Ethiopia: Workshop and Guidebook Development on LRRD Programming (Linking Relief, Rehabilitation and Development)

TERMS OF REFERENCE

Workshop and Guidebook Development on LRRD Programming

(Linking Relief, Rehabilitation and Development)

Project Name: ReBuild – Resilience Building for Refugees, Internally Displaced People and Host Communities in Ethiopia and Uganda

Project Implementation Countries: Ethiopia and Uganda, with support from International Office Eastern & Southern Africa (ESAF) in Addis Ababa - Ethiopia and the International Branch Office in Nairobi - Kenya.

Project Number:

o ADA Contract Number: 2826-12/2017

o SOS GMS Number: 002003-2017

Introduction/Background

SOS-Kinderdorf Österreich (SOS Children’s Villages Austria / SOS AT)) was founded in 1949. The idea of “a loving home for every child” has since spread all over the world. Today SOS Children’s Villages is present in 135 countries, organized as a federation with SOS Children’s Villages International as an umbrella body.

SOS Kinderdorf Österreich (SOS AT) is part of the federation and is implementing as well domestic as international programmes, together with the respective national SOS CV member associations (MA). SOS CV Uganda is one of the focus MA’s for SOS AT. The cooperation with SOS UG and SOS ET is defined by the following principles of strategic and bilateral cooperation (non-exhaustive list)

• Goals:

• Individual support of focus countries to develop their programmes and portfolio

• Individual support of focus countries to reach their goals within strategy 2030

• Generating knowledge within the organization

• Activities:

• Knowledge exchange depending on the specific need of the MA

• Partnerships between locations in Austria and in the focus countries

• Public Funding:

• Watching out for funding opportunities (preferred for focus countries but also for others)

• Joint proposal development

• Implementation of projects funded by institutional donors (especially Austrian Development Cooperation)

SOS Children’s Villages believes in:

· Child development is best realized within a caring family environment.

· A child’s parents have the primary responsibility for the upbringing and the development of the child (Article 18, UNCRC).

· The state is the principle duty bearer in promoting and protecting child rights.

· The child has a right to receive special promotion and assistance from the state when deprived on his/her family environment and to be provided with alternative care (Article 20, UNCRC).

· Civil Society Organizations, such as SOS Children’s Villages organization, have an obligation with regard to children’s rights. Working with governments can support the state in fulfilling its responsibilities in regard to children’s rights

ReBuild is a two-year intervention representing its first phase. It is implemented through a partnership between SOS Austria, SOS Children’s Village International (CVI), the National Associations of SOS Ethiopia and SOS Uganda and local Community Based Organizations in cooperation with the Governments of Ethiopia and Uganda. The themes identified are in line with the current programmatic and strategic themes and model of SOS family strengthening program (FSP) and ADA policies.

The main objective of the ReBuild project is to contribute to improved resilience of IDPs, refugees and host communities in Ethiopia and Uganda. Based on the assumption, that it takes multidimensional approaches in order to achieve sustainable results in regards to resilience building of the target group, the main interventions strategies of the ReBuild project are described here. The intervention logic is based on four thematic pillars.

Economic empowerment

Instead of relying on hand-outs beneficiaries are empowered to employ strategies to meet their needs independently.

Psychosocial support and life skills

Having gone through the stress of migration and being uprooted, psychosocial support and life skills are an important element of regaining stability and becoming resilient.

Gender equality and child protection

Children are more vulnerable in general and even more so in a migration context. Women also face sometimes extreme challenges (e.g. exploitation, GBV, etc.) when they are forced to leave their homes. Girls, suffering from the intersectionality of those threats, are in a particularly difficult and vulnerable situation. It was therefore indispensable to include gender and child protection in the design of this project.

Capacity development

Investing in the development of the capacity of local NGO’s, CBO’s and CSO’s to plan, implement and monitor projects with an LRRD approach is a key endeavour for sustainable resilience building in their respective communities.

The ReBuild project, which is 70% co-financed (of total EUR 714,285) by the Austrian Development Agency (ADA) with EUR 500.000 and 30% by SOS Austria at EUR 214,285 is running from 01.09.2017 to 31.12.2019. Therefore, this assignment is one of the final key activities under the ReBuild project.

Contributions to and integration into the larger context

1.SDGs

ReBuild aims at contributing towards the following global goals for sustainable development:

Goal 1. End poverty in all its forms everywhere

• 1.1 By 2030, eradicate extreme poverty for all people everywhere, currently measured as people living on less than $1.25 a day
• 1.4 By 2030, ensure that all men and women, in particular the poor and the vulnerable, have equal rights to economic resources, as well as access to basic services, ownership and control over land and other forms of property, inheritance, natural resources, appropriate new technology and financial services, including microfinance

Goal 2. End hunger, achieve food security and improved nutrition and promote sustainable agriculture

• 2.4 By 2030, ensure sustainable food production systems and implement resilient agricultural practices that increase productivity and production, that help maintain ecosystems, that strengthen capacity for adaptation to climate change, extreme weather, drought, flooding and other disasters and that progressively improve land and soil quality

Goal 4. Ensure inclusive and equitable quality education and promote lifelong learning opportunities for all

• 4.4 By 2030, substantially increase the number of youth and adults who have relevant skills, including technical and vocational skills, for employment, decent jobs and entrepreneurship
• 4.7 By 2030, ensure that all learners acquire the knowledge and skills needed to promote sustainable development, including, among others, through education for sustainable development and sustainable lifestyles, human rights, gender equality, promotion of a culture of peace and non-violence, global citizenship and appreciation of cultural diversity and of culture’s contribution to sustainable development

Goal 5. Achieve gender equality and empower all women and girls

• 5.1 End all forms of discrimination against all women and girls everywhere
• 5.2 Eliminate all forms of violence against all women and girls in the public and private spheres, including trafficking and sexual and other types of exploitation
• 5.5 Ensure women’s full and effective participation and equal opportunities for leadership at all levels of decision- making in political, economic and public life

Goal 8. Promote sustained, inclusive and sustainable economic growth, full and productive employment and decent work for all

• 8.3 Promote development-oriented policies that support productive activities, decent job creation, entrepreneurship, creativity and innovation, and encourage the formalization and growth of micro-, small- and medium-sized enterprises, including through access to financial services
• 8.6 By 2020, substantially reduce the proportion of youth not in employment, education or workshop

2.EU GAP II

The ReBuild project aligns well with and contributes to the following EU GAP II thematic priorities and objectives:

• Objective 7. Girls and women free from all forms of violence against them (VAWG) both in the public and in the private sphere.

• Objective 9. Protection for all women and men of all ages from sexual and gender based violence in crisis situations; through EU supported operations.

• Objective 14. Access to decent work for women of all ages.

• Objective 15: Equal access by women to financial services, productive resources including land, trade and entrepreneurship.

• Objective 19: Challenged and changed discriminatory social norms and gender stereotypes.

3.National Development Plans of Ethiopia and Uganda

The ReBuild project has been designed in line with the national development plans of the governments of Ethiopia and Uganda and their respective policies as relevant to the ReBuild topics. In Ethiopia, coordination with government policies and strategies regarding TVET is key. Workshops that will be held with the private sector and possible arrangements will be made through the government. Workshops could be as well formal as informal but will however be in line with the government’s TVET, Education Sector Strategy Programme (ESDP) III and Industrial Development Strategy policy frameworks.

In Uganda, SOS has a working relationship with Ministry of Gender Labour and Social Development and it’s a member of technical working group on child protection, gender reference working group. Elsewhere, SOS CV Uganda collaborates with the Ministries of Health; Education and Sports; Internal Affairs and Office of the Prime Minister mandated to handle migrants for technical support resources to improve quality of service provision and child protection. SOS is also an active member of the Uganda Child Rights NGO Network UCRNN). This network is involved in coordinating over 200 child care organizations and spearheading formulation and implementation of child related policies for the well-being of the children. At the grassroots level, SOS collaborates strongly with community leadership structures both government and civil society engaging in community advocacy awareness, capacity building interventions

4.ADC Strategy

Further details on ADA’s strategic focus can be found here: http://www.entwicklung.at/en/ada/

5.SOS CV Strategy 2030

The overall objective of ReBuild is to contribute to SOS Children's Villages global strategic objective 2020 (one child, one friend, one movement) to respond to the needs and rights of 1,000,000 most vulnerable boys and girls and enable them to grow in a caring and responsive family and community environment.

While the strategy 2020 was the guiding element for SOS Children’s Villages by the time of designing the ReBuild project, a new strategy has since been developed and was adopted in 2017. The new Strategy 2030 is henceforth the guiding document for strategic program development and needs therefore be taken into account for this consultancy in order to produce relevant information that can be used for new program and project designs.

ReBuild Objectives and results

The project’s strategy is based on a process oriented approach, which is highly participatory, involving all stakeholders in defining needs and responses and which provides opportunity for communities to develop more detailed action programs based on stronger knowledge and understanding of what is possible, what addresses needs most appropriately and what will work. The main outcomes anticipated from this approach are:

a) an increased capacity of the target communities to organize, articulate their needs, negotiate interests and entitlements, plan and support their child care, protection and development initiatives;

b) the strengthening and/or creation of self-managed local institutions/community structures that support community-based child care and development initiatives;

c) the emergence of community-level extension agents or volunteers able to advocate for the rights of children and to mobilize resources to support their communities’ development priorities.

(please refer to the Project Logframe for more information)

Partnership and cooperation

SOS Austria is cooperating with the three project implementing partners: SOS Ethiopia, SOS Uganda and the Regional Office for Eastern and Southern Africa (IOR ESAF): IOR ESAF is located in Addis Ababa / Ethiopia and has a branch office in Nairobi / Kenya where the financial coordination of the ReBuild project is located. The role of the SOS International Office Region (IOR) Eastern and Southern Africa (ESAF) in this project is to provide program, financial management and organizational support to National Offices / Member Associations (SOS Ethiopia and SOS Uganda) and strengthen measures for child protection, gender, transparency/accountability and anti-corruption. The IOR has also the role of monitoring and controlling the Member Associations operations and ensures compliance with federation policies and standards through advice, guidance, information, knowledge sharing and capacity development.

Target groups

UGANDA

The project directly targeted 200 women headed families in the camps with their children and youth. This is because statistics shows that there are more women and children refugees reported to be vulnerable compared to their male counter parts. They have limited and or no access to socio-economic services to enable them to survive in the host country. Within the host communities, additional 100 families have been supported according to the vulnerability assessment. The selection was supported by the community structures so that the right families were mapped and regularly monitored. Besides 16 SOS staff/partner/service provider were targeted with various interventions.

ETHIOPIA

The project will be implemented at Gode town of Shebele zone Somali region. This is one of the big cities in the region where high numbers of internally displaced people, especially youths, migrate. As a consequence, it serves as transiting site to and from other towns in the region, to and from African countries such as Somalia and Libya. In this town, the project will directly reach; 180 families with their 270 youth/children from IDPs and 20 families and their 30 youth/children from the host community. Besides, an estimated 3000 (60% women) community members (youths, religious leaders, clan leaders, CBO leaders and government officials) have been reached through capacity development and awareness raising interventions. 13 SOS CVE co-workers and 80 government officers were targeted with workshop & experience sharing activities.

All the project interventions of ReBuild aim to reach the main target group of SOS Children’s Villages, directly or indirectly. The main targets of this intervention are vulnerable boys and girls especially those who have lost or are at risk of losing parental care. These include orphans, those children living with chronically-ill parents/caregivers (living with AIDS or under other life threatening conditions), children living in orphan-headed households (sheltering one or more orphans), and children separated from parents or living with elderly caregivers. Other target groups include care givers, key implementing partners, community support structures and SOS member associations; namely SOS Ethiopia, Uganda and member associations in ESAF and IOR ESAF. The project will therefore focus on the two categories of beneficiaries as follows:

1.The Partners

a) Name of Organization in Austria

SOS-Kinderdorf Österreich, Stafflerstraße 10a, 6020 Innsbruck, Austria

b) The Implementing Partners

SOS Children’s Village of Uganda Trust, P.O. Box 27510, Kampala, Uganda

SOS Children’s Villages Ethiopia, Bole Sub City, Kebele 03/05, House No 2/229, Addis Ababa, Ethiopia

SOS Children’s Villages International, Regional Office for East and Southern Africa (ESAF) P.O. Box-2491, 1000 Addis Ababa, Ethiopia

c) Austrian Development Agency (http://www.entwicklung.at/)

The Austrian Development Agency (ADA) is the Operational Unit of the Austrian Development Cooperation (ADC). It is in charge of implementing all bilateral programmes and projects in ADC's partner countries and administers the budget earmarked for this. Another focus of ADA’s operations is education and information in Austria to convey the issue of development cooperation to a broader public.

The Austrian Development Agency cooperates with non-governmental organisations (NGOs) and combines official development assistance with numerous civil-society initiatives. This way, government and civil society make a joint contribution to poverty reduction and improving the conditions of life in developing countries.

The framework programme for Austrian NGOs is one of the various co-financing instruments in the collaboration with NGOs. The projects are based on the NGO’s own initiatives and are directed at meeting the actual needs of the target groups in developing countries. Per definition, an ADA framework programme consists of coherent and interactive programme interventions with a common strategic and development objective.

2.LRRD in ReBuild Project

LRRD Introduction

For more than 60 years SOS Children’s Villages has been implementing long-term child development programmes with interventions that respond to the situation of children who have lost parental care or at risk of losing it. These responses not only support families to become strong, so that they can provide a caring family environment for their children’s development, but also enabled children develop to their full potential within a caring family environment, so that they are able to become self-supporting and contributing members of society.

In addition to the long-term development programme, SOS Children’s Villages has been implementing emergency response programmes to respond the needs children and their families in an emergency situation. Though, SOS Children’s Villages is not considered to be a primary emergency organization, the increase in disasters world-wide has fostered a need for humanitarian organizations to improve its response capacities. Hence, SOS Children’s Villages has itself been involved in a number of emergencies, often in countries where it already has a presence. The knowledge of the local situation, local staff, logistics and infrastructure has proved to constitute important advantages in the immediate relief of disasters.

Tackling forced migration effectively requires coherent strategies which provide humanitarian assistance and protection, activities and policies tackling reconciliation, sustainable return and re-integration of displaced persons and migrants, and addressing the root causes of instability. These challenges are not only the responsibility of the receiving countries but of all stakeholders, including the countries of origin, the international community, NGOs, as well as the migrants, refugees and IDPs themselves. The role of NGOs in the development process is instrumental and advocacy and campaign can be efficient instruments to influence the policy environment and the public debate. Furthermore, NGOs provide social services facilitating the development and integration processes, such as health care, legal advice, vocational workshop, microfinance, support, etc.

Development projects should carefully balance the needs of the refugee population and the needs of the receiving communities in order to prevent new conflicts or hostility where the host community regards the migrants as a burden. It is therefore critical to promote projects dedicated to reinforcing solidarity links and inter-community dialogue bringing together the migrants/refugees and the local population of a given area. Involving migrants in the design of a coherent development/poverty reduction strategy is also a fruitful strategy to pave the way for a democratic and inclusive society where different groups of people coexist peacefully.

After a disaster event the priority is to save lives and ensure that basic needs are taken care of (shelter, water, food, security). Increasingly though, there is recognition of the need for preparation before a disaster, and for thinking beyond the emergency phase when responding. “S*imply rebuilding communities to pre-disaster standards will recreate the vulnerabilities that existed earlier and expose them to continuing devastation from future disasters. [at its core, building back better] advocates for the restoration of communities and assets in a manner that makes them less vulnerable to disasters and strengthens their resilience.* (Hasan 2015). This statement clearly makes a link between disaster response work and the need to build and strengthen capacity – good humanitarian action requires a development mindset in addition to the emergency action oriented mentality of disaster response.[1]

In the past two decades, there were attempts to bridge from SOS Children’s Villages emergency response projects to SOS Family Strengthening Programmes (FSPs) which make the link of relief to rehabilitation and development programmes. Despite these patchy and sporadic attempts, the need to link relief to rehabilitation and development (LRRD), is one of the key agendas for SOS Children’s Villages as it helps deliver better response to crisis-affected populations and vulnerable groups in a sustainable way. (Some other terminologies prefer the term “nexus” instead of LRRD, however the meaning is still the same.)

The basic idea of LRRD is to link short-term relief measures with longer-term development programmes in order to create synergies and provide a more sustainable response to crisis situations. However, the link between relief, rehabilitation and development, is still discussed as the “grey area" between humanitarian aid and development. LRRD programmes progressively take over from emergency aid so as to stabilise the economic and social situation and facilitate the transition towards medium and long-term development strategies. For example, the current Family Strengthening Programme in Gode zone of Somali Regional State of Ethiopia has started as emergency relief and later changed into a fully-fledged development programme.

However, after the famine in the Horn of Africa in 2011, it’s time to critically recognise that SOS Children’s Villages response to the emergencies is more of reactive and dominated by crisis management, rather than anticipatory and focused on preventive risk management.

Much as it is important to empower IDPs, Refugees and host communities, it is crucial to build the capacity of SOS staff of the two implementing NAs and the IOR ESAF in LRRD, its principles, implementation and what it delivers to crisis-affected populations and vulnerable groups. Particular emphasis will be placed on capacity development. The activity that is hardest to support in both humanitarian and development assistance is capacity development. This has been on the agenda for a long time in the development community, with its longer term approach and more strategic interaction with beneficiaries. In humanitarian assistance it has been less of a focus. However, capacity development is the activity that will yield the highest results in linking relief and development. People in the beneficiary country tend to stay there and contribute to humanitarian response and to the development of the country. They are also important agents of preparedness— the other side of the LRRD- coin. Supporting them is both, life- saving and sustainable— the ideal combination called for by LRRD.^[2]

Therefore, to ensure better understanding of the various models of LRRD, the context of its implementation, at regional and local level, this joint learning forum is organized and facilitated with the purpose of discussing improved linkage between relief, rehabilitation and development (LRRD), harmonization of activities, as well as exchanging of information and sharing of experiences on LRRD.

3.Purpose

The Consultant undertakes to perform the services with the highest standards of professional and ethical competence and integrity. The Consultant(s) is required to perform the following functions at the minimum:

I. Facilitate LRRD workshop:

The workshop will bring the 2 implementing teams from Uganda and Ethiopia together, creating a space for exchange and learning. The workshop design needs to cater for 3 core elements:

1. Learn new things from an expert: (theory input) Receive relevant input on LRRD (tested approaches, best practice and worst-case examples, key challenges and successful solutions, important do’s and don’ts, etc.) based on the expertise of the consultant.

2. Learn from each other: (experience sharing, reflection on theory input and shared experiences)

3. Learn from practicing: (trying out things that have been learned during 1. and 2, or organize visit to a community or a project with good success story.)

Those 3 core elements have to be clearly identifiable in the workshop agenda in such a way that the learning outcomes can be named and described by the participants immediately after the session. The consultant, in regards to the workshop, is expected to deliver the following:

o Developing the agenda for a three-to-four-day workshop (taking in to account the above mentioned 3 core elements); the methodology has to be as participatory and interactive as possible in order to facilitate a state of the art adult learning process.

o A set of workshop materials, including

• Workshop agenda (time table and topics) for participants;

• Workshop Manual/Guide for facilitator and organizers,

• Resource Package for participants (e.g. further readings; recommended manuals, etc.) preferably as an electronic copy

• Handout for participants containing the theory input material (word, power point or alike)

o Facilitate the workshop based on the agreed agenda, methodology and outputs/outcomes.

II. Develop LRRD guidebook: After having successfully conducted the LRRD workshop, the consultant will use the information gathered during this learning process to provide a customized LRRD guidebook. To do this, he/she will need to link the provided theoretical input to the practical experiences and reflections of participants, and will also integrate the reactions to the practical exercises done during the workshop. The LRRD guidebook will be used as a practical guide for the application of LRRD approach at family and community level in SOS projects such as the upcoming ReBuild Phase II project. This is the most sought after deliverable.

III. Final Report along with workshop materials: This will be finalised after conclusion of the workshop based on participants’ observations and feedback.

Key Elements of the Assignment (see also 3 core elements above) include but are not limited to,

· Transmitting key knowledge about

o LRRD strategies/approaches

o Current best practices relevant to SOS’s FSP context

o Gender equality and environmental protection in LRRD programming (e.g. gender in emergencies / environmental impact in development programming, etc.)

o LRRD stakeholder mapping in Uganda and Ethiopia as far as they are relevant to SOS FSP context

o Opportunities and challenges

· Highlighting opportunities for participatory advocacy / policy dialogue for LRRD issues

· Experience sharing among the participants on introduction of LRRD in Uganda and Ethiopia

· Present examples of methods to introduce LRRD to the audience with practical exercises and reflections

4.Approach and Methods

The consultancy consists of several phases:

Contract and Kick-off meeting: Contract is signed and a discussion of the assignment takes place. First documents, including available data, are provided to the consultancy team.

Desk Study: The team of consultants studies all necessary project documents and relevant specialized literature.

Inception-Phase: In the inception report, the consultants will describe the design of the assignment. He/She will provide all deliverables as described under chapter 3. Purpose, paragraph I. Facilitate LRRD workshop. The workshop design and related materials will be discussed with the organizers to allow for adjustments if necessary.

Workshop: the consultants will facilitate an LRRD workshop that will be attended by SOS ReBuild project staff from Ethiopia and Uganda.

Final Draft Report: Submission and presentation of final draft report, inclusion of comments from project team.

Final Report, including workshop materials: Submission of final report.

a. Methodology

The consultancy will be based on the secondary analysis of available SOS and other documents (Government and inter-government policies and strategies such as CRRF (Comprehensive Refugee Response Framework)as well as on primary data collection among key project team members using a survey monkey to check on staff’s level of understanding.

5.Process

a.Timeline

A maximum of 20 working days is currently estimated for this assignment.

Action

· Submission of bid (electronically) - 13 Oct 2019

· Contract signed and documents provided - 17 Oct 2019

· Kick-Off meeting - 23 Oct 2019

· Desk Study – 24 Oct – 1 Nov 2019

· Submission of draft inception report, with simple draft LRRD Guidebook – 8 Nov 2019

· Comments on the inception report - 11-13 Nov 2019

· Inclusion of comments in inception report and Submission of final inception report - 15 Nov 2019

· Workshop facilitation – 2-5 Dec 2019

· Workshop report submission - 13 Dec 2019

· Submission of LRRD Guidebook final draft – 16 Dec 2019

· Collection and inclusion of feedback in final draft report – until 20 Dec 2019

· Submission of final LRRD Guidebook and workshop report: - 23 Dec 2019

b.Budget / Payment

The consultant shall elaborate a working plan with the number of estimated working days to fulfil the contract of services and daily fee. Upon preliminary selection of one bid the price will be negotiated between the consultant and the contractor.

c.Support services

SOS Children’s Village will provide support (information/interviews; providing relevant documents, feedback to draft documents produced, logistics (venue, participant’s travel arrangements and hotel, etc.) participation at the LRRD workshop.

6.The Consultancy Team

The ideal consultancy team will consist of

· One international consultant (team leader), ideally originating from either Uganda or Ethiopia. Plus, one other consultant. The aim is to have good knowledge of the national contexts within the team of consultants. At least one of the two consultants should be a woman.

Key qualifications in the team should be:

o Relevant academic degree (master level) in one or more of the following fields: Humanitarian Programming, Development Studies or any other directly related discipline.

o A minimum of 10 years of experience and expertise in closely-related (geographically and thematically) projects. Geographically: Ethiopia, Uganda, Eastern African Countries; thematically: Community development, gender programming, humanitarian program, migration, LRRD, socio-economic strengthening, etc.) (written testimonials of such need to be submitted with the application; one of the most sought after requirements for shortlisting)

o Team leader and member(s) have conducted at least three similar consultancies in the last five years, in a relevant field (written testimonials of such need to be submitted with the application, this is also one of the most sought after requirements for shortlisting) and ideally as team leader in at least 1 consultancy of closely related projects implemented by INGOs (applicable to the team leader)

o Knowledge of Ethiopia and Uganda with focus on topics such as community development, gender programming, humanitarian program**, migration, LRRD**, socio-economic strengthening, etc.

o Working experience in Ethiopia and Uganda

o Experience in project cycle management

o Experience and expertise in evaluating cross-cutting issues, e.g. gender equality, child protection, environmental impact, social impact

o Experience in analyzing a theory of change

7.Reports

The consultants will submit the following reports:

· An inception report, simplified draft LRRD Guidebook and workshop materials (agenda, workshop guide, methodology – in light of human rights–based approach, handouts, resource materials)

· Final LRRD Guidebook, with inclusion of human rights–based approach

· Final Workshop Report

All reports need to be written in English.

The executive summary should summarize key findings and recommendations.

The key elements of the guidebook need to be developed in a way that allows for practical implementation at family and community level in the second phase of the project, starting in 2020. An outline of the report’s structure needs to be agreed upon during the inception phase.

The quality of the reports will be judged according to the following criteria:

· Completeness of title page and opening pages

· Assessment of executive summary

· Clearly defined scope of the consultancy

· Transparent description of methodology of consultancy

· Interactive and appropriate choice of workshop facilitation methodologies

· Use of information from project team members

· Inclusion of cost-benefit analysis of LRRD programming where relevant

· Recommendations that are based on evidence

· Lessons learned that pertain not only to the ReBuild project but have wider relevance to other interventions, and

· Completeness of annexes of the reports.

8.Co-Ordination/Responsibility

Valerie Neuhold-Maurer (valerie.neuhold-maurer@sos-kinderdorf.at) and Zerihun Endale (Zerihun.Endale@sos-kd.org) will be the contact persons for this consultancy.

9.Available documents

The following documents will be availed to the review team upon request:

· Project Proposal Documents including logframe

· Annual Report / interim reports

· SOS Internal documents & manuals, and

· SOS Children´s Villages International Strategic Plan 2030

^[1]**Linking Relief, Rehabilitation, and Development, paper prepared for SOS Children’s Villages’ GER Team by Jim Emerson, September 2016

[2] http://www.disastergovernance.net/fileadmin/gppi/RTB_book_chp8.pdf

Valerie Neuhold-Maurer (valerie.neuhold-maurer@sos-kinderdorf.at) and Zerihun Endale (Zerihun.Endale@sos-kd.org) will be the contact persons for this consultancy.