Who we are
SOS Children’s Villages Ethiopia is an International Non-governmental organization and a member of SOS Children’s Villages International Federation. We started our humanitarian work in Ethiopia with the opening of our first Village in Mekelle, Northern part of Ethiopia in 1974. Since then, we have expanded our programs to different regions where there are significant needs for intervention and where we believe we can work in partnership with all relevant actors to bring sustainable positive outcomes for children’s and young people.
Today, we have grown significantly to meet the persistent challenges that confront Ethiopian children who have lost parental care and those that are at risk of losing their parental care. Working in close collaboration with international donors, local government and community based organizations across seven program locations; we aspire that every child grows up with love, respect and security.
Objective of the RRTR
The purpose of the RRTR is to identify lessons learned and best practices from JR design and implementation for direct incorporation into the delivery of relevant, effective and efficient aid for the locust affected populations. Recommendations may lead to adjusted work plans.
The specific objectives of this RRTR are:
- To enable field staff to peer review each other and thereby exchange learnings and best practices (especially on Covid-19) via peer-to-peer visits;
- Review ECJR against the selected Core Humanitarian Standard;
To allow for more in-depth analysis, the RRTR will focus specifically on the following three topics within the Core Humanitarian Standard:
To what extent are planned activities of ECJR partners being carried out according to plan? Are constraints such as physical barriers or discrimination and risks regularly identified and analyzed, and plans adapted accordingly together with the affected population? Does planning consider optimal timing for activities, accounting for factors such as weather, season, social factors, ease of access or conflict? Are delays in implementing plans and activities monitored and addressed?
- Are recognized technical standards used and achieved?
- What internal and external factors are affecting the implementation of the response? How are challenges and opportunities to the delivery of activities being managed?
- To what extent are planned activities of ECJR partners achieving their purpose? Are there any unintended effects?
- How have COVID-19 related adaptations influenced effectiveness and timeliness? And are these activities itself effective/ timely?
CHS 3: Humanitarian response strengthens local capacities and avoids negative effects
• Has the programme considered whether and how services could be provided by local civil society, government or private sector bodies? Are plans in place to support these bodies as they take over the provision of relevant services?
• Are strategies and actions to reduce risk and build resilience designed in consultation with, or guided by, affected people and communities?
• In what ways (both formal and informal) are local leaders and/or authorities consulted to ensure response strategies are in line with local and/or national priorities?
• Are staff sufficiently supportive of local initiatives, including community-based self-help initiatives particularly for marginalised and minority groups, and first response capacities?
• Is the response designed to facilitate early recovery?
• Is there progressive ownership and decision-making by local people?
• Has a clear transition and/or exit strategy been developed in consultation with affected people and other relevant stakeholders? Guiding questions for monitoring Organisational responsibilities
• Does the organisation enable and promote community-led action and self-help?
CHS 7: Humanitarian actors continuously learn and improve
• Are evaluations and reviews of responses of similar crises consulted and incorporated as relevant in programme design? (both on organizational and DRA level)
• Is learning systematically documented?
• Are specific systems used to share learning with relevant stakeholders, including affected people and partners?
It is expected that the consultant will consult the CHS guidance note including indicators:
Scope of the RRTR
This RRTR will be performed by an external consultant. The RRTR is intended for partners to mutually learn and to provide direct real-time input into ongoing ECJR planning and future Joint Responses. It should be a practical and useful support and allow for immediate changes in program design.
The data collection will involve the identified consultants visiting project locations and crisis affected people (to the extent that the COVID-19 security regulations allow).These visits will be combined with local peer-to-peer visits, where possible. The approach will be light, rapid, gender-sensitive, culturally-appropriate and participatory. This includes disaggregation of the views of women, men, young women, young men, elderly and/or people with a disability both in consultation and in data analysis; for example, the use of female team members to speak with female community members. The RRTR team will also be expected to follow DRA’s RRTR guideline; including obtaining informed consent from all participants.
The RRTR methodology is expected to employ participatory techniques to data collection, triangulating qualitative data from key stakeholders: women, men, young women and men and boys and girls participating in the program (ensuring balance of gender, age and diversity), as well as staff from partner agencies and government staff.
It is expected that Participatory techniques will be used to gather most data. This may include:
- Desk review of key project documents including Narrative Proposal and relevant reports; meeting minutes from JR Meetings in the location (partner meetings, Inception Meetings; Situation Reports; up-to-date log frame; narrative reports; Needs Assessments reports, etc.
- Focus group discussions with affected women, men, young women, young men benefiting from the different project activities
- Observations and corresponding analysis from consultants
- Key Informant interviews with partner staff and relevant government officials
- Facilitation of a one-day reflection/learning workshop with field staff to enable a deeper analysis and validation of, and ownership over, the main conclusions and recommendations (results to be shared with NL-based organisations).
Proposed Peer Review Process and Location Targeting
- Since the ECJR is implemented in several districts across several provinces in the two countries, it is recommended to select only one district per partner based on sector/geographical location/local partner and not all areas where the partner is implementing the project.
- Peer to peer visits are part of the exercise and how this will be organized will be pre-arranged in agreement with the in-country partners. It is proposed that partner peer review teams will visit only one partner location in the same provinces where they are implementing and to keep the visits bilateral to avoid large groups of people as a COVID-19 precaution.
- Each visit will entail at least one field/monitoring visit, FGDs, Key Informant Interview(s)with at least 2 community leaders/local government officials and at least 2 staff interviews.
- Review available RTR tools and adapt if needed
- Review RTR documentations, develop RTR schedule in consultation with partners
- Facilitate exchange visits remotely
- Collect data
- Analyse data and compile learnings into draft report
- Revise report based on comments of members
- Prepare final report
- Ensure that analysis of data is constructive, do proper investigation of negative findings, check and account for bias in reporting
Peer review team, consisting of partner organisations :
- Establish availability and identify tentative dates for the visit, coordinating with SOS CV
- Designate staff responsible for visit:
- Define who are the peer review team
- Staff will be responsible for visiting project partners. Staff will conduct a peer-to-peer review, including answering questions, participating in discussion, etc.
- Receiving staff will have overall knowledge of programs, and will include colleagues that will enable them to answer all questions in the monitoring discussion guide (depending on sector, M&E, etc.)
- 1-3 key staff per host partner will be present to facilitate the entire visit, and as many others brought in at necessary times to answer questions in their area(s) of overview/expertise
- Make necessary logistical and security arrangements to receive the visits
- Collect qualitative data from monitoring discussion guide based on the list of questions developed by the lead
- Identify Best Practices and Learning from the organizations that will be useful to share/discuss with consultants
- Ensure consultants understand security and code of conduct
- Ensure consent from beneficiaries
- Undertake consultancy within the timeframe agreed
- Prepare and submit a plan for the consultancy and amend as required
- Undertake desk based review of program documentation
- Lead data collection and analysis processes (please note that multiple tools have been developed and are ready to be used)
- Ensure information collected is jointly analysed and recommendations developed with team members
- Facilitate (online) workshop to identify with in-country International & local partners’ staff adaptation actions for immediate follow up in the JR.
- Produce and submit report including practical report including key information learned, best practices and clear recommendations to improve ongoing projects and help improve the design of future Joint Responses (max 20 pages)
- Amend report in light of feedback from the DRA partners
- Submit final report as per timeline agreed
- Present key findings at reflection workshop
The consultant RRTR lead should have:
- Demonstrated experience in evaluation of humanitarian programmes, preferably with RTEs/RTRs;
- A sound understanding of the context in the Horn of Africa, especially Ethiopia
- Expertise in one or more of the relevant technical areas (FSL, WASH, MPC, Health) for this response.
- A sound knowledge of Humanitarian Principles; the Code of Conduct for the International Red Cross and Red Crescent Movement and NGOs in Disaster Relief; the Core Humanitarian Standard; and Sphere Minimum Standard in Humanitarian Response, as well as an appreciation of key challenges and constraints to their application in the relevant context.
- Strong facilitation skills and a creative approach to participatory workshops that focus on collaborative learning;
- Demonstrated analytical, communication and report-writing skills.
- Fluent written and spoken English
- Desirable: A good understanding of DRA funding
- The ability to travel within Ethiopia
How to Apply
Interested and Qualified Applicants should submit an Expression of Interest from November 23, 2020 and December 3, 2020 inclusive with the following:
- Brief CV along with a succinct rationale of how the consultant meet the requirements (max 2 pages)
- Work plan, including conceptual framework and methodology for how the work will be undertaken and a proposed schedule (maximum 10 pages, see requirements below)
- Indicative budget including daily rates in USD for each team member
- Contact details for two referees for similar type of work.
- Confirmation of availability to undertake this work and to deliver the report on time.
Interested & eligible consultants can collect and download the TOR from the below link:
Only Shortlisted applicants will be contacted
- Job City Ethiopia