Call for Proposals Implementation Agreement with non-profit Organizations for Implementing On-The-Job Training in Jordan

EMPLOYMENT INTENSIVE INVESTMENT PROGRAMME (EIIP) AND DECENT EMPLOYMENT IN JORDAN

TOWARDS A MORE INCLUSIVE ECONOMY THROUGH IMMEDIATE JOB GENERATION AND ENTERPRISE

DEVELOPMENT FOR VULNERABLE REFUGEE AND HOST COMMUNITIES IN JORDAN – Phase II

Call for Proposals

Implementation Agreement with non-profit Organizations for Implementing On-The-Job Training in Jordan

TOR Title

On-Job Training and Decent Employment Access Opportunities

Country

Jordan

Project Code

JOR/22/01/ITA

Duration

From

01/02/2025

to

30/06/2025

PROJECT BACKGROUND

The Project “Employment Intensive Investment Program (EIIP) and Decent Employment in Jordan”, is an employment intensive investment project funded by the Italian Ministry of Foreign Affairs through The Italian Agency for Development Cooperation AICS.

The project in its 2nd phase is targeting the vulnerable Jordanian host communities, women and people with disabilities through generating 20,000 working days, training services and providing post-training services and market-based skills training for vulnerable Jordanian and Syrian refugees, in order to improve employability in the labour market.

The project is committed to providing on-the job training for 50% of the EIIP component’s graduate, enable for them to get longer term decent job opportunities.

ASSIGNMENT BACKGROUND AND OBJECTIVES

In recent years, Jordan has been affected by several global and regional economic and political changes and events, starting with the global financial crisis in 2008, passing through the consequences of the Arab Spring on the countries of the region and the slowdown in economic growth in Arab countries, and the influx of large numbers of refugees, especially Syrians, up to the Corona pandemic that overall, it led to economic and social problems.

These events had a great impact on Jordan, represented in the low rates of economic growth, the decrease in the standard of living of the individual and the increase in the unemployment rate, which reached 19% in 2019[1], i.e. before the Corona pandemic, and then continued to increase to its highest level during the last ten years, as the unemployment rate rose to 23.3% in 2021. For the female unemployment rate, it rose to 32.8% in 2020, an unprecedented level, then decreased to 30.7% during 2021, which is still high. The unemployment rate among males also rose to its highest level in the last ten years, which is 22.2% in 2020, and then decreased to 21.4% in 2021.

The National Strategy for Human Resources Development, which was launched in 2015, set out detailed recommendations on reforming the various educational levels to achieve sustainable economic, social and environmental development in Jordan. This strategy targets several axes, the most important of which are governance, quality assurance, the status of teachers, trainers and service providers from the private sector, employer engagement, innovation and culture change. The strategy pays special attention to reforming the technical and vocational education and training sector. However, there is still a lack of a robust methodology among employers and education and training institutions to agree on occupational standards or competencies, implement joint training programmes (in educational and training institutions and workplaces), joint assessment and certification of students and trainees.

However, there is a wide realization in Jordan that apprenticeships and on-the -job training programs contribute to facilitating the transition from education and training to the labour market and reducing the level of unemployment. These programmes also provide the opportunity for job seekers and workers of all ages to develop their skills and receive training in different fields in case they want to change their career paths as a result of any changes in the labor market and the skills requirements of employers. On-the-job training programs are also an important element in promoting lifelong, as they are directly related to the world of work.

To facilitate transition from short-term employment through the EIIP program to long term decent employment, the ILO will support implementing on-the-job training initiatives that provide the project’s EIIP graduate workers with the needed competencies (technical/professional competencies as well the core skills for life and work).

ASSIGNMENT OBJECTIVES

The overall objective of this assignment is:

1. Implement on the job training for the project’s EIIP component graduate that facilitates transition to longer term decent employment

SCOPE OF WORK AND METHODOLOGY

ILO is seeking a Non-Governmental Organization (Implementing Partner) to implement on-the-Job training (OJT) initiatives in productive and labour-intensive sectors including, among others, construction and its sub-sectors, agriculture, and agri-food, with focus on green jobs. The intervention will promote market relevant skills for occupations in the demand to bridge the skills gaps in targeted sectors. These OJT programmes will target at least 160 beneficiaries from the database of the project’s EIIP component graduates: 70% of the targeted beneficiaries of these OJT programmes should be from Jordanian host community and 30% Syrian Refugees, including at least 30% women, and 5% Persons with disabilities.

The implementation cycle of a OJT programme should consist of the following five main processes:

• Planning for OJT programmes
• Developing OJT training programmes
• Organizing the OJT training programmes
• Delivering and monitoring of OJT training programmes
• Providing post training support

With ILO’s technical guidance, the Implementing Partner will undertake the following tasks:

Planning for OJT programmes

• Conduct rapid skills needs assessment and/or update the existing ones to identify the labour market supply and demand gaps for the respective sectors, through intensive consultations with the Employers Organizations/ market associations, to identify occupations in demand and skills gaps in the targeted sectors, available job vacancies in the occupations (jobs); and specific industries and enterprises ready for starting OJT programmes. The TORs of these skills need assessments along with the staff who will conduct it and the process for conducting, should be discussed and approved by ILO before proceeding with assessment.
• Analyse the feasibility of conducting the OJT programmes in the identified enterprises for the selected occupations based on the training needs of the targeted groups and the criteria agreed with ILO and its constitutes; Determine the duration of each OJT programmes based on the training need analysis.
• Conduct analysis of the list of potential enterprises, employers, and workplaces to select the appropriate one to be engaged in the OJT programmes based on the pre-set criteria.
• Design and implement the steps that should be taken for the OJT to equally benefit women, people with disabilities, and disadvantaged groups from host communities and refugees from the project’s EIIP graduates’ database.
• Assess the envisaged OJT programmes in line with the TVSDC accreditation requirements, availability and quality of related curricula and competency profiles to decide on the need to establish such curricula and profiles from scratch or to use the existing one; Identify relevant competency-based training materials for the learners to refer to them after training hours.
• Develop occupational competency profiles (If such profiles have not existed) in collaboration with the TVSDC, National Sector Skills Councils (NSSCs), employers, industry experts, and vocational instructors to identify the skill requirements of employers in the selected occupations.
• Establish an initial list of critical competencies to be discussed and agreed upon with the participating enterprises/employers in OJT programmes.
• Discuss the OJT agreement (code of conduct suggested by ILO) with the employers/ enterprises participating in the OJT programmes; adapt as needed and sign it with the employers.
• Establish Technical Working Groups (TWGs) and define their roles and responsibilities to design, develop, implement, and monitor the OJT training programmes. These TWGs should include at least coordinators, vocational instructors, mentors, and workplace trainers/ in-company trainers (master craft persons/MCPs assigned by the enterprises’ partners).

Developing OJT training programmes

• Identify a list of competencies to be covered in the OJT programmes.
• Identify the work processes that covered the agreed list of competencies.
• Analyse the identified work processes, i.e. define the needed professional/technical skills, life skills, foundation skills, underpinning knowledge, conditions and requirements, tools, and equipment, etc needed to perform each of the work processes covered in the OJT programmes.
• Develop the training programme profile and framework (programmes’ outlines).

Organising OJT training programmes

• Prepare a guide note for the recruitment of trainees for the OJT programmes based on the national rules and regulations; Recruit the trainees following the pre-set admission guidelines and with full coordination with the employment services departments/units/ centres. The ILO “Competence Profiling Tools” should be used to capture the experiences, skills, and competencies of the job seekers/potential trainees.
• Develop the OJT training plans, tracking, monitoring, and assessment tools (such the tools for assessing trainees’ acquisition and mastering of skills, trainees’ self-assessment tools, trainee logbook)
• Conduct training on the design, development, and implementation of the OJT programmes for the members of the technical working group. This should include at least three training workshops: for in-company trainers, coordinators and vocational instructors, and assessors.

Delivering and monitoring OJT training programmes

• Conduct an initial off-the-job training (if needed) to the trainees on basic skills and knowledge that are necessary before starting the on-the-job training. The off-the-job training could be conducted in collaboration with public training providers, and include training on basic technical skills, core skills for life and work, foundation skills, entrepreneurship skills, Occupational Safety and Health (OSH), and basic literacy and numeracy.
• Conduct the on-site training in the workplaces of the participating enterprises and according to the agreed training plans.
• Monitor the OJT implementation and ensure quality delivery of the training programmes. This should include regular visits to the workplaces, mentoring the trainees and the in-company trainers, conducting formative assessments of the trainees, filling in the monitoring and assessment forms, monitoring and assessing the training activities and strategies, resolving conflict, and collecting feedback and lessons learnt.
• Provide career guidance and counselling to the trainees through the whole cycle of the OJT programmes in collaboration with the employment services centres (i.e skills needed for job search, CV writing, interview, entrepreneurship, etc.)
• Provide trainees with stipends/ transportation fees and/or transportation means from/to the workplaces (if this is not already provided by the employers – according to the OJT agreement). They might also be provided with social security protection including insurance against work injuries.
• Conduct final summative assessments (using external assessors) to the trainees using the pre-developed assessment grids/sheets and by using objectively verifiable assessment indicators, criteria, and qualifiers, Grant certificates with and according to the TVSDC rules and regulations.

Provide post- training support

• Support employment services centres/units/departments to provide effective employment services to the OJT graduates (such as providing information to trainees about employment services providers, job portals, and job fairs that offer job-matching services for OJT graduates and potential).
• Facilitate OJT programmes’ graduates’ smooth transition to the labour market and enable them to access decent employment.
• Link OJT programmes graduates who are seeking to start their own businesses with financial and nonfinancial services.
• Conduct post-training evaluation based on input from trainees, trainers, and employers at the conclusion of every training programme to provide information on the effectiveness of the OJT programmes, including the strengths and weaknesses, challenges, lessons learned, future improvements, and success stories.
• Undertake consultations with key stakeholders, particularly the chambers to assess the potential for integrating OJT in the national policies and plans in partnership with the private sector industries and enterprises.

The Implementing Partner should work closely with the public training providers in Jordan through the whole implementation cycle and phases of the OJT programmes. The TWGs should have members from those training providers, in particular, the vocational instructors. The mentors should be hired from the competent staff of the public employment services centres/units/departments.

Also, the Implementing Partner needs to seek to work closely with the chambers particularly the Jordan Chamber of Industry (signing Memorandum of Understanding- MOU with the chambers when possible) to support the implementation of the OJT initiatives through defining market-relevant occupations, building employers’ awareness of the OJT, supporting outreaching to employers and enterprises willing to participate in OJT programmes in the targeted occupations, establishing a unified OJT agreement or code of conduct, and supporting job placements for the OJT trainees

KEY DELIVERABLES

• Inception report on the planning for implementation of the OJT programmes with analysis of ongoing similar works by other organisations, list of key occupations for OJT programmes, selected occupations, trainees, and enterprises, and timelines for completing the assignment. By 07 February 2025
• Skills needs assessment report. By 28 February 2025
• At least 5 OJT programmes in market-relevant occupations targeting at least 160 trainees and job seekers from the EIIP graduates of the projects. By 31 May 2025
• Two progress reports covering the different phases of implementing the OJT programmes. First progress report to be Submitted by 31 March 2025 while second report to be submitted by 31 May 2025
• Closing event and final report includes the results, lessons, and stakeholders’ views on the implemented OJT programmes. By 30 June 2025

The progress reports should include all related deliverable stated in these TORS, such as:

• The outcomes and lessons learned of using ILO competence profiling to capture the experiences, skills, and competencies of the job seekers.
• The outcomes of discussion with the TVSDC on the potential accreditation for the targeted OJT programmes; the needed requirements and documents, the challenges, and the alternatives solutions in case of TVSDC’ rejection of accreditation OJT programmes.
• The steps that were taken for the OJT to equally benefit women, people with disabilities, and disadvantaged groups from host communities and refugees.
• A list of potential enterprises, employers, and workplaces selected for implementing the OJT programmes with the criteria of selection.
• The OJT agreement (code of conduct) signed with the selected employers and enterprises.
• The list of Technical Working Group (TWG) members for each OJT training programme, and their roles and responsibilities.
• The training programme profile (programmes’ outlines) and training plans for each OJT programmes identifying the work processes and their related skills, knowledge, conditions, etc.
• Guidelines for the recruitment of trainees for the OJT programmes based on the national rules and regulations.
• Complete list of OJT tools used for tracking, follow-up, monitoring, and assessing trainees and implementation of the OJT programmes.
• Report on the training workshops for building the capacities of the OJT programmes’ in-company trainers, coordinators vocational instructors, and assessors.
• The outcomes of initial off-the-job training conducted to trainees, and the basic skills and knowledge provided to the trainees.
• The outcomes of the final summative assessments to the trainees, the assessment tools used, and number and percentages of the trainees passed the final assessments and obtained the certificates according to the TVSDC rules and regulations.
• The outcomes, challenges, lessons learnt, and areas for improvement on supporting the participating enterprises (improving OSH, work management, workplace organisation, upgrading technical skills of master persons (MPs) and existing skilled workers, etc)
• The progress on the different phases of OJT programmes’ implementation, including conducting training in workplaces, monitoring, mentoring, coaching, and the post training activities.

PAYMENT SCHEDULE

Deliverable

Instalment

First Payment

First Payment: 30% upon signing the implementation agreement. 1 February 2025

Second Payment

Second Payment: 30% upon the delivery and validation of the first technical progress report including the inception report, skills needs assessments and developing and organising the OJT programmes, including all the related activities stated in the above section of this assignment, and financial progress reports, to the satisfaction of the ILO. 31 March 2025

Third payment

Third Payment: 35% upon the delivery and validation of the second progress report and the 5 OJT programmes including all the related activities stated in the above section of the TORs of this assignment, and financial progress reports, to the satisfaction of the ILO. 31 May 2025

Final Payment

Final Payment: 5% upon the delivery of the final closing ceremony, lessons learned meeting with ILO, and final technical and financial reports are all as per the ILO templates, including statistics on the implemented training programmes, in addition to the feedback, lessons learned, success stories, and areas for improvement to the satisfaction of the ILO. 30 June 2025

Required Profile and Selection Criteria

Required Profile

• The entity shall be registered and licenced as not-for-profit entity with the legal capacity to provide the required services in Jordan
• The entity shall have prior experience working with the United Nations organisations or the ILO, and has never failed to meet its obligations or been involved in proscribed practices or prohibited conduct involving the ILO or any other entities of the United Nations System or multilateral development finance institutions
• The Entity has never been the subject of any sanctions nor been identified as ineligible by any government, supranational organization (e.g., European Union), another entity of the United Nations System or multilateral development finance institution
• The entity shall have excellent good understanding of the labour market and the business environment in Jordan.
• The entity shall have proven experience in designing, planning, delivering, and monitoring OJT programmes in more than 5 occupations in the recent 3 years in Jordan, including the development of skills needs assessments, beneficiaries’ eligibility selection criteria’s, OJT agreements and accreditation.
• The entity shall have practical and proven experience to address and include gender and PWD dimensions in OJT programmes
• The entity has proven excellent reporting, communication, and documentation in both Arabic and English language.

Selection Criteria

• Required Document for Successful Submission
• Signed and stamped copy of the TOR acknowledging the adherence to the minimum requirements.
• Company Profile
• Technical & Financial proposals
• Detailed work plan with a timeline related to the different activities in addition to implementation methods: coordination of partners, cooperation mechanisms, result oriented, and M&E.
• Entity’s organogram including CVs of the team involved in the project implementation demonstrating their capacity to conduct the assignment.
• Template of required activities (Contracts, skills need assessments surveys and questionnaires, implemented OJT programmes, etc.)
• Risk assessment for the foreseen challenges during the implementation of the project and mitigation measures.
• List of references including, Description of project, value, client & contact details.
• Entity’s registration documents including copies of the documents proving the legal status of the entity
• Eligibility Criteria

Offers who will be eligible to technical evaluation shall pass the below eligibility criteria

• Proposal/offer is submitted within deadline and method required
• Proposal/offer submitted is complete
• NGO Registration is Provided and Proven
• Technical Evaluation: 70%

Technical evaluation will be made based on the following criteria:

• Detailed Entity Profile
• Reference Projects and Company Experience
• Technical Capacity; proven experience in conducting similar assignment, in addition to sufficient and relevant human resource capacity
• Integrity of service provision for OJT programmes; successful delivery of 3-5 similar projects with ILO or UN agencies

The minimum passing score is 49 points out of 70. Only bidders who pass the technical evaluation will be shortlisted for the financial evaluations.

• Financial Evaluation: 30%

The total points allocated for the price component is 30. The maximum number of points will be allotted to the lowest price proposal that is opened and compared among those invited entities which obtain the threshold points in the evaluation of the technical component. All other price proposals will receive points in inverse proportion to the lowest price:

Max. Score for price proposal * Price of lowest priced proposal

• Score for price proposal X = _______________________________________________________

Price of proposal X

SUPERVISION AND LOGISTICAL ARRANGEMENTS

The tasks and deliverables under this assignment will be carried out under the direct supervision of the AICS project’s manager. Overall technical review will also be provided by the Regional Skills Technical specialist.

All data and information received from ILO for this assignment are to be treated confidentially and are only to be used in connection with the execution of these Terms of Reference (TOR). The contents of written materials obtained and used in this assignment may not be disclosed to any third parties without the express advance written authorization of the ILO. All intellectual property rights arising from the execution of these TOR are assigned to the International Labour Organization. The intellectual property rights of the materials modified through the assignment remains with the International Labour Organization.

[1] All figures mentioned under this section are according to the Department of Statistics (DOS) at Jordan (DOS)

http://dosweb.dos.gov.jo/

How to apply

PROPOSAL SUBMISSION

The bidding organisation must submit the proposed offer “Technical and Financial Proposals” in separate digital folders mentioning “Technical Proposal” and “Financial Proposal”. The two digital folders saved in one digital folder (zipped) with the title saved as the full name of the organization/entity, followed by the project title “AICS Project – Skills – ILO Amman”, and date of submission.

Both financial and technical proposals should be valid for 90 days and sent to amm-procurement@ilo.org, copying Alkassasbeh@ilo.org.

The deadline for submission of technical and financial proposals is 26th December 2024 COB, 23:59 (Amman time GMT +3).