UNITED NATIONS INDUSTRIAL DEVELOPMENT ORGANIZATION

Project title:

Contribution to youth employment Somalia (YES): Technical vocational skills training to support youth employment in South and Central Somalia

Project number:

180139

Area/Location/Countries

Africa, Arab States, Somalia

RBM code:

HC1 Creating Shared Prosperity

Thematic area code

HC13 HS & Post-crisis Rehab

Starting date:

01 April 2019

Duration:

3 Months

Government

Coordinating agency:

Ministry of Labour and Social Affairs

Counterpart:

Ministry of Labour and Social Affairs

Executing agency/ cooperating agency:

UNIDO

Project Inputs:

1,385,735 USD

- Support costs (7%):

97,001

- Counterpart inputs:

In-kind

- Direct Costs:

-

- Grand Total:

1,482,736.95 USD

Brief description:

Somalia suffers from the consequences of severe economic infrastructure destruction, high unemployment rates, a lack of technical skills and the erosion of the livelihood asset base of the Somali people. In order to improve the likelihood of youths finding sustainable jobs in growing sectors of the economy, both urban and rural districts require relevant education that is linked with the such sectors. There also remains an urgent need to address gender inequality in terms of access to employment and livelihoods. This project, designed in line with the framework of the UN Youth Employment Somalia Programme, aims to contribute to these ends through improving access to technical vocational skills for underskilled and underemployed youth in particular women. This goes hand in hand with strengthening the quality of and access to vocational training opportunities and transferring technologies. The project focuses on delivering training and technology transfers that are gender sensitive and market relevant. Although the project is of limited duration, residual funds will be reprogrammed and provide the foundation of UNIDO’s integration into a longer phase 2 project with key strategic partners.

1

Approved:

Signature:Date:Name and title:

On behalf of

…………….:_

On behalf of

UNIDO:__

Table of contents

1.RATIONALE AND JUSTIFICATION4

1.1Introduction4

2.THE PROJECT8

2.1Youth Employment Somalia (YES) Programme8

2.2Introduction to the project9

2.3Objective of the project10

2.4Project Locations10

2.5Main Target Groups12

2.6Counterparts13

2.7Synergy with existing initiatives13

2.8Linkages with YES Phase II14

3.UNIDO TECHNICAL ASSISTANCE16

3.1UNIDO’s mandate16

3.2The UNIDO approach and strategy17

3.3Sustainability21

3.4Donor Visibility Strategy22

3.5RBM code and thematic area code23

3.6Expected outcomes23

3.7Outputs and activities23

3.8Risk mitigation measures23

4.INPUTS26

5.BUDGET28

6.MONITORING, REPORTING AND EVALUATION29

7.PRIOR OBLIGATIONS AND PREREQUISITES30

8.LEGAL CONTEXT30

9.Annexes31

Annex 1: Logical Framework31

Annex 2: Overview of International and National Staffing Requirements32

1. RATIONALE AND JUSTIFICATION1.1 Introduction

Somalia is one of the poorest, least developed, and least resilient countries on earth. The prolonged instability in Somalia has had severe social and economic consequences, which has affected the development of the livelihoods of the Somali people. The UNDP's Human Development Index ranked Somalia 161 out of 163 countries. Extreme poverty (less than $1 PPP) is estimated at 43%. It is 10% higher for rural and nomadic populations. General poverty (less than $2 PPP) afflicts 73% of households, but reaches 80% in rural and nomadic populations. Income inequality is significant with the poorest 10% of the population receiving only 1.5% of total income.

Economic activity

The Somali economy is primarily built on agriculture and livestock trading and export; it is however showing signs of change. As the Somali economy diversifies, secondary and tertiary sectors are the major driving forces behind Somalia’s economic recovery with potential for high economic growth and for employment for young people. Four of the major economic hubs in Somalia are located in Jubaland, Southwest State, Benadir and HirShabelle.

For Jubaland, the geographical position of Kismayo, with economic infrastructure (ports and airport) is strategic for the economic and social stability of the country. The Kismayo port is the commercial hub of the region benefiting from being equal distance to Mogadishu and Mombasa. Agriculture, livestock and fisheries are traditional strengths of the local economy. While decades of conflict has severely hampered investment flows into the region, as stability in and around Kismayo improves there has been increased investment in the city. In particular the construction industry has seen much activity as rebuilding and rehabilitation of housing, commercial offices, government structures, transport infrastructure, etc. has been taking place. Also, the construction of residential housing has increased to accommodate the influx of people looking for employment or working due to the rise in economic activity. The increased number of MSMEs and rise in monetary exchange requires more and more business savvy personnel and stimulates demands for more goods and services; there is also a growing demand for ICT services as the economy and general population modernises. The demand for agricultural commodities is still high.

In Southwest State, Baidoa is a crucial trade hub with linkages to regional and neighbouring nations’ markets. Its economy is built on cereal and livestock value chains and it is considered the primary sorghum-trading hub in Somalia. Livestock is also lucratively traded both within nearby districts and in Garissa, Kenya. To service these trade-oriented markets and as auxiliary activities, a wide range of enterprises both agriculture-related and other micro enterprises operate in the town. Men are often found in medium and large-scale enterprises while women tend to operate and work in MSMEs. However, most economic activity is linked to agriculture, which is seasonally volatile. The need to develop alternative livelihoods independent of agricultural markets is both necessary and growing without formal guidance. Like in Kismayo, investment into reconstruction and rebuilding is becoming more and more prevalent as the security situation stabilises and as the government takes root. As the diverse economy tries to expand, residents will need to be able to possess the necessary education. An ILO report[footnoteRef:1] shows that across all sectors of this dynamic economy, skilled labor is highly sought after, yet often unavailable. [1: https://www.ilo.org/wcmsp5/groups/public/---africa/---ro-addis_ababa/---sro-addis_ababa/documents/publication/wcms_316337.pdf]

In both of these abovementioned regions, outside of the cities investment in rural/semi-rural districts has been low leaving them ill equipped to reconstruct and develop their economies. The focus on cities pushes rural populations to urban areas further weakening the capacity of rural economies to develop. With much potential and the right investment, districts can become more involved in the country’s development and stability. Expanding economic activities at the District level also contributes to strengthening governance and State authority outside of the main capitals.

Being the capital of Somalia and one of the country’s economic hubs, Mogadishu is of strategic importance and remains a player role in the country’s social stability. The city can now benefit from a much improved security situation. A wide range of businesses are experiencing strong growth. The return of Somali diaspora and government and international investments are the base of a growing economy that is fuelling the demand for diverse goods, basic and productive infrastructure, services, housing, etc. Industrial activity can only move as fast as the labour market can support it and therefore the growth of this highly heterogeneous economy will be dependent on a skilled workforce in the secondary and tertiary sectors.

Hirshabelle is the newest formed State in Somlia and is a diverse region of 56,000km bordering Ethiopia in the north and extending to the Indian Ocean in the South. Beledweyne is a traditional agricultural stronghold divided by the Shebelle River into eastern and western sections. It is the fourth largest city in Somalia and traditionally has a vibrant commercial center given its trade links with Mogadishu in the south, Galkacyo and Bossaso in the north and Ethiopia in the northwest. Development issues have a profound and adverse impact on the productive capacity of all sectors of the economy of Hirshabelle, in particular agriculture which is a traditional strength. Following decades of conflict, farmers face numerous challenges including lack of access to extension services, poor quality tools and implements, and no financing for farm equipment. Agro-pastoralists remain some of the most vulnerable due to the poor condition of livestock as well as water shortage. Small-scale industrial activity in the city centre is dampened due to a lack of appropriate technology and skills training.

Employment

The civil conflict, continuing insecurity in many parts of the country and poor access to services and infrastructure have made conditions worse than they were before the civil war. Over 70% of the country’s population is under the age of thirty. Among people aged 15 to 64 the overall employment rate estimated in Somalia in 2017 is 54%, compared to 47% in 2002. The unemployment rate for youth aged 14 to 29 is 67% - one of the highest rates in the world. The unemployment rate for young women is even higher at , 74%. Somalia has an underemployment rate of 19.5%; 40% of youths are actively looking for work, while 21% are neither working nor in school[footnoteRef:2]. Due to the political instability - as a result of the country’s 25+ year conflict – youths struggle to find a job in the formal sector; this situation make them reliant on an informal economy for income and service provision. Subsistence petty trading and micro-sized enterprises have become the primary sources of employment and income for the majority of youth.The large percentage of young Somalis who cannot afford unemployment are underemployed and occupied in survival activities such as self-employment or as unpaid family workers. Due to their low skills, lack of work experience and limited access to networks they cannot afford not to work. Thus they often engage in low-productive and poor quality jobs mostly in the informal economy. [2: https://www.statista.com/statistics/808953/unemployment-rate-in-somalia/ ]

Women

Young women in general and female-headed households in particular, face challenges to sustain livelihoods and food security. Somalia has been rated as the fourth worst country in the world in terms of gender inequality. Young women continue to face considerable gender barriers to access the formal labour market and find opportunities for improving their quality of life. Balancing work and child-care further hinders engagement of women in educational and economic activities and manifests their dependency on international aid and food care.

Most notable in employment data is the high levels of female unemployment and the lack of employment opportunities for young women. Continuing gender inequality within the labour market contributes not only to limiting the potential for increasing the country’s GDP and economic stability, but also sustains the high levels of poverty and health issues currently experienced within the country. Without the education and opportunity to enter the workforce, women are at risk of being trapped in a continuing cycle of poverty. On the other hand, women are a huge source of potential human resources for secondary and tertiary sectors that move away from boxing women into traditional forms of employment that have been the norm in the past. Women have mostly been left as passive beneficiaries of development aid, and in lucky cases only assumed roles that reinforced traditional cultural structures, which led to marginalisation from broader empowerment. They need to become primary benefactors and brought to the forefront of the labour market.

Technical and Vocational Education Training (TVET) System

Technical and Vocational Education Training (TVET) is seen as an important step towards empowering individuals to take control of their lives and provides ways to integrate skilled workers into the labour market. Providing skills training is one of the alternatives assessed to have potential to create employment opportunities for the youth[footnoteRef:3]. According to the Guidelines issued jointly by UNESCO and ILO and adopted by UNESCO, TVET is defined accordingly as “a study of technologies and related sciences, and the acquisition of knowledge, skills and attitudes related to occupation in various sectors of economic and social life.” It aims at preparing learners and trainees for occupational fields and the world of work. TVET institutions can effectively guide and facilitate the growth of the private sector within national development priorities. [3: Danish Refugee Council, The Vocational Skill Training. Labour market study. January 2018]

The vast majority of the Somali youth, in particular young women, do not have access to technical and vocational training. There is minimal formal vocational training among the population and most of the training is concentrated in urban area and dominated by males. It is relevant to point out that the low rate of participation of females in education and overall in training courses also reflects the cultural social norms and traditions by which the general status of women is maintained in Somalia.

In Somalia, existing vocational training centres (VTCs) suffer from a lack of equipment and workshops and outdated training materials that do not match with the demands of the private sector. Additionally, they are often poorly maintained and core facilities (washrooms, kitchen, common area, break area, etc.) and basic necessities such as water and shelter are substandard or non-existent. The general lack of availability of high quality vocational skills training and centres and a mismatch in the training has been found by UNIDO when implementing training activities in the past. Existing vocational training infrastructures are inadequate to supply a qualified and skilled workforce to support reconstruction and development efforts. That is why UNIDO has invested efforts in renovating some VTCs in order to meet the labour market needs and deliver training course based on high quality standards.

Based on the above-mentioned arguments, Somalia suffers from:

· A growing demand for varied skills in secondary and tertiary sectors

· Inferior productive capacity, especially at district level

· Lack of participation of women in education and the formal market;

· Low qualified trainers and under/poorly equipped vocational training centres;

· Most of the training course are not demand-driven according to the needs of the labour market and enterprises

· Mismatch of skills training and market needs

The urban and peri-urban economy requires a diverse range of technology and skills transfers that are in tune with the needs of the present and future labour market. Linking activities to the demands of the private sector will improve employment rates, productivity and contribute to stability and bottom-up and scaleable economic growth and development. It is essential that young women are brought into the Labour force; income generation and sustainable livelihoods for young women are of the upmost importance to ensuring an increase in living standards, not only for women, but for Somalia’s youth in general.

2. THE PROJECT2.1 Youth Employment Somalia (YES) Programme

This project is designed as a contribution to the YES programme. The YES partnership is comprised of 5 UN Agencies (ILO, UNIDO, UNDP, FAO and UN Habitat) who have been able to capitalize on recent security, governance and reconciliation achievements by expanding employment opportunities for young men and women throughout the country. YES works directly through the national coordinating authority which is the Ministry of Labour and Social Affairs.

The joint Youth Employment Programme is a frontline intervention of the FGS to achieve rapid results and was designed within the framework of the previous Peace and State-building Goal (PSG) 4 (Economic Foundations), which identified youth employment through job creation and skills development as one of the most important priority projects. The idea of a high-visibility, government-led campaign to mobilize young people in an effort to rebuild (or build anew) critical economic infrastructure is highly attractive from the perspectives of economic recovery and state building.

The FGS-UN Joint Programme on Youth Employment Somalia has three specific sub-outcomes, with an initial focus on newly recovered areas:

· Sub-Outcome 1.1: Improved long-term potential for growth, productivity and employment through six value chains implementation plans.

· Sub-Outcome 1.2 Enhanced longer term employability of youth in sectors with high growth and employment potential.

· Sub-Outcome 1.3: Productive infrastructure rehabilitated through labour-intensive methods.

This intervention is designed to contribute to sub-outcome 1.2, component 2 Output 2.2 as highlighted below from the YES theory of change.

2.2 Introduction to the project

Skills, whether obtained through formal education or technical training, are essential for increasing the employability of workers as well as the productivity, income generating capacity and sustainability of enterprises. Research shows for every dollar invested in skills and education in developing countries, 10-15 dollars is generated in economic growth. Skills contribute to wealth for:

· Individuals and families, in the form of higher income;

· Enterprises, through access to the skilled labour they need to improve productivity;

· Local and national economies, through successful businesses;

· Spurring innovation and industrial development

· Competing in regional and global markets.

However, there are a number of skills-related problems in Somalia:

· The vast majority of young Somalis, both men and women, do not have access to technical and vocational training. This is a result of initial lack of skills, low quality of the training provided and the difficulty in accessing training for those most vulnerable people (youth and women).

· Even for those that have acquired a set of skills, these are often not relevant, resulting in a mismatch between their education/training and the skills in demand by the private sector and the needs of the labour market.

· State provision for skills development is usually lacking and suffers from various weaknesses. It is important to turn to the private sector and its direction for the future in order to find the quality and range of skills training that they are seeking.

From this perspective, there is thus an urgent need for young Somalis to acquire skills that cater to the needs of a more dynamic economy to enhance their employability.

2.3 Objective of the project

Against the abovementioned backdrop, and contributing to the objectives of the existing UN Youth Employment Somalia (YES) joint programme as outlined above, the overall objective of the project is to enhance TVET institutions and deliver technical and vocational skills training to improve the employability of young Somalis (700 – 60% females). Overall this includes:

1. Strengthening the quality of, and access to, vocational training institutions for young men and women;

2. Improving capacity of secondary and tertiary sectors to increase productivity and foster economic growth by implementing tailored and demand-driven vocational training activities.

The projected impact is a more solid foundation off which different economic sectors can robustly grow and contribute to greater development that can facilitate the country’s stabilisation.

2.4 Project Locations

Under the proposed project, UNIDO will strengthen existing facilities to develop regional hubs that will allow for the extension of activities to multiple, hard-to-reach and underdeveloped districts through a satellite approach. Enhancing existing institutions ensures that established relations with public and private sectors are enhanced, high quality training will take place and that activities can begin relatively quickly. The implementation will depend on further assessments and security at the time.

Federal Member State

Project Hub

Satellite location potential targets

Jubaland

Kismayo

Afmadow, Garbahary, Dollow

Southwest State

Baidoa

Baidoa

Benadir

Mogadishu

Mogadishu

Hirshabelle

Beledweyne

Jowhar

It is envisioned that trainers will either be sent to satellites, individuals will take part in a training of trainers (ToT) at the hub or individuals will receive training (Training of Beneficiaries - ToB). Training institutions will also be strengthened through transferring appropriate technologies. More details are given per region.

Jubaland and Southwest State

In recent years, VTCs and women’s groups have been renovated in Kismayo and Baidoa providing various training courses according to labour market needs. UNIDO will continue to leverage these training assets and facilities to formalise a training hub in Kismayo and Baidoa. Where necessary, the training assets (equipment, trainers, infrastructure) will be enhanced to incorporate training relevant to this project. Three options for how the hub and satellite approach will work are foreseen and will depend on the requirements of each hub and satellites, which will be provided through assessments:

1) Using existing training infrastructure, technical assistance will be extended to satellite districts through bringing individuals for Training of Trainers and technology transfers. This approach has proven highly effective in the past.

2) New training facilities in satellite locations will be constructed/rehabilitated and equipped according to location-specific demands.

3) ToT will either be conducted on site or in satellite areas upon further assessment of locations.

Banadir

Banadir region, and mainly Mogadishu, will be targeted by UNIDO for the first time. Based on YES programme phase 1 and benefitting from the experiences of other UN agencies involved in its implementation, UNIDO will upgrade existing VTCs to establish training hubs in Mogadishu for multiple skills.

Hirshabelle

UNIDO is currently operational through other programming in Hirshabelle. Where possible, the project team will identify strategic entry parts to expand activities to key districts of Hirshabelle.

2.5 Main Target Groups

The project targets a broad scope of beneficiaries, mainly in the urban centers of Kismayo, Baidoa and Mogadishu and identified surrounding sub-districts. Beneficiaries fall into two categories; those directly affected by project activities and those who indirectly benefit from the effects of project activities:

(i)Unskilled, under-skilled, unemployed and underemployed youth (men and women) in Mogadishu, Kismayo, Baidoa, Beledweyne and identified districts;

(ii)Vulnerable urban and peri-urban poor and traditionally marginalized groups, in particular young women;

(iii)Instructors and managers/administrator selected from vocational training schools to participate in upgrading training courses

(iv)Vocational and technical training providers or facilities;

(v)Federal Government of Somalia, in particular the line ministries directly involved in the project action; Ministry of Labour and Social Affairs (MoLSA); Federal Member States (FMS)

(vi)Community leaders in FMS.

2.6 Counterparts

The project activities largely build on the mandate and successful initiatives previously conducted by UNIDO in the target regions. Within the framework of the Federal National Employment Strategy (NES), UNIDO will coordinate with ILO, UNDP, NGOs and the Government of Somalia to achieve mutual goals already involved in its implementation in the context of YES.

Government of Somalia

Relevant GoS Ministries are expected in the following cooperation areas:

· Ministerial counterparts will assign technical and administrative staff to contact and participate in the technical training component of the project.

· The ministries will provide in-kind support for project-engaged technical staff so as to enable them to participate in other non-training related programme activities.

· Ministerial technical representatives can also support the project around logistics, customs clearing, stakeholder communication, and conflict-resolution.

· Provision of other necessary personnel as deemed appropriate.

· Ministry of Social Affairs & Ministry of Transportation, Ministry of Public Works and other as applicable.

International and National Non-Governmental Organizations (NGOs)

The project expects to engage with the UNCT and a number of international and/or national NGOs operating in the project-selected areas. Under the Terms of the project, UNIDO expects the following commitments from project-linked NGOs and UN agencies:

· Provide technically and professionally suitable candidates to train or for mentoring during skills upgrading training programmes and encourage the recruitment of female trainers;

· Support any rapid, local, or market studies planned by the PMU;

· Conduct any contracted training courses according to the curricula, timetable, and parameters set out by the Project Management Unit;

· Provide safe storage facilities for any project-procured equipment;

· Collaborate with the PMU and its other partners to design and implement its programme sensitization, community entry, and other advocacy activities;

· Women’s associations and related stakeholders to advise the PMU on outreach to women, information sharing related to gender in target areas, including market relevant interventions for women, etc.;

· Close coordination with UNCT members (WFP, UNHCR, UNDP, IOM, etc) to avoid duplication, support shift away from emergency to early recovery development and ensure other agency interventions benefit from project linked inputs such as strengthened vocational training capacities.

2.7 Synergy with existing initiatives

Other vocational training programs implemented or being implemented by other donors in the same regions will strengthen the sector growth by avoiding wasteful duplication of efforts.

· GIZ: The GIZ project titled “Rehabilitation of TVET in Somalia” a joint EU/BMZ project has three main components namely:

1. Revitalisation of selected VTCs

2. Quality of TVET provision

3. Institutional Framework

Under these components, UNIDO will seek to compliment efforts with GIZ to build on each other’s programming. For example, under component, 2, GIZ aims to develop integrated modular qualification programmes; under component 3 accreditation and certification schemes are envisaged. Where possible, these will be utilised in UNIDO training activities as applicable.

· National Employment Strategy (NES)

Although still under formulation, programming will align with the NES to coordinate efforts with other counterparts. The proposed project seeks to align with providing quality and relevant (to strengthening the private sector) education to contribute to sectors that can lead to the genuine development of the Somali economy. It is also geared to move assist in shifting to a more formal economy.

· Other existing UNIDO initiatives in FMSs

Synergies will be pursued between this project and areas where UNIDO has ongoing programming to integrate relevant beneficiaries. For example the JSB-funded project in Beletweyne and the Agro-Technology project in multiple locations could be utilised to improve access to training for surrounding villages and integrate trainers into existing frameworks. Additionally, previous UNIDO programming where SMEs and women-owned/managed enterprises have been targeted could be used.

2.8 Linkages with YES Phase II

Phase II of YES is under development with FAO to utilize lessons learned in Phase 1 to focus on demand focused intervention with the productive sectors. The project team will continue to collaborate with partners to design a new joint programme that continues to contribute to employment creation in Somalia.

The donor (AICS), MPTF, UNIDO and FAO are collaborating to design a mechanism to utilize residual funds from the contribution to Phase I utilized to jumpstart phase II. Phase II is envisioned as the project “Productive Sectors Development Programme for Employment Creation (PSDP)” and is a result of lessons learned from phase I in focusing on key productive sectors in Somalia to create employment opportunities.

The proposed joint-programme (Phase II) to be implemented by UNIDO and FAO aims at promoting interventions at macro, meso and micro levels of the Somali economy to promote infrastructure investment and capital investment, stimulate sustainable production, foster inclusive economic growth and job opportunities, particularly among youth and women.

Through this join-programme UNIDO and FAO wish to work within their core area of expertise and experience in Somalia to support the development of Somali productive sectors by: (1) enhancing Somalia productive sectors policy capacities to create sustainable and inclusive production and decent job opportunities; (2) improve infrastructure and enhance the capacities of public and private institutions to stimulate sustainable production, inclusive economic growth and job creation in all productive sectors of the Somali economy, and particularly for youth and women in vulnerable areas of the country; (3) enhance skills and production capacities of farmers, fishermen, cooperatives and MSMEs in the agriculture, fishery and agrofood to create sustainable job opportunities.

The PSDP is designed to work in close collaboration with existing projects implemented by other UN partners and WB group, and build upon the activities implemented within the framework of the YES programme.

Overview of Phases I and II

Phase I

Phase II (pipeline)

Duration

3 months

± 2 years envisioned

Contribution to

YES

NEP

Title

Contribution to Youth Employment Somalia (YES): Technical vocational skills training to support youth employment in south central Somalia

Productive Sectors Development Programme for Employment Creation (PSDP)

Funds

1.75 M USD

Remaining from Phase I plus others

Partners

ILO, UN HABITAT, UNDP, FAO

FAO

3. UNIDO TECHNICAL ASSISTANCE3.1 UNIDO’s mandate

UNIDO is a specialized implementing agency of the United Nations with a mandate to reduce poverty and improve the living conditions of people through the design, development, and implementation of locally appropriate technical assistance initiatives that provide tailor-made solutions for sustainable industrial development.

Inclusive and Sustainable Industrial Development (ISID) is a key driver for the successful integration of the economic, social and environmental dimensions, required to fully realize sustainable development for the benefit of future generations. UNIDO therefore advances ISID by building and improving the necessary industrial capacities in its Member States. As a provider of technical cooperation and policy advisory services, UNIDO supports the creation of a conducive policy environment for inclusive and sustainable industrial development, and builds capacities in public and private institutions to support the growth of industry and related services, with a particular focus on SME and entrepreneurship development. As mentioned in the December 2013 Lima Declaration “Towards Inclusive and Sustainable Industrial Development (ISID)”, industrialization is a driver of development, as it increases productivity, contributes to job creation and generates income. Industrialization offers opportunities for social inclusion by means of empowerment of women and by creating decent employment for youth. Therefore, in its efforts to contribute to inclusive and sustainable industrial development, UNIDO focuses on “enhancing productive capacities in a way that supports the structural transformation of the economy; encourages economic growth and the creation of decent jobs (…) particularly in the small and medium-sized enterprise sector”.

UNIDO has a track record of successful programmes and projects in the areas of post-crises and related livelihood project with special emphasis on women, youth and other vulnerable groups. Prior to the outbreak of civil war in Somalia, UNIDO’s engagement in the country focused on strengthening the productive capacity of the manufacturing sector, the promotion of agro-industrial development, and building the capacity of government institutions to manage the transition from an agricultural economy to a modern market-based industrial one. In late 2010, UNIDO returned to Somalia to implement post-conflict and livelihoods recovery projects that were based upon the result of the operational experienced gained and lessons learned from technical assistance programming in a number of conflict affected states like Afghanistan, Iraq, Lebanon, Liberia, and Sudan.

While primarily working throughout northern Somalia (Somaliland) and in Kismayo (Jubaland), UNIDOs technical assistance interventions have focused on:

· Delivering good quality technical and livelihoods skills trainings to various at-risk and target beneficiary groups;

· Rehabilitating the capacity of vocational training centers through rehabilitation works and improving the competency of trainers;

· Strengthening the ability and engagement of national counterparts to lead and manage local economic development initiatives;

· Revitalizing micro and small-scale enterprises through civil upgrades, management training, technology transfers, and linking technical skills upgrading to emerging markets and opportunities;

· Rebuilding public assets and infrastructure in conflict affected communities;

· Enhancing agricultural production and agro-processing capacities through improved process management, equipment upgrades, and on-farm trainings;

· Improving the environmental sustainability, quality of products, and grading practices in the livestock value chain; and

· Restoring a functional base for peace and community stabilization through increasing the engagement of youth, women, and focal leaders in community development initiatives.

UNIDO’s mandate and technical assistance modality is a demand driven and evidence-based approach that leverages on-the-ground experience in delivering critical post-conflict recovery interventions. The Organization works at the level of the training center, workshop, and farm where feedback mechanisms are immediate and, as a small implementing agency of the UN system, has the flexibility and expertise to ensure that intended programming reflects the priorities of our stakeholders and communities.

3.2 The UNIDO approach and strategy

The project aligns with the Sustainable Development Goals (SDGs) agenda to End poverty in all its forms everywhere (SDG 1), Agro-industries for livelihoods and food security (SDG 2), Vocational training and entrepreneurial skills with focus on youth and women (SDG 4); Achieve gender equality and empower all women and girls (SDG 5), Promote sustained, inclusive and sustainable economic growth, full and productive and decent work for all (SDG 8), and Build resilient infrastructure, promote inclusive and sustainable industrialization and foster innovation (SDG 9); and Post crisis recovery and inclusive livelihood rehabilitation (SDG 16).

This project is designed under the umbrella of the YES programme, which was drafted within the context of wider economic recovery and in line with the Federal Republic of Somalia’s Economic Recovery Plan (ERP) 2014-2015 and the Somali Compact (New Deal for Somalia) endorsed at the Brussels Conference (Sept 2013).

The project will be run through the close collaboration of all project partners and local counterparts under the YES programme. Mechanisms for such a collaborative approach have been jointly developed and ensure that all partners remain up-to-date on all project activities. Regular progress meetings, reporting and communication and visibility mechanisms, and relevant decision making-processes will enable partners to have a continual overview of project activities, local participation, and potential risks. This in turn will allow them to be able to decide upon, and implement, appropriate strategic adaptations and relevant mitigation measures.

Although the project is integrated into the existing YES programme, the intervention is also designed to fit within new national framework of the National Development Plan, the National Employment Strategy and the Sustainable Development Goals. Thus, the project will be implemented in line with the National Employment Strategy once finalized and the existing institutional framework that has been established between the United Nations and the Government of Somalia. Under the Terms of the project, UNIDO has the overall responsibility for the administration, obligation, and operational use of donor funds. In accordance with its administrative rules and regulations, the agency will take responsibility for decisions regarding staff recruitment, contractual agreements, technical assistance, backstopping and project supervision, procurement, monitoring and reporting.

The implementation arrangements are designed to ensure that short term and long-term employment is generated, vocational training capacities are strengthened, modern training courses are delivered and the overall efforts are sustainable.

3.2.1 Intervention logic and approach

Objective

The main objective of the project is to equip 700 youth (60% female – 420) with technical and vocational skills to improve access to sustainable job opportunities in key sectors of urban and rural economies with high potential for growth, income generation, productivity and employment absorption. Demand-driven (by the market) training courses and skills development form part of a comprehensive, integrated strategy for inclusive growth. Greater private sector involvement increases the likelihood of employment from skills interventions with a sectoral focus. Training courses and skills development will be tailored to the needs and aspirations of the young Somalis as well as the needs of the private sector, which will likely mean a mixture traditional and modern skills such as agro processing and food preservation, ICT, business administration, hospitality and construction. It will fit within the overarching goal of developing and maintaining the competitiveness of sectors of the economy that necessitates a skilled workforce which is aligned to industry’s requirements.

Main components

The proposed project supports the development of human capital vis-a-vis quality technical and vocational training necessary to support stability and economic development. This will be achieved by:

i) empowering young men and women through improving productive capacities; and

ii) strengthening the institutional capacity of Somalia’s vocational training system to deliver up-to-date training courses relevant to the requirements of modern enterprises operating in the country now and in the near future.

Approach

Throughout the project’s implementation there will be a strong focus on local ownership and leadership by ensuring high levels of Institutions involvement in planning, implementation, monitoring and decision-making processes throughout the project cycle. The project aims to promote local leadership through the engagement of not only national and regional level, but in all project activities. The active involvement of relevant authorities will contribute to ensuring that the project remains in line with national and local needs and guidelines, as well as paving the way to enabling authorities to continue project activities beyond the scope and timeframe of the project.

The project strategy also increases ownership through participatory approaches that involve local communities in shaping project activities. Community participation throughout the project ensures that the project meets the needs of the local population and those activities and outcomes remain relevant to the local context. Ensuring local level ownership of all project activities, will go a long way in ensuring the sustainability of project activities. The building of local capacities both at the community and government level through the project ensures that project activities are driven forwards from the grassroots and authorities in unison and that local counterparts have the capacity to continue, expand and replicate activities beyond the project time-frame.

The project focuses on the identification of project participants such as existing women’s groups and training providers. TVET institutions will also be identified for upgrading/building and an assessment of the possible means to link project trainees to the private sector will be performed. The project will include construction and rehabilitation works as well as capacity building, training provision, and provision and installation of relevant technical equipment. Support to link trainees to the market will also be provided.

Core to the project’s strength is the designing, not only of interconnected objectives, but of complimentary activities that benefit one another. Rather than encouraging disjointed, stand-alone activities the complimentary approach ensures that activities are able to feed into, and strengthen, one another in a mutually beneficial way. To this end, strengthening of certain sectors of the construction industry could be accompanied by training that is complimentary such as Business Administrative services to manage the increase in construction in areas such as marketing, financial administration, operations, HR, etc. The complimentary approach builds upon the idea that increased coordination and a focus on lessons learnt increases project efficiency and effectiveness. The project makes use of tried and tested approaches to the implementation of activities through the past experiences of implementing partners in Somalia[footnoteRef:4].The project’s set of complimentary activities are designed to be adaptable to different geographical locations throughout Somalia, to enable partners and donors to easily replicate activities in other locations. [4: UN-Habitat’s SECIL project which focused on creating low-cost, low-tech employment opportunities for the urban poor, in particular women; UNIDO’s vast experience in trade and manufacturing in Somalia]

The project will be managed through the Project Management Unit (PMU), which is responsible for the day-to-day implementation and coordination of project activities. It is proposed that the PMU will be based in Mogadishu, Somalia with Project Field Unit (PFU) disbursed in Mogadishu, Kismayo, Baidoa and HirShabelle respectively. Organizational and operational structure of the PMU is designed to ensure that the project management team has the autonomy and the capacity to effectively conduct its day-to-day operations and/or to make any amendments necessary to the project’s action/activity plans.

A Technical Adviser (TA) will be recruited by UNIDO to head the PMU and will be responsible for the technical aspects of the project and the coordination of its activities in line with agreed upon operational priorities. The TA will be assisted by a Regional programme coordinator (RPC), along with Project Field Coordinator (PFC), Finance and Administrative Officer (FIN), and a small cadre of international and national technical experts. The PFC and FIN assist the RPC in the daily field operations supervision, ensuring that all contract obligations are met, financial and reporting reconciliations remain current, that relevant follow-up activities on project components are conducted, that liaison with project counter-parts enhance ownership and sustainability. The project builds on lessons learned by AGR/AIT under UNIDO’s Government of Japan funded MIPS & SERIES projects in northern Somalia and CSR I + CSR Youth in southern Somalia.

Training focus

Construction industry

Based on the high potential for growth, the long-term orientation, investment potential, urgency, need, development priorities, the short project timeframe and what has been already developed about the construction industry analysis within YES Phase 1, UNIDO will focus on the construction industry and which training activities could best bridge the gaps in the current structure.

Training options could include in categories such as:

· Site preparation and construction including framing

· Adding utilities

· Finishing work

· Maintenance and operations

· Worker health and safety

Service and agricultural sectors

Additionally, desk review of existing assessments will determine the skills gaps of other sectors that are set to expand in the near future and can absorb trainees. Accordingly, a youth skills package will be provided for youth from different socio-economic backgrounds and according to the skills needs of the skills sectors that have been analysed. UNIDO will utilize existing vocational training centres, and upgrade where necessary, to deliver competency-based training programmes which respond to the needs of Somali employers, as identified during the assessment phase. Findings from such research will be used to identify non-traditional and modern skills for women that will potentially provide a high number of employment opportunities, begin to counteract the negative outcomes of stereotypical jobs for women and be crucial for the continual development of the regions and Somalia as a whole. The identification of barriers and employment processes will also be utilised to overcome low female employment rates in the formal market. Research by UNIDO’s Learning and Knowledge Development Facility[footnoteRef:5] shows that by finding and removing barriers such as informing women that they can bring their children or showing family/local elders training sites can significantly contribute to improved female training enrolment. [5: https://www.lkdfacility.org/]

Given the short implementation period a desk review of existing assessments will guide the intervention in regards to the type and range of subjects; however, it is estimated females will be involved in activities to contribute to diverse economies in picture such as:

· agro-processing and food preservation activities

· hospitality, catering, food and beverage management, hotel housekeeping,

· ICT[footnoteRef:6] related skills e.g. repairs and maintenance, mobile phones, networks and server management, [6: The 2030 Agenda for Sustainable Development recognizes that the spread of information and communication technology (ICTs) and global interconnectedness has great potential to accelerate human progress, to bridge the digital divide and to develop knowledge societieshttps://sustainabledevelopment.un.org/index.php?page=view&type=20000&nr=579&menu=2993 ]

· business administration e.g. finance, marketing (advertising, design).

· services that will be linked to the strengthening of the construction industry e.g. interior decoration

3.2.3 Gender mainstreaming

The project takes into account the FGS and international community’s approach principles, which recognizes that sustainable development cannot be realized without the full and equal participation of females at all levels of development, education and governance, especially young women. The project recognizes the need for adopting a gender-balanced approach in all of its approaches and activities. The project, therefore, not only ensures that young men and women are equally engaged in the projects planning process, but also that activities are designed to enable the full participation of young men and women throughout the project’s core components.

The more detailed assessments will also play a key role in determining industries that women will be suitable for as well as the processes that can increase trainee enrolment and overcoming employment barriers. The identification of non-traditional foci are an attempt to move away from the locked-in cycle that perpetuates gender inequality and the weak capacity of women to engage in meaningful economic activities.

The project endeavours to balance this embedded gender inequality through focusing on improving livelihood prospects and income generating activities for young women. Given the fact that young men and women are traditionally unequally represented in the areas/sectors where skills training take place, the list of actions identified in this plan intend to increase the participation of young women in vocational training.

The approach to the project in this regard will include:

· While conducting assessments a special focus will be given to gender analysis.

· Identification of project beneficiaries, collect quantitative sex disaggregated data to track gender equality results and assess gender impacts

· Raise awareness and promote enrollment of young women in technical and vocational education training.

· Review, design and adapt curriculum that is sensitive to gender aspects.

· Mainstreaming gender in the curricula.

· Design training facilities that are gender sensitive.

· Increase the number of female instructors by identifying successful graduates that can be developed and integrated in the institution as trainers.

· Provide opportunities for integrated training and capacity building activities for both men and women and, when not possible, separated activities.

The project will additionally promote young female leadership within respective government institutions through ensuring that capacity building activities engage both young men and women at all levels. Advocacy for inclusion of young women in positions of authority will contribute to promoting an increased level of gender equality within the Federal and local level government.

3.3 Sustainability

Sustainability is at the forefront of all planned activities; long-term vision is built into the project design and implementation methodologies. Engaging long-term approaches and aims from the outset of the project will go a long way in ensuring not only that project activities are sustained beyond the time-frame of the project, but also that local counterparts are able to own, adapt and expand activities to either become more in-depth and focused, or to cover a wider geographical area. The ability of the project to not only be sustained, but to be improved and expanded will be ensured through various strategies inherent in the project design:

· Local level leadership and community participation and ownership: throughout the project cycle, the project has a strong focus on local level ownership. The project will engage local counterparts, leaders and communities in the planning and implementation of all project activities through the use of participatory approach that give the opportunity for communities to voice their opinions, needs and concerns. This continual engagement will be an active means of ensuring that the project is in line with local needs and requirements and that activities and approaches remain relevant throughout the project period. Enabling the community to be a central part of the process that shapes project activities and outcomes will work to ensure the sustainability of project activities.

· Engagement of the private sector and industrial actors: improving employment opportunities requires close collaboration with the private sector and relevant industries (construction, transport, information technology and communications, and service for critical infrastructure). Furthermore, the vocational institutional element of the project needs to respond to demands of the labour market. Global experience demonstrates that this requires the active engagement of the private sector in the development of curriculum and workforce requirements. Project activities are therefore designed to build and strengthen the capacities of private sector counterparts and stakeholders to be able to deliver project results in an efficient and effective manner. The building of private sector capacities not only ensures higher quality project outputs but also contributes to strengthening the productive sectors, and in turn, the country’s economy in the long-term.

· Knowledge building and technology transfer in the country: The project supports the Government's effort to increase the quality of human capital, reduce the skills gap and improve the ability of the workforce to adapt to changes in the economy. This long-term approach ensures that labour needs are met, gaps are filled, and that workforces are adaptable to unavoidable economic change. The provision of modern equipment and training of instructors under the project raises the level of TVET to adapt with the continuous changes in technical systems (i.e. digital systems and increased use of computers / automation).

3.4 Donor Visibility Strategy

Traditional media

Central to the sustainability of project activities is its visibility strategy. In order to attain and maintain both local level and wider support for the project, a thorough visibility plan will be in place from the project outset. At the local level, all project activities will be promoted through local level visibility mechanisms such as: billboards at project sites; official opening of events and rehabilitated physical works by local level authorities and/or stakeholders; display and/or distribution of posters and leaflets as appropriate; conduction of job fairs and employment events; community awareness campaigns such as street theatre, megaphone, public demonstration events and trial training sessions. Local media such as newspapers, radio and television will be engaged for advertising project contracts, training courses, and job fairs as required. As far as possible, local level media and promotional activities will be led by the relevant local authorities in coordination with UN partners and other relevant stakeholders. This will go a long way in increasing local level ownership of project activities and ensuring that the visibility strategy remains relevant and in line with the local context.

At the national and international level, the project will produce intermittent newsletters to provide updates on project activities for stakeholders and wider audiences. Newsletter will be distributed at relevant project events and meetings, as well as to interested parties more widely. Project donors and partners will be invited to attend various internal UN and FGS events, as well as potentially wider national and international events, in order to promote project activities. Other visibility materials may be developed as appropriate. All visibility materials will display donor and partner logos as requested, and as the security situation permits.

Social media

The organization’s perception of being a professional and technically sound implementer has been built up over the years of UNIDO programming in Somalia. This positive perception, as well as the carefully selected existing social network of UNIDO’s social media accounts (predominantly twitter with 900+ followers), will be leveraged to share real time updates from the field and enhance the transparency of our work. Account tags of appropriate Italian counterparts and explicit mentions of donor contributions highlights the origin of funds exposing the donor to a wide audience. Photographs will be used to display project activities to maximize message exposure and user attention and therefore illustrate that projects are being implemented utilizing Italian finances. When security allows UNIDO will also promote the use of AICS logos to ensure counterparts know the contribution. In addition to social media, UNIDO uses via project articles, press releases, exhibition, brochures etc. to advocate the impact and achievements of donor funds in the target area.

3.5 RBM code and thematic area code

RBM code:

HC1 Creating Shared Prosperity

Thematic area code

HC13 HS & Post-crisis Rehab

3.6 Expected outcomes

The outcome of this project is Enhanced longer term employability of youth in sectors with high growth and employment potential, which is directly linked to Component 2 of YES.

3.7 Outputs and activities

Contribution to Output 2: Programmes of vocational, business and life skills training provided for at least 20,000 youth.

Project output: Employability of under and unemployed young men and women (700 – 60% women) increased through strengthened TVET institutions and relevant training and technology transfer in identified sectors.

Activity 1.1

Conduct technical assessments of vocational training service providers (public and private) for integration into project programming to revitalize market based provider technical capacities

Activity 1.2

Assess different options for linking trainees to employment

Activity 1.3

Assess other initiatives (e.g. GIZ, UNIDO) for synergies and develop linkage plan;

Activity 1.4

Construct new/upgrade 16 existing training facilities (e.g. expansion of workshops, sanitary facilities and external works);

Activity 1.5

Procure and operationalize training equipment (including appropriate care and maintenance training) for training skills in vocational training centers;

Activity 1.6

Introduce appropriate industrial safety measures for training (i.e. first aid, fire protection, etc.);

Activity 1.7

Deliver Training of Trainers programme for 20 technical skills instructors;

Activity 1.8

Establish and/or strengthen centre management structures to effectively manage the centres

Activity 1.9

Introduce production units that will enable the training centres to produce products and render services to the community to strengthen likelihood of sustainability;

Activity 1.10

Carry out training of beneficiaries (700 – 60% women) in identified skill areas to under skilled and underemployed men and women;

Activity 1.11

Provide beneficiaries with the relevant training, tools and equipment needed to increase their participation in economic activities;

Activity 1.12

Provide support to link successful trainees to employment and income generation e.g. through apprenticeships, private sector partnerships, and existing local employment networks;

3.8 Risk mitigation measures

UNIDO has accumulated vast experience implementing development initiatives in post-conflict countries, and has developed proven project management strategies that enable implementation under low-security environments. In addition, the project implementation team based on the ground will have the capacity to conduct day-to-day operations and will have the autonomy to make adjustments to its plan of action in order to ensure consistent progress in implementation and the highest possible impact for beneficiaries.

Effective risk management will entail follow-up on appropriate mitigation measures identified:

Risk

Rating of Risk

Mitigation Measures

I. Country Level Risks

Security

Security situation becomes less stable and/or access is reduced

High

Close coordination with local stakeholders, UNDSS and donors regarding developments in the security situation

Working closely with local administrations in all project planning and implementation

Selection of regions where access is likely to remain open and the security situation stable

Political

Political friction at the Federal, Member State and/or regional level

High

Working closely with Federal, Member State, regional and local government counterparts in all levels of project planning and implementation

Establishment of coordination mechanisms for regular consultation between partners

Economic Social/cultural

Lack of support from the local community

Low

Ensuring project ownership by national and local authorities from the project outset

Building of government capacities to take over project activities upon completion

Inclusion of local stakeholders and communities through participatory workshops where appropriate

Reluctance of women in taking active role in awareness raising campaign.

Medium

Involvement of the women local association to increase women engagement.

Cultural barriers and traditions generating obstacles to female participations in training activities

High

Working closely with the Ministry of Women and project counterparts in planning to overcome barriers based on gender issues.

Review, design and adapt curriculum that is sensitive to gender aspects.

Mainstreaming gender in the curricula

II. Operational Level Risks

Implementation Period

Limited duration of the project prohibits UNIDO from achieving its targets

High

Preparations have already been made to prepare RFQs and initiate procurement as soon as the project is operational. Project 160255 funded by the MPTF as well is not receiving a 2nd tranche. Therefore, remaining activities planned under 160255 will be implementing under this project. Operating in multiple locations will enable UNIDO to maximize use of funds and impact on beneficiaries. Based on discussions with the donor, UNIDO and FAO are in the process of designing a Joint Programme focused on strengthening key productive sectors to create employment for residual funds available at the end of the project.

Partners

Delays in delivery caused by lack of capacities in local subcontractors, or counterpart preventing implementation of partner activities

Medium

Capacity building activities built into the project design

Qualified local engineers hired to provide on-the-job training and supervision where appropriate

Field Access

Limited access to field activities because of security

Medium

Close coordination with local stakeholders and UNDSS regarding developments in the security situation.

Working closely with local administrations in all project planning and implementation

Lack of accessibility prevents implementing partners from working in certain districts

Medium

Working remotely through local partners and working effectively with state administrations at both the planning and implementation levels.

Monitoring/supervision of infrastructure rehabilitation works is problematic

Medium

Remote monitoring through close coordination with all partners. Establishment of supervisory committees formed of local stakeholders and project staff to regularly monitor all rehabilitation works

and daily field reports submitted by project staff

Low interest of the companies to be involved in PPPs

Medium

Bilateral meetings with the companies and evidence based data on the potential of participation

Limited willingness of the medium-large size companies to collaborate in strengthening the linkages with small companies / cooperatives in value chain development

Medium

Involvement from the beginning of the project of target companies to study together collaboration according to a win-win strategy, both for the large and small size companies.

Limited interest of the TVET centres in participating in training

Low

Full involvement of the centres starting from the inception phase;

Communicate value for TVET centres

Developing PPPs

Limited endorsement of the employment program at TVET/company level.

Low

Involvement of the key staff in capacity building process to design and manage employment schemes.

Limited interest of key stakeholders regarding advocacy actions towards sustainable work.

Low

Involvement of key policy makers and stakeholders from the inception phase of the project and evidence based share of best experiences borrowed from similar context.

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4. INPUTSCounterpart inputs

The Federal Government of Somalia including line Ministries and regional authorities such as the Jubaland Administration will provide the required cooperation and input regarding the local context and needs during the project implementation.

UNDP’s YES Program coordinator/Focal Point will also provide commitment to ensuring joint activities are sustained and complimented to avoid delays in implementation.

UNIDO inputs

UNIDO will be responsible for:

· Establishing a project management unit, recruiting national and international experts and consultants required for the project according to UNIDO HR rules and regulations[footnoteRef:7]; [7: Reduction of project support costs along with elevated operational costs for international technical experts in a high risk environment has resulted in higher staffing costs. ]

· Identifying and organizing training-activities and capacity building for vocational training centers;

· Efficient and close coordination with UNDP’s YES coordinator and national counterparts;

· Managing the overall implementation of UNIDO’s activities for the project, making sure priority is given to national expertise whenever applicable.

Equipment and supplies

The UNIDO HQ will handle arrangements for procuring inputs for the project. Procurement of all equipment, or supplies and contracts for works and services, as envisaged for the project activities will be conducted primarily through open local competitive decentralized tenders, in accordance with UNIDO regulations, and using UNIDO standard documents. As per IOM signed 1 November 2018, CMO/OSS/PRO approved waive of competitive bidding through UNIDO procurement portal under Financial Rule 109.5.5(a)(viii) for decentralized procurements in Somalia between EUR 5,000 – EUR 40,000, taking in consideration the context of Somalia. For equipment, tools and/or services of a higher technical level for which local vendors do not have experience in or above the 40,000 euro threshold, it is understood international vendors and publishing of RFXs would be the best approach in line with UNIDO standard practice.

Contribution to Output 2: Programmes of vocational, business and life skills training provided for at least 20,000 youth.

Project output: Employability of under and unemployed young men (280) and women (420) increased through strengthened TVET institutions and relevant training and technology transfers*

Months

1

2

3

Residual funds will be re-programmed into new joint programme focused on the project Productive Sectors Development Programme for Employment Creation (PSDP)

Conduct technical assessments of vocational training service providers (public and private) for integration into project programming to revitalize market based provider technical capacities

Assess different options for linking trainees to employment options

Assess other initiatives (e.g. GIZ, UNIDO) for synergies and develop linkage plan;

Construct new/upgrade 16 existing training facilities (e.g. expansion of workshops, sanitary facilities and external works);

Procure and operationalize training equipment (including appropriate care and maintenance training) for training skills in vocational training centers;

Introduce appropriate industrial safety measures for training (i.e. first aid, fire protection, etc.);

Deliver Training of Trainers programme for 20 technical skills instructors;

Establish and/or strengthen center management structures to effectively manage the centers

Introduce production units that will enable the training centers to produce products and render services to the community to strengthen likelihood of sustainability;

Carry out training of beneficiaries (700 – 60% women) in identified skill areas to under skilled and underemployed men and women;

Provide beneficiaries with the relevant training, tools and equipment needed to increase their participation in economic activities;

Provide support to link successful trainees to employment and income generation e.g. through apprenticeships, private sector partnerships, and existing local employment networks;

*The project has a specific gender focus with 60% of beneficiairies young women and is expected to directly address gender inequality in the target areas.

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5. BUDGET

BL

Description

2019 (3 months) $

Total USD

Output 2.2

11-00

International Experts

280,000

280,000

11-00

UNIDO technical service

73,000

73,000

15-00

Local Travel

60,000

60,000

16-00

UNIDO Monitoring

12,000

12,000

17-00

National Experts

120,000

120,000

21-00

Sub-Contracts

150,000

150,000

30-00

Training

384,435

384,435

43-00

Premises

40,000

40,000

45-00

Equipment (Productive equipment in food processing and handicraft sectors, etc)

240,000

240,000

51-00

Sundries

26,300

26,300

Total Output 1.2

1,385,735

1,385,735

7 % support costs

97,001

97,001

GRAND TOTAL

1,482,736

1,482,736

A.

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6. MONITORING, REPORTING AND EVALUATION

The project’s monitoring, reporting and evaluation will follow UNIDO rules and regulations. Monitoring of project activities will be conducted at several levels.

The M&E system will be established with the project stakeholders using criteria, indicators, and means of verification derived from the project logical framework. It will include data collection and analysis, gathering of baseline information, and the preparation of work-plan and budget expenditures assessments. These measures will be key management tools so as to ensure the effective and efficient implementation of the project.

Monitoring

UNIDO is responsible for monitoring their individual contributions on a continuous basis, with the PMU overseeing and coordinating to ensure all targets are monitored.

A Monitoring Plan will be developed by UNIDO prior to the commencement of project activities. The Plan will include roles and responsibilities for monitoring, timing and methodology. Monitoring is linked to evaluation since it facilitates data collection toward targets, though additional data collection and different frameworks for analysis are needed for evaluation.

The monitoring of the activities and financial disbursements will be the responsibility of the PMU in collaboration with the PSC. Donors will be invited to participate in monitoring of activities. The PMU will prepare progress reports on project activities detailing progress achieved in terms of the scheduled programme of work, the problems and constraints emerging over the period, gender based statistics, and recommendations for correcting them. Each report will be sent to the donor, with copies being sent to the national counterparts for their information, review, and recommendations for any appropriate action that needs to be taken.

Evaluation

The Project will be evaluated to inform learning, decision-making and guidance on how to implement the programme. The evaluation aims to determine the relevance and fulfillment of objectives as well as the efficiency, effectiveness, sustainability and, when feasible, the impact of the Project. Evaluation of the Project will be undertaken in accordance with the guidance from the United Nations Evaluation Group (UNEG) (e.g. relevance, efficiency, effectiveness, impact and sustainability) with an emphasis on results. A midterm and final evaluation will be conducted by an external evaluator and provided to the PMU who will then provide feedback to the donors and relevant project partners.

Reporting

The Project will have one final report (including programmatic and financial reports), based on the reports compiled by UNIDO throughout the reporting period. In addition to the final report, updates will be conducted for effective management of the Joint Programme, though these updates are unofficial (i.e., not certified by agency headquarters) and may involve a level of detail not meant to be captured in the final report.

Due to the project’s focus on gender mainstreaming, the monitoring and evaluation components will gather and analyse data to report on the outcomes of the gender equality measures taken during the project.

7. PRIOR OBLIGATIONS AND PREREQUISITES

Ownership of equipment, materials, supplies and all other property financed from this programme shall vest in UNIDO. Unless otherwise provided in the Project Document, following operational completion of the Project, ownership of equipment, of materials and supplies, as well as other property necessary for operation of the Project, shall be transferred to the counterparts.

The final list of equipment will be established prior to the purchase request and will include developments since the preparation of the project. The Government will be responsible for a quick handling at the customs.

8. LEGAL CONTEXT

The Government of the Somali Republic agrees to apply to the present project, mutatis mutandis, the provisions of the Standard Basic Assistance Agreement between the United Nations Development Programme and the Government, signed on 16 May 1977 and entered into force on 11 October 1978.

9. AnnexesAnnex 1: Logical Framework

Intervention Logic/Objective

Indicators

Means of Verification

Assumptions/Risks

Contribute to the YES programme by enhancing economic growth and employment opportunities in Somalia.

· No. of new jobs created

· Increase in Labour contract days

· Increase in individual/household income

· No. of Training Sites rehabilitated and potential annual graduates post project termination

•Government Reports

•UNIDO sampling efforts

•Mid-Term and Terminal Reporting

•Ad hoc Evaluations

•Social Media

· Government of Somalia and Federal States commitment to supporting livelihoods strategies remains strong

· Improved security in/around project locatoins

Outcomes:

Enhanced longer term employability of youth in future-oriented sectors with high growth and employment potential

· % increase in employability amongst target audience

· Increase in individual/household income

· Annual Reports of NGOs

· Government Reports

· Project Progress Reports

· Training Attendance Records

· Trainer Certificates issued

· Social Media

· Periodic sampling

· Baseline and Rapid Area Appraisal Reports

· Government of Somalia and FMSs commitment to supporting livelihoods strategies remains strong

· Sectarian violence and instability

· NGOs do not collapse due to internal struggles

· Clan disagreements prevent the timely unfolding of project activities;

· Geo-political risks: IS/AQ Split

Outputs

·

·

·

Contribution to YES Output 2: Programmes of vocational, business and life skills training provided

Project output: Employability of under and unemployed young men (280) and women (420) increased through strengthened TVET institutions and relevant training and technology transfers**.

· Number of skills in construction sector identified

· Number of skills in service and agro sectors for women identified

· Number of complimentary activities identified

· Number of institutions strengthened

· Number of curricula developed/revised

· Number of Trainers Trained (% female/male)

· Number of training courses delivered by project linked centers

· % increased in employability amongst target audience

· % increase in income for women and men

· No. MSMEs / production units started by beneficiaries

· Change in the technology profile of project linked workshops and enterprises

· Number of beneficiaries trained

· % of trainees with increased employability

· % of trainees with jobs directly linked with intervention

· Number of start toolkits distributed

· No. safety measures introduced

· Number of beneficiaries linked to employment networks

· Baseline and Rapid Area Appraisal Reports

· TVET assessment

· Training reports

· Annual Reports of NGOs

· Project M&E and Tracking Reports

· Project Reports

· Periodic sampling

· Local media

· End of Activity Reports

· UNIDO Self-Evaluation(s)

· Field surveys

· Government statistics (e.g. chamber of commerce)

· Government of Somalia and IJA's committed to supporting UN livelihoods strategies remains strong;

· Political violence and instability is contained and minimized;

· NGOs do not collapse due to internal struggles over resources;

· Clan disagreements prevent the timely unfolding of project activities;

· Geo-Political: IS/AQ Split

*All data gathered will be disaggregated by sex

**The project has a specific gender focus with 60% of beneficiairies young women and is expected to directly address gender inequality in the target areas.

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Annex 2: Overview of International and National Staffing Requirements

The following positions are considered core management level officers for the project:

Technical Advisor (TA)

The TA is responsible for the overall implementation of the project. The TA will based in Mogadishu and will (but not limited to):

· In consultation with the relevant project stakeholders be responsible for the coordination, review and approval of procedures and policies for the project;

· Supervise the implementation of surveys and local market assessments in project targeted areas;

· Develop a workplan for the establishment and sustainability of project activities. The work plan should be revised regularly to be up to date with the prevailing situation. Lead data analysis on the community profiles, indicators and impact measures;

· Develop for review and endorsement the selection criteria for project beneficiaries and monitor compliance so as to ensure that vulnerable and at-risk groups are integrated into project activities;

· Ensure an efficient management of resources and assets of the project;

· Ensure an efficient coordination with project stakeholders.

Technical Trainers (Construction technologies, Welding, Blacksmith, Mechanics, etc)

•Finalize proposed technical training curriculum and provide technical inputs that support training delivery;

•Co-lead management of containerized modular training facility to be located in a UN MOSS compliant and secure site in/around the Kismayo International Airport compound;

•Commissioning of project procured equipment and tools;

•Prepare selection criteria for beneficiary toolkits to be awarded under the technical programme;

•Preparation of a mentoring training plan for trainers from partner training institutions and run Training of Trainers programme so as to raise technical and instructional competencies of project-engaged trainers;

Operations Officer

•Stakeholder management, coordination and liason: Coordinate with the Project Manager, Technical Advisor, field staff and UN partner agencies on implementation of UNIDO activities;

•Maintenance of all supporting project financial documentation;

•Lead local procurement initiatives and ensure adherence to UNIDO rules and regulations;

•Maintain UNIDO Somalia daily operations in the field offices.

Project Field Coordinators (PFCs)

PFC’s will be responsible for the overall day-to-day coordination and supervision of field activities, including, but not limited to:

•Identify opportunities for the establishment and sustainability of planned activities in project area;

•Assist in the identification of potential individual beneficiaries who could be trained in a number of vocational and technical skills areas;

•Assist the TA in the identification of action plans that will help promote the ‘needs’ of project beneficiaries and assess locally relevant technologies that would help to promote job creation or self-employment;

•Assist in technical and managerial training for the beneficiaries to effectively upgrade their skills and evaluation of the performance of national administrative staff and the tracking and quantifying of input usage rates for project funded activities and resources;

Project Field Operations Assistants (FOAs)

•Support efforts being made to sensitize stakeholders around project goals and related activities;

•Conduct site visits that will help to identify, assesses and select project linked facilities, training beneficiaries at local workshops, and technical training fields that will be supported by the project;

•Assist in the coordination, monitoring, and close out of a number of field level initiatives such registering project beneficiaries, technical assessments of training centres, and liaising with project-targeted micro-enterprises and workshops;

•Where and when requested, provide administrative support to the TA on translation services and activity reporting;

•Assist the TA and Project Field Coordinator to maintain effective coordination and working relations with the relevant Local Authorities and other stakeholders.

Staff Tasks and Responsibilities in HQ and the Field

Staff (% of working time, duration)

Tasks and responsibilities

Location

UNIDO PM (P4)

100%, 3 months

Responsible for the overall strategic steering and managerial supervision of the project, including contract management with the MPTF, YES PSC, AICS and implementing partners. The project manager also provides alignment of technical inputs with international best practices and UNIDO quality standards. Clearance of technical reports. His/her input will be charged as direct cost to the project at 100% of his/her working time.

UNIDO HQ, Vienna

Project Admin Assistant (G4)

100%, 3 months

Assist in all matters related to project management, organization of regional events, international procurement of goods and services, maintain up to date filing system and project data base. His/her input will be charged as direct cost to the project at 100% of his/her working time.

UNIDO HQ, Vienna

Technical Advisor (TA)

100%, 3 months

International project advisor; coordination of activities for the entire UNIDO project; Supervise the implementation of surveys and local market assessments in project targeted areas; Develop a workplan for the establishment and sustainability of project activities. The work plan should be revised regularly to be up to date with the prevailing situation. Lead data analysis on the community profiles, indicators and impact measures; Develop for review and endorsement the selection criteria for project beneficiaries; Ensure an efficient management of resources and assets of the project; The TA will be the main point of contact between AICS, YES and UNIDO HQ.

Mogadishu, Somalia

Project Field Coordinators 100% (3 months)

PFC’s will be responsible for the overall day-to-day coordination and supervision of field activities, including, but not limited to: Identify opportunities for the establishment and sustainability of planned activities in project area; Assist in the identification of potential individual beneficiaries who could be trained in a number of vocational and technical skills areas; Assist the TA in the identification of action plans that will help promote the ‘needs’ of project beneficiaries and assess locally relevant technologies that would help to promote job creation or self-employment; Assist in technical and managerial training for the beneficiaries to effectively upgrade their skills;

Somalia field offices

National Technical Experts (Up to 3 months)

Support the TA in the effective technical coordination of the project, per Output. Facilitate the coordination of operations from the various technical sides, assist with the drafting of technical specifications and terms of reference; facilitate the monitoring of the performance of technical outputs during committee meetings; assist the TA on partnership and synergy matters.

Somalia field offices

National Project Ass.

100%, 3 months

Staff contracted for assisting in all matters related to office management at field office level, organization of national events, local procurement of goods and services.

Somalia field offices

National Logistics Assistants

100%, 3 months

Stakeholder management, coordination and liason: Coordinate with the Project Manager, Technical Advisor, field staff and UN partner agencies on implementation of UNIDO activities; Maintenance of all supporting project financial documentation; Lead local procurement initiatives and ensure adherence to UNIDO rules and regulations; Maintain UNIDO Somalia daily operations in the field offices.

Somalia field offices

Short-term Experts

Communication and Visibility

External experts supporting the implementation of the communication and visibility plan including a promotional video

Missions to Somalia