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Jobs in Tanzania 2022: New Job Opportunities at International Labour Organization (ILO) 2022

BACKGROUND
Migration
in the East and Horn of Africa is a complex and multi-faceted
phenomenon. It has always been part of its socio-economic landscape. The
flows of people in, between and from countries in the region is best
characterized as mixed migration flows that encompasses refugees,
asylum-seekers, and migrant workers. For instance, in 2019, the East and
Horn of Africa sub-region has hosted approximately 7.7 million
international migrants, the highest share of the total migrant
population. Most of these migrants (72 per cent) are estimated to be in
working age, i.e., aged 15 years and older, and men account for 53 per
cent. This flow has put a strain on governments in the region as they
struggle to cope with the large number of migrants crossing their
borders and moving through their countries. The men, women and children
making up these migrant flows frequently resort to unsafe modes of
transportation and smuggling networks during their journey, exposing
themselves to injury, violence, detention, exploitation and abuse.
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Each
country has its own labour migration profile; however, it shares an
overall labour migration trend, largely characterized by intra-regional
flows and the migration of low-skilled workers. Main drivers of
migration, include labour migration include protracted conflicts,
political and communal violence, and peacebuilding setbacks that
resulted in the displacement of millions. The region is a major
destination for migrants from within Africa and other regions. The
intraregional migration is mainly driven by the growing demand for high
and low skilled labour. It is further a significant origin of low and
medium skilled migrant workers going to the Gulf Cooperation Council
(GCC) States driven by poverty, low wages, lack of social protection and
high unemployment in origin countries. Around 30 per cent of the
migratory movements documented during 2019 in East and Horn of Africa
were towards or within the region, whilst another 63 per cent were
eastwards towards the Arab Peninsula, in particular to the Kingdom of
Saudi Arabia. Finally, environmental change and natural disasters are
key factors for influencing human movement and displacement in the
region.

Based on the above, countries in the East and Horn of
Africa region have increased efforts to enhance migration governance at
regional and national level based on continental and global initiatives
and frameworks established to advance improved migration management.
Global level initiatives include the SDGs (especially target 8.8 and
10.7) Global Compact for Migration (GCM) and the Global Compact for
Refugees (GCR) and continental level most noteworthy initiatives
comprise of the Agenda 2063, where labour migration is included in
objective 1 and 8; the 2018 revised Migration Policy Framework for
Africa that recognizes that mixed migration as an essential component of
the AU economic and political landscape; the AU Free Movement of
Persons Protocol, the AU Ouagadougou+10 Declaration and Plan of Action
on Employment, Poverty Eradication and Inclusive Development in Africa
(2015), where labour migration is one of the six key priority areas; and
the establishment of the African Labour Migration Advisory Committee in
2018 to promote and protect the rights of migrant workers and members
of their families across the continent.

Parallelly, certain
Regional Economic Commissions, namely COMESA, EAC, IGAD and SADC promote
labour migration and mobility as a means to bolster regional
integration and socio-economic development. Some of the initiatives
include the IGAD 2012 Regional Migration Policy Framework, the 2021
Djibouti Declaration on Labour, Employment and Labour Migration, the
COMESA 2001 Free Movement Protocol, the EAC 2010 Common Market Protocol
and the SADC 2020-2025 Labour Migration Action. However, the
ratification and implementation of these regional initiatives has proved
challenging for a number of reasons, including security concerns; the
protection of national labour markets, the public purse, and social
services; and the complexity of harmonizing immigration laws and
systems, as well as training, education, and skills recognition.

In
this context, to overcome some of the challenges and improve labour
migration governance in East and Horn of Africa, the ILO implemented the
“Better Regional Migration Management Phase I” project, funded by the
UK Foreign, Commonwealth and Development Office, from September 2021 to
June 2022 where it laid a foundation for improving labour migration
governance in East Africa by using evidence-based policies, enhancing
migrant workers’ qualifications and skills, and actively engaging the
social partners for improved development outcomes. BRMM phase I has made
significant and concrete contributions in Labour Migration statistics,
skills, social protection, and engagement of social partners in policy
development.

Currently, with an extended funding from FCDO, the
ILO will continue the work carried out by BRMM Project Phase I, under
BRMM phase II, from July 2022 till March 2025. The second phase covering
Kenya, Ethiopia, Somalia, South Sudan, Tanzania, Uganda and Djibouti
will focus on strengthening the capacities of countries in East and Horn
of Africa to govern labour migration by using evidence-based policies,
enhancing migrant workers’ qualifications and skills, and actively
engaging the social partners. The project will cover three inter-related
components of intervention.

The first component will scale up
and expand the work on labour migration statistics, focusing on building
the capacities of National Statistical Offices to collect and
disseminate labour migration statistics, following international
standards and definitions. It will also focus on selected administrative
sources for labour migration data. The work under the statistics
component will be done, following the ILO methodology for building
Labour Market Information Systems and will incorporate labour migration
components. It will further use the ILO’s Social Security Inquiry (SSI)
for the collection of social protection statistics. Hence, it will
ensure a sustainable and comprehensive approach and will result in
having more and up-to-date statistical information for the design and
implementation of labour migration policies.

The second component
will continue the work on improving employment services for labour
market integration of potential migrants and returnees. In this context,
a particular attention will be devoted on developing MSMEs and social
finance. Further, the feasibility assessments, carried out under the
Project Phase I, for enhancing skills and qualification portability, at
sector level, will be operationalized and scaled up. A new migration
inter-regional corridor will also be added to link skills policies to
migrant workers’ protection issues, focusing on specific occupations,
under a coherent labour migration governance framework. This component
will also look into strengthening access to social protection benefits
for migrant workers, thus delivering a holistic approach to labour
migration. This would contribute to better skills matching and
development, improved rights protection and fair recruitment processes.

The
third component will focus on enhancing labour migration governance,
with the strong engagement of employers’ and workers’ organizations. It
will continue to build their capacity for the effective implementation
of ILO migrant-related labour standards, recommendations and frameworks.
It will further strengthen the capacities of employers’ and workers’
organizations to actively contribute to labour migration policy design,
implementation, monitoring and evaluation at national, regional, and
continental levels.

PROJECT OBJECTIVES, EXPECTED RESULTS, BENEFICIARIES AND TIMELINE
The
Better regional migration management (BRMM) project will continue the
work carried out by BRMM project phase I and will focus on strengthening
the capacities of countries in East and Horn of Africa to govern labour
migration by using evidence-based policies, enhancing migrant workers’
qualifications and skills, and actively engaging the social partners.
The project will cover three inter-related components of interventions,
namely:

• Outcome 1 – Labour
  migration policies and programmes that support productive migration in
  East Africa and Horn of Africa are evidence-based and gender sensitive.
• Outcome
  2 – Labour migration governance is more equitable and effective
  recognizing skills and facilitating social inclusion and decent work;
• Outcome 3 – Labour migration governance is strengthened through being more inclusive of social partners.

NEW TANZANIAN JOBS, INTERNSHIPS AND VOLUNTEERING OPPORTUNITIES 2023 (1,184 POSTS)

The
imperativeness of strengthening each of these 3 pillars has been
recognized widely by both countries of origin and destination, as well
as by employers and workers’ organizations, providing a basis for
dialogue and action within and across countries.

The BRMM project stakeholders are:

• Governments,
  and primarily ministries of labour, education, foreign affairs and
  interior, national statistics offices, Technical and Vocational
  Education and Training (TVET) Institutions, and other relevant
  government bodies at the national and subnational levels.
• African Union Commission and Regional Economic Communities, namely IGAD and EAC
• Employers’ and Workers organizations and their members in countries covered by the project
• National
  and regional social security institutions and associations such as the
  East and Central Africa Social Security Association (ECASSA)
• Private employment agencies, civil society organizations and research / academic institutions.
• International and developmental partners.
• UN Organizations.

In
accordance with International Labour Organization (ILO) policy
governing technical cooperation projects, an evaluability assessment is
required for the BRMM project in the first 12 months. To support
results-based management of ILO projects and programmes, it is critical
that their design meet the minimum standards for monitoring and
evaluation (M&E). This can be determined by assessing a set of
design-specific aspects prior to implementation, which are defined as
“evaluability.”

The project started in July 2022 with the
inception phase and has consisted with mainly the establishment of
management frameworks to govern and guide the implementation, monitoring
and evaluation of the project at three levels namely:

• Tier 1 – Steering committee (SC) at Political level (Regional);
• Tier 2 – Labour migration advisory group (LMAG) at technical level (Regional); and
• Tier 3 – Technical Working group (WG) at technical level (National).

This phase will also facilitate the recruitment and establishment of the project management team.

One
of the priorities of the project team was to put in place a system to
regularly collect and analyse data on implementation, to assess actions,
make evidence-based decisions to redirect and adjust actions if
necessary. That is the purpose of this evaluability assessment, which
aims to assess the effectiveness of these mechanisms put in place and
the extent to which they can facilitate the evaluability of the project
at the mid-term and at the end of its implementation.

The
assessment will be guided by the ILO’s evaluability instrument to score
the BRMM project on a set of M&E criteria and provide
recommendations for improvement. It will review the programme’s M&E
strategy in 7 areas:

• Clarity of objectives/outcomes
• Quality of Indicators
• Establishment of baselines
• Inclusion of time-bound milestones
• Assessment of risks and assumptions
• Comprehensiveness of M&E system
• Validity of methodology for gender analysis

The
evaluability assessment will be conducted in compliance with the
principles and standards for project evaluation set forth in the ILO
Policy guidelines for results-based evaluation[1].

COMPREHENSIVE MONITORING AND EVALUATION SYSTEM (CMES) AND MANAGEMENT ARRANGEMENTS
Comprehensive Monitoring and Evaluation System
During
the inception phase, BRMM project has developed its Comprehensive
M&E system (MEL plan) that integrates a revised log frame, Theory of
changes, Performance Indicators and Targets, detailed implementation
plan, MEL operation plan, Evaluation plan, Learning Plan, and indicator
performance tracking table (IPTT), to facilitate a shift towards a more
rigorous and data-driven strategy for measurement of results and
learning.

The M&E system outlines the objectives, criteria
and indicators that will provide the basis for evaluating the project.
The approach developed will serve four main purposes:

• Results-based
  management: To obtain empirical data on the results of the project in
  order to provide an evidence base for strategic planning.
• Learning
  and knowledge sharing: To document good practices and lessons learned
  that will contribute to the global knowledge base on child labour.
• Capacity development: To build the capacity of partners to apply a more results-based approach to policy and practice.
• Accountability:
  To ensure accountability to programme stakeholders and from
  implementing partners for achieving results that are in-line with
  expectations.

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Management arrangements for monitoring and evaluation

Overall
responsibility for management of the M&E system lies with the Chief
Technical Advisor of BRMM project. This establishes a direct linkage
between management decision-making and the results produced by the
project.

Technical leadership for the design, implementation and
backstopping of the M&E system is provided by the National M&E
and Knowledge Sharing Officer based in Ethiopia. The National M&E
and Knowledge Sharing Officer is also responsible for maintaining the
relevance of the approach through making any adjustments that are
necessary to respond to programmatic changes and lessons learned during
the course of the programme. In addition, any M&E related queries or
data requests by the donor and any other partner will be addressed by
the National M&E and Knowledge Sharing Officer.

The Technical
Officer based in Ethiopia and National Project Coordinators (in
different countries) are responsible for data collection, use for
management and learning and reporting within the scope of their
countries and partnerships.

Presentation of progress by the
project team at the different level of the management framework will
provide the opportunity for stakeholders (government, social partners
and civil society organizations) to obtain a clear understanding of
achievements and challenges and provide input on adjustments to be made.

EVALUABILITY ASSESSMENT OBJECTIVES, CRITERIA, SCOPE AND CLIENTS
Objectives
The evaluability assessment will assess the M&E strategy developed for the BRMM project to achieve four main objectives:

• Determine
  the extent to which the BRMM project has been designed in a manner that
  will allow for valid and impartial assessment of programme performance,
  providing information to support programme management decisions, and
  stakeholder needs.
• Determine the monitoring and evaluation
  capacities and gaps of key partners, further to the resources and
  management arrangements put in place by the project to implement its
  CM&ES plan.
• Define the causal logic and results-level
  linkages between the project, the Decent work country programs (DWCPs)
  of countries covered by the project, ILO Country program Objectives
  (CPO) as well as other national, sub-regional, continental and global
  level developmental frameworks and approaches.
• Provide
  recommendations for improving the project current CM&E strategy to
  improve the program’s evaluability (by the project and its stakeholders
  and by independent evaluators).
• Criteria

The following set of key criteria should be the minimum applied in determining the evaluability of the programme:
Criteria
Definition
1. Objectives/Outcomes
Clarity of the definition of objectives, including outcomes that can be comprehended as a major focus of management for results

2. Indicators
The
selection of SMART indicators that are quantitative or qualitative and
include comparison points of levels, quality and grade. Outcome
indicators effectively facilitate the observation of change, while
output indicators measure whether the right outputs are produced

3. Baseline
The
existence of sufficient baseline data to establish a starting point for
comparisons and future measurements of outputs and outcomes

4. Milestones
A
set of time-bound milestones that provide a clear sense of the intended
path towards achieving established outputs and outcomes

5. Risks and assumptions
Assessment
of factors, namely risks and assumptions, likely to affect the
achievement of an intervention’s objectives, and related contingency
measures

6. Monitoring and evaluation strategy
M&E strategy to identify problems during project and programme implementation and facilitate the measurement of progress

7. Gender equality/inclusion of disadvantaged groups
Extent
to which valid methods for assessing gender differences as well as
targeting other disadvantaged groups (such as disability inclusion)
within the results of the intervention have been developed.
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Scope
The
evaluability assessment will seek to assess the M&E strategies
developed for BRMM project. It will include the following documents
within its scope:
Project Document, Theory of Change, Log frame, Comprehensive MEL system, Communication strategy and management framework.Clients

The
primary end users of the assessment’s findings will be the management
team of the BRMM project, the donor, ILO Country Offices based in Addis
Ababa, the ILO technical unit at headquarters and field offices
(MIGRANT, SKILLS, SOCPRO, STAT, SME, SFP, ACTRAV and ACTEMP) and ILO
administrative unit and other regional and national stakeholders
involved in the M&E of the project.

EVALUABILITY ASSESSMENT QUESTIONS
The
evaluability assessment will seek to answer the key questions listed
below as measures of the programme’s evaluability. Adaptation is
encouraged but any fundamental changes should be agreed upon between the
BRMM project team and the evaluator and reflected in the inception
report.

Objectives/Outcomes

• Are the result statements for the project clearly articulated?
• How realistic is the achievement of the outcomes of the BRMM project based upon the proposed outputs and activities?
• Are
  the outcomes established closely aligned with DWCPs and UNSDCFs of
  countries covered and other national, sub-regional, continental, and
  global development frameworks/agendas related to improving labour
  migration governance (AU, ECs, ILO, SDGs, etc.)

Indicators

• Are the
  performance indicators established for the project SMART?
• Does the
  performance framework provide for a comprehensive assessment of results
  of the project that will allow for informed adjustments of activities
  with all implementing partners?
• Do the performance indicators make use of a robust mix of both qualitative and quantitative methods in assessing results?
• Will the collection of data required from stakeholders measure feasible indicators given their capacities?
• Are
  the project indicators enough to reports links to DWCPs, UNDCFs , donor
  requirements, other key stakeholders’ requirements and ILO P&B
  indicators?

Baselines

• Have baselines been established for each outcome and
  impact indicator as needed?
• Does the baseline establish a credible assessment of the conditions at the start of the BRMM project?
• Does
  the baseline provide a valid means for assessing the causality of the
  changes identified?

Milestones

• Do the milestones provide a clear sense of
  timeframe for achievement of results?
• Are the milestones a useful directive for work planning?
• Are
  the milestones established realistic and achievable?

Risks and
assumptions

• Have the risks to achieving outcomes been comprehensively
  identified?
• Are the risk mitigation measures clearly defined and
  supported by theory, logic, empirical evidence and/or past ILO
  experience?
• Does the risk management plan provide for
  regular assessments and adjustments to be made?

Monitoring and evaluation
system

• Does the M&E system allow the collection of adequate, regular
  and quality information on project performance to meet management and
  stakeholder needs?
• Is the resourcing (infrastructure, human and financial resources) for the M&E strategy sufficient to meet its objectives?
• Have the criteria for evaluating the results of the project been clearly defined?
• Are participatory methods in place that will allow for beneficiaries to contribute to the assessment of project performance?
• Does the M&E system include means for assessing the unintended benefits and consequences of the project?
• Does the CMES provides sound methodology for analysis and learning with key stakeholders
• Does
  the M&E strategy address project expected contribution to program
  learning

Gender equality and non-discrimination and inclusion of other
disadvantaged groups

• How thoroughly has gender and the inclusion of other
  disadvantaged groups been mainstreamed into the M&E strategy?
• Is
  data sufficiently disaggregated to analyze the necessary differences
  and other relevant categories of potential discrimination and inform
  project management decisions?
• Have indicators that measure
  gender-specific or other relevant categories of potential discrimination
  asymmetric results been established?
• Does the theory of change
  adequately integrate gender and non-discrimination concerns as well as
  the inclusion of other disadvantaged groups, including articulation of
  how the project is expected to impact women or disabled people?

ASSESSMENT METHODOLOGY
The ILO Policy guidelines for results-based evaluation[2]
will provide the framework for carrying out the evaluability assessment
and particularly the Tool 1.1: Evaluability review during project
start-up phase.[3] These guidelines adhere to the evaluation norms and standards of the United Nations system.

The
assessment is to be carried out by an independent evaluator and the
final methodology and evaluation questions will be determined by the
evaluator, in consultation with the Project CTA and the M&E officer.
The following primary and secondary data collection techniques are
recommended:Review of ILO documents on monitoring and evaluation
Review of relevant project documents
Key
informant interviews with Country Directors, the Donor, project staff,
relevant specialists in the ILO’s, key national stakeholders, etc.

Data
collection during the assessment must obtain the perspective of both
women and men staff members, as well as take into consideration the
relevant ILO guidance note on integrating gender into monitoring and
evaluation.

EVALUABILITY ASSESSMENT PROCESS AND MAIN OUTPUTS
The main outputs expected (Deliverables) from the assessment are as follows:

• Inception report with finalized data collection tools and methodology
• Presentation
  of the preliminary report findings and recommendations to the project
  team, Country Directors, and key stakeholders (virtual/face-to-face
  workshop)
• Submission of the draft evaluability review report to the project CTA, COP Directors and key stakeholders for comments.
• Submission of the final assessment report addressing stakeholders’ comments.

BRMM
National M&E and Knowledge Sharing Officer will coordinate the
assessment process, ensuring the assessment is conducted as per TORs,
including following ILO EVAL guidelines, methodology and formatting
requirements. He/She will assist the consultant by providing logistic
and documentation support, facilitate access to information, list of key
informants and other sources relevant for the assessment.

The
consultant will be conducting face to face (for Ethiopia& Kenya) and
online interviews with key informants for other project target
countries.

The consultant will draft a short inception report
after reviewing the available documents and holding an initial
discussion with the project management staff. This report should provide
a well-refined assessment methodology and data collection tools
(including the assessment criteria and questions, data collection and
analytical techniques and key informant interview questionnaires and
work plan). Any substantial changes from the terms of reference for the
assessment will need to be approved by the project CTA.

The main
output of the assessment will be a report assessing the project’s
evaluability, to be revised based on the comments of the project and
relevant internal and external stakeholders. The report should be no
longer than 30 pages (excluding appendices) and will include an
assessment executive summary of no more than 4 pages.

The
consultant will give a presentation of the findings for discussion,
highlighting the key findings on evaluability, and actionable
recommendations for improvements. He/she will revise the report based
upon the comments received and submit a finalized report, which will
then be reviewed and approved by the project CTA.

All data is to
be kept confidential. All information relating to this assessment,
including any copyright or ownership of documents generated during the
process, is owned by the ILO and its project partners.

MANAGEMENT ARRANGEMENTS AND WORK PLAN
Roles and responsibilities
National
Monitoring and Evaluation and Knowledge Sharing Officer: The National
Monitoring and Evaluation and Knowledge Sharing Officer will assist the
CTA in managing the assessment. He/She will be responsible for
finalizing the Terms of Reference and coordinate the selection of the
Evaluator in consultation with the CTA and ROAF SMEO. The National
Monitoring-Evaluation and Knowledge Sharing Officer will assist the ROAF
SMEO in providing a briefing on the ILO’s Evaluation Policy to the
selected evaluator, be involved in the presentation of findings and
sharing of the final report and review the final report before sharing
it with EVAL.

Annexed to the evaluator’s employment contract, the
National Monitoring-Evaluation and Knowledge Sharing Officer will
provide the following documents: (1) The Terms of Reference for the
assignment; (2) A list of individuals pertinent to the evaluation with
contact details; (3) and relevant documents to facilitate the
commissioning of the assessment.

BRMM project staff: The project
staff will provide information and logistical support to the evaluator
during the assessment. The project team will also ensure that all
relevant documentation is up-to-date and provided to the evaluator. It
is expected that project staff will provide full cooperation and answer
all questions as candidly as possible during the assessment.

Work plan
The
assessment will take place during June 9-July 5, 2023. An indicative
work plan is provided below, and a more detailed schedule will be
developed by the consultant as part of the inception report.

Preparatory work including desk review (5 workdays)
Initial
interviews with the project, review of project documents, strategic
frameworks, etc. and development and submission of inception report.
June 9-15, 2023
Approval of the inception report by the project June 16, 2023`

Key informant interviews (5 workdays)
Discussions with programme staff, Country Directors, relevant technical Units, donor, and key stakeholders. June 19-23, 2023

Report writing, presentation, revision and final report submission (8 workdays)
Produce
a draft report for submission to the project CTA, who will disseminate
it to the relevant partners for comments. June 26-30 , 2023

The Report will be in English with Executive summary in French and English July 3, 2023
Presentation of the key findings to Country Directors, project staff July 5, 2023
Finalize the report based upon the feedback received and prepare the assessment summary for submission to the project team.
Total (18 days)

Qualification and Experience

• Advanced
  university degree in statistics, demographics economics, public policy,
  international development sociology or a related discipline.
• Minimum
  of 7 years’ professional experience in on conducting evaluations of
  and/or implementing M&E systems of similar complex regional projects
• Proven
  understanding and experience of project M&E systems/strategies
  design and implementation (including quantitative, qualitative and
  participatory), logical framework, theory of change and other strategic
  planning approaches, information analysis and report writing
• Fluency in written and spoken English. Oral French would be an asset but not mandatory
• Excellent consultative, communication and interviewing skills
• Demonstrated ability to deliver quality results within strict deadlines
• Experience and knowledge of labor migration issues will be an asset
• Understanding of Decent Work concepts and the ILO’s normative mandate and tripartite structure will be an asset
• Knowledge of the UN System and of UN evaluation norms and its programming
• Understanding of the development context of covered or similar countries in Africa.
• No involvement in the project.

Fees and Payment Schedule