Team Leader Sierra Leone

Sierra Leone is one of the least developed countries in the world. The Human Development Index 2019 ranks Sierra Leone 181 out of 189 countries. Although poverty is decreasing, it remains very high at 52% (2018), with more than 10% even living in
extreme poverty.

Sierra Leone's socio-economic development is highly dependent on improving the country's human capital and a more dynamic private sector. Therefore, effective job creation must strengthen both the supply side (technical and vocational training) and the demand side (private sector development) of employment promotion. However, dynamic growth of enterprises is currently hardly taking place and the demand for jobs and employment is lagging behind the requirements for sustainable development of the country.

The project targets youth, especially poor youth in the rural eastern districts of Kailahun, Kono, Falaba and Koinadugu. The total number of youth in these districts is about 560,000. The core problem is the low supply and demand side employability of youth. Sierra Leone's socio-economic development is highly dependent on improving the country's human capital and a more dynamic private sector. Therefore, effective job creation must strengthen both the supply side (technical and vocational training) and the demand side (private sector development) of employment promotion. However, dynamic growth of enterprises is currently hardly taking place and the demand for jobs and employment falls short of what is required for sustainable development of the country. The overall mismatch between labour demand and skills supply prevents an increase in enterprise productivity and undermines job creation efforts. Accordingly, improving youth employment with the two variables of economic development and quality of education remains a key challenge.

Tasks of the team leader

• Overall responsibility for the CO's consultancy packages;
• Ensuring coherence and complementarity of the CO's services with other services of the project at local and national level;
• Design, implementation, monitoring and evaluation of capacity development measures for local partners in the areas of ATVET and consideration of cross-cutting issues (e.g. gender equality);
• Staff management, in particular identifying the need for short-term assignments within the available budget as well as planning and managing the assignments and supervising the local and international experts;
• Ensuring impact monitoring;
• Regular and timely reporting;
• Responsibility for controlling the use of funds and financial planning in consultation with the GIZ's Contracting Officer (CA);
• Supporting the project officer in updating and/or adapting the project design, in evaluations and in the preparation of a follow-up phase.