the environment, APEFE will provide the needed information and involve, as far as possible, gender, environment and decent work focal points from partners within the programme formulation monitoring group.

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In summary, the expert:

Prepare a methodological note for the collection of information, the data to be consulted, the people to be met, as part of the first phase of the mission.

Propose Terms of Reference for the validation workshop (Objectives, methodology, participants, schedule, estimated budget, etc.) to validate the theory of change.

Validate, during a workshop with the various stakeholders, the various elements that will

In summary, the expert:

Propose Terms of Reference for the formulation workshop (Objectives, methodology, participants, schedule, estimated budget, etc.);

Facilitate the smooth running of the workshop based on a participatory method; Submit the workshop report and its annexes validated by the participants, not later than

5 days after the workshop; Submit, within 10 days after reception of comments, a final report including:

o An analysis of existing capacities and / or capacities to be strengthened;o The validated logical framework of the program, objectives, results, indicators,

sources of verification, assumptions, preconditions ...;o The human, material and financial resources necessary for implementation

7. Expected deliverables

7.1 Phase 1

At the end of the first phase:

- A report of the theory of change validation workshop

- An intermediate report including:o The entrepreneurial and TVET ecosystems in the country, including an assessment of

the constraints, opportunities or difficulties for skills development and the creation of small or very small businesses by young men and women,

o The SWOT of stakeholderso The final theory of change

7.1.1 Presentation of the intermediate report

The report will be presented in English. A signed copy in paper format as well as a computerized Word and Excel version will be

provided to APEFE. Remind on the cover, the code and the object of the TORs/Tender Document. Provide a table of contents and a table of abbreviations. Respect the structure shown below as well as the styles defined in the documents provided

to the consultant.

7.1.2 Format of the intermediate report

Reminder of the mission objectives Chronogram of the mission List of people met Observations and recommendations on the mission formulated by the consultant with

regard to organizational aspects (preparation, execution, consolidation and reporting thereof: access to information, logistics, stewardship, availability of partners, availability of APEFE, etc.)

Report of important discussions held with the main stakeholders List of documents consulted Analysis of entrepreneurial and TVET ecosystems in the country, including an assessment of

the constraints, opportunities or difficulties for skills development and the creation of small or very small businesses by young men and women

Theory of change Risks and assumptions First proposal of General Objective, Specific Objective and Results of the logical framework

7.2 Phase 2

At the end of the second phase a final report will be provided. This report is an extension of the intermediate report.

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7.2.1 Presentation of the final report

Templates (outlines, tables, etc.) will be provided in computer format to the consultant by APEFE.

The report will be presented in English. A signed copy in paper format as well as a computerized Word and Excel version will be

provided to APEFE. Remind on the cover, the code and the object of the ToRs/Tender Document; Provide a table of contents and a table of abbreviations; Respect the structure shown below as well as the styles defined in the documents provided

to the consultant.

7.2.2 Format of the final report

Part I:

Reminder of the mission objectives Chronogram of the mission List of people met Observations and recommendations on the mission formulated by the consultant with

regard to organizational aspects (preparation, execution, consolidation and reporting thereof: access to information, logistics, stewardship, availability of partners, availability of APEFE, etc.)

Report of important discussions held with the main stakeholders List of documents consulted The logic of intervention; The theory of change Objectively verifiable indicators; Sources of verification; Assumptions, risks; The chronogram of the main activities; Material, human and financial resources Justification according to CAD criteria (Sustainability and effectiveness)

7.3 Approval of deliverables

All products listed will be subject to written approval from the supervisor designated in the contract. The supervisor may therefore have the consultant correct any product deemed non-compliant.

Any lack of presentation of a product within the required deadlines or any significant and unreported deviation of the consultant's work from the responsibilities and tasks assigned to him and resulting in non-compliant work to the expectations and the written instructions of the supervisor, will be considered as a default.

In the event of particular difficulties encountered during the performance of the services and which could jeopardize the execution of the contract within the quality and time limit set, it is up to the consultant to notify the coordinator of the mission in time and, if necessary, the supervisor.

If there is a need for clarification in relation to the aforementioned elements, the consultant is strongly invited to ensure a permanent and close dialogue with the supervisor.

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Guiding principles and criteria that govern the admissibility of the strategy and the technical and financial document

This list is indicative but not exhaustive.

The chosen strategy will have to meet the criteria of relevance, effectiveness, efficiency and sustainability as defined by the OECD.

The formulation will be designed so as to allow ownership by the partners and to provide for the exit strategy in order to promote the sustainability of the intervention.

The envisaged programming must obviously be in convergence with the poverty reduction strategies and align with the sectorial policies concerned.

All of its programming is based on results-based management. To this end, all the means necessary for the implementation of this management will be considered. For each expected result, the starting situation, through indicators, will be specified and their baseline defined.

APEFE's programming policy is based on a sectorial logic and favors strengthening the institutional capacities of partners. In this sense, the real capacities of the partner to support the implementation of the programme will be analyzed and taken into account. The programming will provide for the necessary reinforcements to remedy any deficiencies in this area.

The existence of synergies and complementarities with other operators and donors will be taken into account.

In order to ensure maximum efficiency in achieving the results of the future programme, special attention will be paid to the analysis of the risks inherent in the implementation of the strategy, how to mitigate them and their monitoring.

Resources necessary for the implementation of the programme will be described and justified, especially material and human resources.

8. Profile of the consultant

Role and tasks:

Prepare, lead and organize the participatory process which should lead to the formulation of a support programme aimed at skills development, employability and entrepreneurship of young men and women in Rwanda.

Profile:

The consultant is responsible for achieving the objectives of the assignment, the quality of the deliverables and respecting the budget and timing. To this end, it presents the following profile:

- Minimum Master's level in economics, human or social sciences;- Experience in formulating, monitoring or evaluating development programmes, policies,

strategies or strategic plans in the area of private sector development, entrepreneurship, employment, TVET or skills development in the last 8 years;

- Experience in the formulation, management or evaluation of Belgian Development Cooperation programmes is an asset (DGD);

- Experience in the fields of TVET, skills development, employment and / or entrepreneurship in Rwanda;

- Good knowledge of the private sector in Rwanda;

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- Mastery of the following tools: results-based management, participatory method, SEPO analysis, theory of change and monitoring and evaluation for learning;

- Experience in managing group dynamics, interpersonal communication, animation / facilitation of workshops;

- Perfect command of written and oral English and French;- A good knowledge of gender, environment, and decent work issues is an asset.

9. Methodology

The consultant will specify the methodological approach, the facilitation techniques through an operational plan showing the steps towards the achievement of the expected mission results. He will present his methods and tools to carry out all work, whether in plenary or in committees.

The main facilitation methodology should be participatory and attentive to all stakeholders.

10. Conduct of the mission – timeframe

The mission must be carried out between October 1st, 2020 and March 1st, 2021.

Phase 1 will take place between October 1st, 2020 and November 30th, 2020.

The final intermediate report must reach APEFE no later than November 30th, 2020.

Phase 2 will take place between December 1st and March 1st, 2021.

The final report must reach APEFE no later than March 1st, 2021.

Phase 1

ACTIONS

Preparation and organization of the first phase:

- Inception meeting- Documentary review- Writing of the TORs for the workshop

Logistical and material organization of the workshop

Consultations and interviews

Workshop to present the results and validate the TOC

Intermediate report

Satisfaction assessment of Stage 1 conditioning the continuation of Stage 2

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Phase 2

ACTIONS

Preparation and organization of the formulation workshop:

- Scoping meeting- Writing of the TORs for the workshop- Documentary review

Logistical and material organization of the workshop

Consultations

Formulation workshop

Finalization of the logical framework including input from the formulation workshop, first draft of final report

Final report

11. Organizational and logistical arrangements

The maximum duration of the service was estimated at 30 working days. The costs of the validation workshop will be paid directly by APEFE.

The mission must be carried out between October 1st, 2020 and March 1st, 2021.

The process will start with an inception meeting at APEFE office or online.

The draft intermediate report must reach APEFE no later than November 10th, 2020.

The final intermediate report must reach APEFE no later than November 30th, 2020.

The draft final report must reach APEFE no later than February 15th, 2021.

The final report must reach APEFE no later than March 1st, 2021.

A detailed schedule of activities related to this mission will be provided by the consultant in his/her offer:

The consultant must take part in the following meetings:

- An inception meeting at APEFE office (face-to-face or distance)

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- A preparation meeting for the formulation workshop (face-to-face or remote)

- Two debriefing meetings based on draft reports of each phase (face-to-face or distance)

In collaboration with the APEFE programme administrator who coordinates activities, the consultant organizes his consultations and interviews with stakeholders, participates in meetings / workshops planned by APEFE.

Room: the logistical aspects linked to the workshops will be organized and financed by the APEFE programme.

12. Payment Schedule

The following payment schedule is proposed in order to facilitate the company to supply and deliver the materials required:

Phase I : 40% when final intermediate report is approved Phase II: 60 % after approval of final report

13. References

These references should relate to documents, experiences, institutions, and people.

The consultant is invited to support his/her diagnosis and his/her proposals as much as possible on the basis of referenced elements: policy documents, project evaluation reports (lessons learned), project documents, studies and analyzes, terms of the mandate of the Ministry of Foreign Affairs, etc). The consultant will make sure to investigate sufficiently broadly, with the national counterparts (ministries and decentralized administrative structures) and other technical and financial partners, the relevant elements in this area.

The assignment will refer in particular to the following documents: (the following references are cited as non-exhaustive examples and to be adapted on a case-by-case basis depending on the nature of the assignment:

- Internal policy APEFE transversal themes;- Evaluation reports;- Policy documents

o National Strategy for Transformation (2017-2024)o Workplace learning policy (2015)o Employment policy (2019)o Education Sector Strategic Plan (ESSP) 2018–2024o TVET policy (2015)o Made in Rwanda Policy (2017)o SME Development Policy (2010)o Private Sector Development and Youth Employment Strategy (PSDYES) 2018-2024 o National Skills Development and Employment Promotion Strategy 2019-2024o

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14. Composition of the offer Proposals should include a separate technical and financial offer.

14.1 Technical offer

The technical offer must include the following parts:

Understanding the context and objectives of the assignment

This is not a simple copy and paste of these ToRs.

Presentation of the consultant - the qualifications of the consultant;- experience in the field of skills development, employment, entrepreneurship and the private

sector in Rwanda;- At least two good completion certificates for consultancy missions in formulating, monitoring

or evaluating development programmes, policies, strategies or strategic plans in the area of private sector development, employment or skills development, in the last 8 years, at least one of them from an international organisation;

- the planned activities for the mission ;- CV of consultant. Presentation of the methodological approach to carry out the assignment (maximum 2

pages) and a schedule of the assignment

14.2 Financial offer

The consultant will propose a detailed financial offer covering all stages and organized according to the 2 phases (Fees separated into 2 parts corresponding to the 2 phases).

This includes all costs related to the mission and all taxes. No additional costs will be reimbursed on the basis of supporting documents.

Support is nevertheless provided for accommodation and catering for workshops (residential and non-residential) and groups.

This mission corresponds to 30 man/days (the 2 phases combined) and can be spread over a maximum period of 5 months from the date of the effective start (signature of the contract) to the date of submission of the final report on March 1st, 2021.

15. Conditions for granting the tender

Subject to prior qualitative compliance, the contracting authority will award the contract to the bidder whose tender complies with the provisions of the call for competition according to the following award criteria listed in decreasing order of importance:

● Methodology and workplan;

● Financial offer;

● Profile of consultant;

● Understanding of the request.

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Offers whose technical offer does not obtain the average attributed to the criteria: Understanding of the Request and Methodology and Workplan, will not be subject to a financial analysis.

The offers (financial and technical) must be submitted to APEFE office at bureau.kigali@apefe.org, not later than 23 September 2020 at 5 pm, addressed to Mrs. Marie Pierre NGOMA, the Programme Administrator, Tel: 0782723969.

Any request for annexes and additional technical information should be addressed to mp.ngoma@apefe.org.

ANNEXES

Annex 1: Guide pour l'élaboration et l'utilisation de la théorie du changement (TdC), juin 2020.Annex 2: format theory of changeAnnex 3 : Logical framework and indicators matrixAnnex 4 : Activities and results scheduleAnnex 5 : Risk matrixAnnex 6 : Stakeholders analysis and contributionsAnnex 7 : Resources table

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