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Endline survey on the status of youth participation in governance and their responsiveness to youth priorities  

Position: Research Consultant 

Terms: Temporary (Approximately 21 days) 

Availability: Dec 2025 

1. Introduction 

1.1 Contextual Analysis 

The 2010 constitution guaranteed public participation in governance both at the national and county level. Whether it is policy making by the executive or making of laws by legislation the public is given the opportunity to share their opinions on matters that affect them directly. Whereas public participation has been taking place, many young people have not been involved yet they make up 75% of the population according to the 2019 census. This has meant that their needs are not met by the governments. 

The three key issues that have been seen to hinder meaningful youth engagement are; 

1. Lack of knowledge and limited information, ignorance or non-compliance to the frameworks for youth inclusion by state and non-state actors 

2. Lack of robust frameworks of engagement, within counties, through which youth can articulate their grievances  

3. Marginalization and stereotyping of youth by those in authority 

2. Overview of the Defend Record Yako Project 

The Defend Record Yako project sought to respond to some of the challenges and gaps highlighted in the preceding section. The project was a 3 year initiative targeting young people and women in Kakamega, through existing organized community-based groups. The project intended to work with County authorities (both the Executive and Assembly wings), especially the relevant departments responsible for public participation.  

Kakamega county was selected because it covered a large geographical area with 12 sub-counties and 60 wards. The County had a Public Participation Act. However, over the last five years, their approved budget estimate is on the decline (2020-2021: Ksh 1m, 2021-2022: Ksh 480k,2022-2023: 840k, and 2023-2024: 882k). With limited monies allocated for civic education in the budget, the amount allocated cannot support public participation 

1.3 ORGANISATIONAL BACKGROUND 

Siasa Place is a youth NGO established in 2015,  is a youth-led and youth-focused civic-tech organisation that is building confidence, skills, competencies and institutional structures necessary for meaningful and dignified participation of young people in politics, governance and the civic life. Inspired by the Constitutional promise of the right to public participation, convinced of young people’s interest, potential and capacity to influence decisions that affect them, Siasa Place is leveraging the technology to expand the reach and quality of young peoples’ engagement in the social, economic, civic and political life of their communities. 

1.4 Project Outcomes 

There are two outcomes the project intended to achieve, as outlined below; 

Outcome 1: Strengthened Youth Groups capacities on use of existing platforms for enhanced Interactions and magnified youth voices 

Outcome 2: Created youth-friendly avenues for participation and cooperation in advocacy and governance issues 

1.5 Call-Out 

With the above considerations in place, Siasa Place seeks a qualified and experienced consultant to conduct an endline evaluation of the DRY project in Kakamega County, with the aim of assessing the results achieved over the past three years and generating insights on how the implementation contributed to the intended outcomes. 

1.5.1 Purpose, Objectives and Scope of the Assignment 

The purpose of this consultancy is to undertake an endline evaluation of the DRY project in Kakamega County, assessing the results achieved over the past three years and determining the extent to which project interventions contributed to the intended outcomes. The evaluation will measure changes in youth participation in governance, the functioning and responsiveness of county government structures, and the effectiveness of ward-based youth groups since the project began. Findings will be critical in understanding progress, documenting achievements, identifying remaining gaps, and generating lessons to inform future programming. 

The overall objective of the consultancy is to evaluate project performance against the outcome journal indicators, assess outcomes among target youth groups and county institutions, and determine the project’s contribution to strengthening inclusive, youth-responsive governance systems. 

1.5.2 Specific Objectives of the Endline Evaluation 

a) Assess the current status and changes in youth participation in governance, and evaluate how responsive governance structures have become to youth needs compared to project start. 

b) Evaluate the relevance and effectiveness of the legal and policy framework in Kakamega County in facilitating or constraining inclusive youth participation, and assess any shifts influenced by the project. 

c) Assess the capacity and participation of ward-based youth groups, including gender responsiveness of governance systems, and identify remaining gaps and recommended strategies for sustainability. 

d) Evaluate the extent to which social media has been integrated into governance processes, document how usage has evolved over the project period, and recommend strategies for strengthening digital civic engagement. 

e) Assess the extent to which youth and county government activities are responsive to climate-related issues, and document changes attributed to project interventions. 

1.6 Scope of work 

The Scope of Work under this consultancy includes the following;  

i. Review the DRY project proposal, baseline report, implementation records, and Outcome Journal to understand the intended results and reconstruct the project’s theory of change, anticipated pathways, and progress milestones. 

ii. Conduct an in-depth review of relevant literature and secondary data on youth participation and governance in Kakamega County and Kenya at large, to contextualize the endline findings and support contribution analysis. 

iii. Prepare an Inception Report outlining the evaluation methodology, sampling design, analytical approach, and data collection tools, aligned with the project’s log-frame and endline indicators. 

iv. Undertake fieldwork in Kakamega County to gather primary endline data through interviews, structured consultations, and other appropriate methods with sampled stakeholders engaged in youth governance processes. 

v. Analyze endline data and produce a concise evaluation report detailing indicator performance, changes from baseline, project contribution, relevance and effectiveness, lessons learned, and recommendations for future implementation. 

3.0 Deliverables  

These include the following: 

a) An Inception Report outlining the consultant’s proposed endline evaluation methodology, analytical approach, and a detailed work plan for conducting the assignment. 

b) A complete set of endline data collection tools (qualitative and quantitative) designed to measure change against baseline values, capture outcome-level results, and assess project contribution. 

c) A Draft Endline Evaluation Report presenting preliminary findings, emerging trends, and initial analysis for review and feedback by the project team. 

d) A Final Endline Evaluation Report providing a comprehensive assessment of results achieved, indicator performance, changes from baseline, project contribution, relevance and effectiveness, lessons learned, and recommendations for future implementation. 

The draft report that will emanate from this exercise shall be submitted in soft copy, to the Contracting Agency for review, within two weeks of completing the field work phase. Further, the consultant will submit the final report, within one week after receiving feedback from the Project Consortium Members.  

Approval of the final report shall be done by the Executive Director, Siasa Place.   

4.0 Proposed Methodology 

It is recommended that the successful candidate shall ensure the consultancy is conducted in a consultative and participatory manner that is both complexity-aware and context-sensitive.  

The consultant should consider the use of a Mixed Methods Approach through primary and secondary data collection methods, which will yield both qualitative and quantitative data.  

The data collection tools ought to be designed in a manner that corresponds to the sourcing for data for all the indicators in the project log-frame. The collected data will have to be collated, analysed and interpreted in a coherent and systematic manner, using detailed data/information analysis method(s). 

5.0 Time-frame  

This consultancy will take approximately (30) days, based on a reasonable ‘Level of Effort’ estimation.  

These days will be spread from the day of signing of the contract. The consultant is expected to share a work-plan that indicates how these days will fit into the three phases of the consultancy; Inception, Fieldwork and Post-Fieldwork phases. The proposed plan will be reviewed by the project team in consultation with the consultant, before roll-out.  

6.0 Profile of the Consultant  

There are mandatory and desirable competencies of this;  

Mandatory;  

6.1. Solid experience in mixed methods research including designing and conducting baseline surveys in youth and governance programmes. 

6.2 Extensive experience working in the youth governance sector, especially in capacity enhancement and advocacy programmes.  

6.3 Knowledge of and experience in working in the project county counties will be an added advantage.   

6.4 Knowledge and understanding of devolution and county government systems in Kenya.  

Proficiency in report writing skills in English language. 

6.5 A degree in any of the following fields: public policy, monitoring and evaluation, project management, political science or in a related field is an added advantage. 

7.0 Management of the Consultancy 

The Programme Manager, Siasa Place shall be directly involved in the supervision and management of the consultant during the period of engagement.  

During the fieldwork phase, the consultant shall work with designated county coordinators of the project consortium members to ensure meaningful engagement with the stakeholders and successful collection of data from the sampled institutions and individuals. 

8.0 Terms and Conditions of Engagement 

These include the following;  

8.1 The Contracting Agency (Siasa Place) will provide the consultant with the required information and support in setting up interviews with the identified respondents in the field.  

8.2 The Contracting Agency commits to provide ‘Duty of Care’ to the consultant during the Field/Data Collection Phase of the work in line with Siasa Place’s policies and guidelines.  

8.3 Upon contracting, the consultant shall be responsible for settling his/her taxes, apart from the statutory deductions that will be affected by Siasa Place, as a result of engagement in this assignment. 

8.4 As part of the contracting process the consultants shall be expected to abide by all the policies of Siasa Place, inter alia, Child Protection, and Sexual Abuse.  

9.0 Application Procedure 

Interested applicants should send their applications addressed to the Programme Manager, Siasa Place, by Close of Business on 5th Dec 2025 via this link https://docs.google.com/forms/d/e/1FAIpQLSfY0j1RXd3scbN2WpLPE6vb8lkxA-lN40ioO6V94VQvMq04Aw/viewform?usp=sharing&ouid=117632968753871279992 

Applications should include the following documents: 

1. Cover letter (max 1 page) outlining your suitability for this assignment  

2. Technical proposal (max. 8 pages). The technical proposal must outline the following;  

• The consultants’ understanding of the TORs 

• Proposed methodology 

• Proposed work-plan 

• Consultant’s relevant experience in previous related assignments  

3. Financial Proposal (max. 1 page) outlining in Kenya Shillings, the consultant’s proposed cost for undertaking the baseline survey. This should include both the professional and logistical costs. 

4. Attach a SAMPLE of an evaluation survey report that you have conducted in the recent past. 

5. List of referees  

Use the title of the advert as the email subject. 

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On this World Democracy Day, we have witnessed globally, as diverse capitals gather, People’s voices chant for justice. The dust settles. Tear gas lingers in the air. This is no spectacle; this is the rhythm of a new democracy, one built from frustration, courage, and collective refusal to be silenced.

For decades, many nations have officially embraced liberal democracy: periodic elections, constitutional courts, multiparty systems. Yet in practice, democracy often meant entrenched elites, weak public services, corruption, and a yawning gap between what the law promised and what citizens lived. Today, we are witnessing a shift. Democracy is no longer about just voting; it’s about dignity, inclusion, transparency ,  about what happens between elections and who benefits from the system.

Before speaking to what is happening in Nepal, let’s look across the continent… uprisings in countries like Sudan, Nigeria, Tunisia, Kenya and Burkina Faso tell a story of widespread anger. Young people, unemployed or underemployed, digitally connected, aware of global possibilities are refusing to accept hollow promises. When governments fail to deliver health, education, opportunity, when corruption steals from the public purse, when nepotism or cronyism dominate, people take to the streets. They demand more than elections; they demand that democracy be meaningful, not symbolic.

These uprisings teach us that democracy is evolving. First, participation is no longer passive. Social media mobilizes, hashtags amplify, swamp of information breaks state-controlled narratives. Autonomous protest groups and networks form overnight, not waiting for political parties or old institutions. Second, citizens now insist that democracy guarantee more than political rights, economic, social, and cultural rights are essential. Democracy must work in the everyday: clean water, electricity, jobs. Third, identity plays a crucial role. Ethnic, gender, regional disparities still stoke fresh demands: who gets resources, whose voices are heard.

Consider Sudan. After decades under Omar al‑Bashir’s rule, protests erupted in 2018 not just over price hikes, but over the very architecture of autocracy. Young people, women, professionals joined forces demanding not simply regime change, but transition toward a democratic order grounded in justice. Or Nigeria: the #EndSARS movement wasn’t about elections; it was about police brutality, accountability, the right to safety. It reverberated globally, but its roots were local, in neighborhoods bruised by impunity. In Burkina Faso, repeated coups show how fragile institutions can be, especially when economic misery and political exclusion drive people to accept force rather than flawed governance. The same way in Kenya, it was not about elections.. it was livelihoods, good governance, the rejection of opulence, mismanagement of public resources, corruption.

Yet, the path ahead is fraught. Repression often strikes back with force. Coup cycles show that without strong institutions, the vacuum left by collapsing regimes invites military intervention. Protest leadership can be co‑opted by political opportunists. Populist appeals may offer emotional catharsis but fail when not backed by stable rule of law or checks and balances. The danger is always letting fervor evaporate into nostalgia, or allowing new elites to replicate old patterns.

So what must citizens, governments, and the international community do? First, political leaders must stop treating democracy as performance. Laws must be enforced; corruption must be prosecuted; rights respected even when it’s inconvenient. Second, civil society must be supported, grassroots coalitions, independent media, for they are the soil in which resilient democracy grows. Third, international bodies should demand more than formal elections: monitor civil liberties, ensure economic justice, tie aid or cooperation to accountable governance, not just to elites.

We don’t have to look far to see what’s possible. Nepal, despite its own turbulent political past, has recently shown signs of democratic renewal. After years of instability and civil conflict, the country’s embrace of a federal democratic republic has opened space for youth activism, grassroots political engagement, and a stronger push against corruption. The rise of independent candidates and reformist parties, particularly in urban areas, signals a growing public appetite for transparency and accountability. While Nepal’s journey is far from perfect, it offers a glimpse of how sustained civic pressure can reshape political culture from the ground up. From Africa, we are watching. Not to copy, but to learn: that democracy isn’t a static model it’s a living system, constantly revised by the people who demand more from it

World Democracy Day should be more than a date on the calendar. It should be a moment of reckoning. A call to listen, to reimagine, to invest. Because democracy in the world has outgrown the old definitions. It is no longer enough to vote. Democracy must respond, and it must deliver.

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As the developer of Mchezaji, a Kenyan-built platform that uses AI to scout, train, and connect grassroots athletes, I was honored to present my research paper on Integrating Data Analytics into Public Policy for Grassroots Sports Development in Africa. The reception was encouraging. What stood out most, however, was the collective recognition that AI is no longer a futuristic concept. It is a tool that is already reshaping how sport is played, governed, and accessed across the continent.

AI in African Sport: What I Learned in Abidjan

The sessions I attended revealed just how far-reaching AI’s impact on African sport is becoming. From data ethics to digital transformation, the themes echoed one message: Africa is not a passive observer in the AI revolution. We are participants, and potentially, global leaders.

AI as a Tool for Equity and Access

In a powerful presentation, David Rutambuka demonstrated how AI can predict athlete development, flag injuries, and reduce scouting bias. It was a moment of affirmation for Mchezaji’s core mission: creating a fairer system where talent is discovered through data, not privilege.

For organizations like Siasa Place, this presents a unique opportunity. AI tools can be introduced into youth tournaments to help identify players who might otherwise be overlooked, offering a new layer of fairness and visibility for community athletes.

Ethics and AI Governance

UNESCO and CONFEJES emphasized the importance of establishing ethical frameworks to guide the use of AI in sport, especially when dealing with minors. The questions they raised — Who owns athlete data? How do we protect vulnerable youth? — should not be theoretical. They must guide how AI is implemented.

Siasa Place, as a civic-oriented organization, is well-positioned to lead these conversations in Kenya. It can shape national policies around ethical AI adoption in sport, ensuring technology empowers without exploiting.

AI Beyond Sport: Civic Engagement Through Technology

Another highlight was the work of Global Sport Lab, which demonstrated how AI and digital platforms are being used to promote civic participation. From using apps to encourage voter registration to turning fan engagement into social campaigns, the potential for AI to educate and mobilize youth is immense.

This is a natural fit for Siasa Place. Integrating civic education into sports programs through gamified learning, chatbots, or interactive quizzes can help connect sports culture with civic responsibility in powerful ways.

Why Siasa Place Should Act Now

The global sports tech market is projected to exceed 68 billion dollars by 2030. AI is driving much of that growth. But the real value lies in how it can transform communities here at home.

Siasa Place can take the lead by:

1. Piloting AI tools like Mchezaji within local programs. This would help gather data to better support advocacy, identify policy gaps, and measure impact.
2. Building AI literacy among youth, not just as end users, but as future developers and creators. Partnering with local tech hubs to run sports and coding camps could open new career paths for young people.
3. Owning the narrative around AI and civic engagement, by publishing thought pieces, producing podcasts, or running digital campaigns that link sports, rights, and technology.

Let Us Lead the Wave, Not Watch It

At the conference, I met innovators from Lagos to Kigali who are already using AI to scout talent, analyze performance, and connect communities. The message was clear that Africa does not have to wait. We have the talent, the ambition, and the urgency.

Siasa Place, with its trusted position among youth, civil society, and policy circles, can be a pioneer in this space. By integrating AI into sports programming, we can unlock talent, drive data-informed advocacy, and prepare the next generation for a digital future.

Thank you to the entire Siasa Place team for believing in this journey. I look forward to continuing this work together, transforming not only how we play sport, but how we use it to build a better society.

Gordon Gogo Ouma

Advocate of the High Court of Kenya |Founder | Mchezaji Sports Platform

Global Masters in International Sports Law (ISDE Madrid)|AI Strategy & Governance (University of Pennsylvania)|Data Analytics in Sports Law (SUNY Buffalo) | AI & Law (University of Lund)

+254 715 551506 | gordongogo11@gmail.com

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PRIMARY LOCATION: Nairobi, Kenya

REPORTING LINES:
Job holder reports to: Executive Director.
Staff reporting to this post: Finance and Administrative

BACKGROUND

Siasa Place (SP) is a civic-tech youth-led non-governmental organization (NGO), established in 2015 that specializes in working with grassroots youth in building institutional structures to support youth participation in politics and good governance. SP targets youth (men and women aged 18 to 35 years) and develops their skills in policy review, supporting the creation of youth-friendly platforms for public participation in decision-making processes including the budget process and social accountability. SP works in 17 counties including Uasin Gishu, Kakamega, Busia, Kisumu, Homa Bay, Migori, Kericho, Nakuru, Nairobi, Kitui, Lamu, Meru,Nyamira, Kitui, Tana River, Kajiado and Mombasa

POSITION OVERVIEW

The Finance & Operations Manager will be responsible for overseeing all business processes of Siasa Place. He/She will provide leadership in financial and operational systems, identify areas for improvement, and enhance the organization’s sustainability, compliance, and efficiency.

PRIMARY DUTIES AND RESPONSIBILITIES:

1. Delegate, provide leadership and support to ensure the divisional staff excel and thrive in their functions.
2. Oversee the greater and entire Finance Portfolio of the organisation and support the overall management of the Siasa Place office and participate in general staff meetings.
3. Lead the preparation of Annual Budgets for consideration by Management.
4. Oversee the approved budget; ensure that expenditures are monitored and that adequate financial reports are prepared.
5. Oversee and ensure statutory obligations are met in a timely manner.
6. Ensure that Audits (internal and external) are conducted efficiently and in a timely manner in accordance with organisational policies and donor agreements.
7. Support in providing Management responses to audit reports and ensure prompt implementation of audit recommendations.
8. Monitor expenditures and program/project burn rates, identify, and communicate over & under expenditures.
9. Supervise, support all staff in the finance docket, including Performance Management of Finance Staff.
10. Support learning and knowledge sharing to improve performance for the benefit of Siasa Place and partners.
11. Oversee the use of funds, making sure they follow SP and other donors’ guidelines.
12. Provide instruction on budgeting, relevant financial rules & regulations, and financial reporting in collaboration with the responsible project leads.
13. Identify budget issues and propose resolutions.
14. Approve monthly bank and cash reconciliations and take appropriate and timely action on outstanding issues.
15. Review field budget activities to ensure cost efficiency.
16. Process, review and/or approve vouchers and payments related to project activities, salaries & general organizational transactions.

KNOWLEDGE, SKILLS AND COMPETENCIES:

1. Relevant undergraduate education in the Finance, Accounting and/or related fields. Master’s degree
   with experience would be an added advantage.
2. Certified Public Accountant (CPA-K) or ACCA qualifications.
3. A member of ICPAK with a valid practising licence.
4. Minimum of 5 years of relevant experience in similar or related roles.
5. Experience managing human resources including staffing and needs assessment, recruitment etc.
6. Experience managing operations including procurement in a busy institutional set-up.
7. Proficiency working with diverse and relevant accounting/finance management tools, softwares etc.

GENERAL OPERATIONS

1. Oversee administrative functions as well as facilities to ensure efficient and consistent operations.
2. Ensure compliance with donor guidelines, and that proper inventory, including of fixed assets is kept.
3. Ensure procurement processes meet internal policy frameworks and guidelines, as well as general best practice standards.
4. Ensure service contracts to vendors are drafted to highest standards, issued, monitored and paid in time.
5. Oversee human resource functions and ensure compliance with local labor laws and other statutory requirements with regard to tax, remuneration, insurance, medical, workman’s compensation, recruitment, induction and exit records.
6. Co-set performance standards and lead the performance appraisal process for divisional staff.
7. Identify staff capacity improvement needs, recommend training for staff and update job descriptions with staff members as and when required.
8. Perform any other tasks as may be assigned from time to time.
9. Experience and/or familiarity with grants management, fundraising and proposal development.
10. Proven experience supervising, managing, mentoring and inspiring staff to excel in their duties.
11. Good communication skills and fluent command of written and spoken English, Kiswahili and Sheng.
12. Proficiency with Microsoft Office applications including MS Word, PowerPoint, Excel, Outlook etc.
13. Non-profit experience and familiarity with donor reporting, preparation of financial reports for nonprofits.
14. Commitment to continuous learning with a positive ‘can-do’ attitude.

HOW TO APPLY

Interested and qualified candidates can submit applications as ONE PDF document not exceeding 4 pages and comprising a Cover Letter and CV to https://forms.gle/HENFveqVdFdcz6HC8 by 5:00 PM (EAT) on 25th April 2025.

We thank all those who apply, but only shortlisted candidates will be contacted.

To learn more about Siasa Place and our programs, please visit our website at https://siasaplace.com/
Siasa Place is an equal opportunity employer.

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2. Objectives The primary objective of this TOR is to invite qualified firms to propose a comprehensive Project Management and Monitoring Tool that meets the organization’s needs. The tool should facilitate real-time tracking of project activities, resource allocation, task management, reporting, and performance evaluation.

3. Scope of Work The selected firm will be responsible for:

• Providing a software solution that meets the organization’s project management and monitoring requirements.
• Implementing and configuring the tool based on organizational workflows.
• Providing training and support to ensure seamless adoption.
• Ensuring data security, system integration, and scalability.
• Offering post-implementation support and maintenance.

4. Key Features and Requirements The proposed tool should include, but not be limited to, the following features:

• Project Planning & Scheduling: Gantt charts, task dependencies, and milestone tracking.
• Task and Resource Management: Assignment of tasks, workload balancing, and resource tracking.
• Collaboration & Communication: Team messaging, file sharing, and document management.
• Monitoring & Reporting: Real-time dashboards, progress tracking, and customizable reports.
• Budget & Expense Tracking: Financial tracking, cost estimation, and expenditure reporting.
• Integration & Scalability: Compatibility with existing organizational tools (e.g., ERP, CRM, email systems).
• User Access & Security: Role-based access, data encryption, and audit trails.

5. Deliverables

• A fully functional Project Management and Monitoring Tool.
• User manuals and training materials.
• Training sessions for relevant staff.
• Ongoing support and maintenance agreement.

6. Eligibility Criteria Qualified vendors should meet the following criteria:

• Proven experience in developing and deploying project management solutions.
• Demonstrated expertise in working with organizations of similar scale.
• Strong technical support and service capabilities.
• Compliance with relevant data protection regulations.

7. Proposal Submission Requirements Interested vendors should submit a detailed proposal including:

• Company profile and relevant experience.
• Description of the proposed solution and its features.
• Implementation timeline.
• Pricing structure (one-time, subscription, or license-based pricing).
• References from past clients.

8. Evaluation and Selection Process Proposals will be evaluated based on the following criteria:

• Functional and technical capabilities of the proposed tool.
• Cost-effectiveness and value for money.
• Implementation timeline and support plan.
• Vendor’s experience and past performance.

9. Submission Deadline All proposals should be submitted by 23rd April 2025 via

​​https://bit.ly/3RvF8kk. Late submissions will not be considered.

10. Contact Information For any inquiries, please write to support@siasaplace.com

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Social Audit 

Position: Social Audit Consultant

Terms: Temporary (Approximately 30 days)

Availability: February– March

1. Introduction

1.1 Contextual Analysis

Youth employment remains a pressing issue in Kenya, particularly in rural counties where economic opportunities are limited. While the county governments of Nyamira, Kajiado, and Meru have prioritized job creation in their development plans, the integration of technology in these strategies remains insufficient. Public participation is essential in ensuring that young people are not only beneficiaries but also key contributors to shaping tech-driven economic initiatives. Digital solutions, such as e-commerce platforms, mobile financial services, and agritech innovations, have the potential to transform youth employment by expanding market access, improving financial inclusion, and enhancing productivity in agriculture and trade.

In Nyamira County, where agriculture dominates, integrating digital tools such as blockchain for supply chain transparency, mobile-based credit access for farmers, and e-learning platforms for agribusiness training can significantly improve youth participation in the economy. Similarly, Kajiado County, with its focus on livestock farming and trade, can leverage AI-powered climate forecasting, digital marketplaces for livestock trade, and fintech solutions to empower young entrepreneurs. In Meru County, where youth-led agribusiness and trade initiatives are growing, investment in digital infrastructure and smart farming technologies can enhance productivity and market competitiveness. However, many young people still face barriers such as limited internet access, inadequate digital literacy, and bureaucratic challenges in accessing county-supported programs.

For county governments to translate their employment strategies into tangible results, digital transformation must be at the center of their youth empowerment policies. Expanding ICT infrastructure, fostering innovation hubs, and integrating digital skills training into youth programs will be crucial in bridging the gap between policy and implementation. By leveraging technology, counties can not only create jobs but also build resilient, future-ready economies where young people play an active role in driving sustainable development.

LONG TERM GOAL:
Imara’s long-term goal is to realise responsive governance by creating a community of young policy and civic leaders, with a shared value system, committed to building a culture of democracy, accountability, and active citizenship. The program aims to contribute to developing Kenya’s young leaders in communities and transforming them into social accountability champions, through building skills to hold the government accountable.

2. Overview of the Imara Fellowship Program

Imara Fellowship is a policy-oriented program hosted by Siasa Place (SP) in partnership with Africa Youth Leadership Forum (AYLF) and Mark Appeal Group (MA) with the financial support of the Ford Foundation. These organisations share the indelible mission of developing leaders grounded in the values of integrity, social empathy and creativity. This program responds to existing data that youth neither get involved in decision making on issues affecting them nor understand the role played by county government leaders. Also, they have limited capacity to engage the government on issues such as public finance, budget making and accountability.

The Imara fellowship program seeks to strengthen oversight as one of the cornerstones of democracy. It supports the process of ensuring prudent implementation of policies per the laws and budget passed by the parliament.

ORGANISATIONAL BACKGROUND

Siasa Place is a youth-led and youth-focused civic-tech organization that is building confidence, skills, competencies and institutional structures necessary for meaningful and dignified participation of young people in politics, governance and civic life. Inspired by the Constitutional promise of the right to public participation, convinced of young people’s interest, potential and capacity to influence decisions that affect them, Siasa Place is leveraging technology to expand the reach and quality of young peoples’ engagement in the social, economic, civic and political life of their communities.  Our three programme pillars cover themes such as Devolution and local accountability; Politics, tech and rights;  Equality; as well as Youth Employability, skilling and mentorship.

Project Outcomes

There are four outcomes, as outlined below;

Outcome 1: Recruited young policy and civic leaders (fellows) are trained and equipped with value based and practical skills in policy formulation, accountability, public finance and community organising. 

Outcome 2: Trained fellows (including alumni from previous cohorts) are supported to undertake community sensitization and support initiatives aimed at championing specific policies and accountability.

Outcome 3: Leveraging on digital media and other partnerships, the youth of Kenya have access to information on rights and avenues existing in law they can use to ensure their inclusion in the governance process and in agitating for the realisation of their socio-economic rights as embedded in the constitution. 

Outcome 4: Community centred follow-up and feedback mechanisms are established for collaboration with various stakeholders.  

1.3 Call-Out

Siasa Place is seeking a qualified and experienced consultant to conduct a social audit of the Imara Fellowship program in Meru, Kajiado, and Nyamira counties. The audit aims to assess the current situation, provide insights on how to design more effective interventions, and strengthen the project’s results framework, ensuring that the program’s impact is measurable and aligned with its objectives

1. Purpose, Objectives and Scope of the Assignment

The purpose of the consultancy is to establish comprehensive social audit information on the extent to which the county governments of Meru, Kajiado, and Nyamira have delivered on its promises and whether young people have benefitted from proposed policies and programs.

The overall objective of the consultancy is to establish data, guided by the indicators in the project documents, as the basis for designing interventions and evaluating the outcomes amongst the target institutions and individuals.

The specific objectives of the consultancy are to:

1. Assess the level of policy response towards creating opportunities for young people in Meru, Kajiado, and Nyamira counties, with a focus on how these policies integrate technological innovations versus traditional approaches in sectors such as entrepreneurship, skills development, and access to resources.
2. Determine the extent to which counties have leveraged local opportunities to create jobs and improve youth livelihoods, comparing the effectiveness of tech-driven solutions (e.g., digital platforms, automation, e-commerce,) versus traditional means (e.g., manual labor, agribusiness, and trade).
3. Evaluate the implementation of the governor’s promises in Kajiado, Nyamira, and Meru counties, analyzing their impact on youth and comparing how technological advancements and traditional methods have influenced service delivery, economic opportunities, and youth empowerment.

The Scope of Work under this consultancy includes the following; 

1. Conduct an extensive review of all relevant literature (secondary data) related to youth and employment opportunities in Kajiado, Meru and Nyamira.
2. Develop an Inception Report with a clear methodology and data collection tools.
3. Proceed to the field (in Kajiado, Meru and Nyamira) to collect the required primary data through interviews and consultations with all the sampled stakeholders in the youth governance space.  
4. Analyze the data, develop the social audit report addressing all the key data points and a commentary on the appropriateness (measurability) of the indicators in the proposal and submit the draft to Siasa Place for review.

3.0 Deliverables 

These include the following:

1. An Inception Report, outlining the consultant’s methodological approach to this assignment, and a proposed work-plan.
2. A set of comprehensive data collection tools that will be used to generate the baseline data. These tools ought to capture both qualitative and quantitative data.
3. Final social audit report, which shall follow a draft submitted for approval to the project team.

The draft report that will emanate from this exercise shall be submitted in soft copy, on google docs to the Contracting Agency for review, within two weeks of completing the field work phase. Further, the consultant will submit the final report, within one week after receiving feedback from the Project Consortium Members. Approval of the final report shall be done by the Executive Director, Siasa Place.  

4.0 Proposed Methodology

It is recommended that the successful candidate shall ensure the consultancy is conducted in a consultative and participatory manner that is both complexity-aware and context-sensitive. 

The consultant should consider the use of a Mixed Methods Approach through primary and secondary data collection methods, which will yield both qualitative and quantitative data. 

The data collection tools ought to be designed in a manner that corresponds to the sourcing for data for all the indicators in the project log-frame. The collected data will have to be collated, analysed and interpreted in a coherent and systematic manner, using detailed data/information analysis method(s).

5.0 Time-frame 

This consultancy will take approximately thirty (30) days, based on a reasonable ‘Level of Effort’ estimation. These days will be spread from the day of signing of the contract. The consultant is expected to share a work-plan that indicates how these days will fit into the three phases of the consultancy; Inception, Fieldwork and Post-Fieldwork phases. The proposed plan will be reviewed by the project team in consultation with the consultant, before roll-out. 

The consultant will be expected to be in the field for about two weeks (14 days) days during the Fieldwork Phase. Other days will be spent away from the field in accordance with the proposed plan. 

6.0 Profile of the Consultant 

There are mandatory and desirable competencies of this; 

Mandatory; 

• Solid experience in mixed methods research including designing and conducting social audits in youth and governance programmes.
• Extensive experience working in the youth governance sector, especially in capacity enhancement and advocacy programmes. Knowledge of and experience in working in the project county counties will be an added advantage.  
• Knowledge and understanding of devolution and county government systems in Kenya. 
• Proficiency in report writing skills in English language
• A degree in any of the following fields: public policy, monitoring and evaluation, project management, political science or in a related field is an added advantage.

7.0 Management of the Consultancy

The Programme Manager, Siasa Place shall be directly involved in the supervision and management of the consultant during the period of engagement. 

During the fieldwork phase, the consultant shall work with designated county champions and in county fellows of the project consortium members to ensure meaningful engagement with the stakeholders and successful collection of data from the sampled institutions and individuals.

8.0 Terms and Conditions of Engagement

These include the following; 

• The Contracting Agency (Siasa Place) will provide the consultant with the required information and support in setting up interviews with the identified respondents in the field. 
• The Contracting Agency commits to provide ‘Duty of Care’ to the consultant during the Field/Data Collection Phase of the work in line with Siasa Place’s policies and guidelines. 

• As part of the contracting process the consultant shall be expected to abide by all the policies of the contacting institution.

9.0 Application Procedure

Interested applicants should send their applications addressed to the Programme Manager, Siasa Place, by Close of Business on 21/02/25 via https://forms.gle/iNBhecT4MqVQ6tjDA.

Applications should include the following documents:

1. Cover letter (max 1 page) outlining your suitability for this assignment 
2. Technical proposal (max. 8 pages). The technical proposal must outline the following; 

• The consultants’ understanding of the TORs
• Proposed methodology
• Proposed work-plan
• Consultant’s relevant experience in previous related assignments 

3. Financial Proposal (max. 1 page) outlining in Kenya Shillings, the consultant’s proposed cost for undertaking the Social Audit. This should include both the professional and logistical costs.
4. Attach a SAMPLE of a social audit report that you have conducted in the recent past.
5. List of referees 

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