Jordan: Review combined with Country Strategy Development

TERMS OF REFERENCE

FOR

LWF Jordan 2017-2020 COUNTRY STRATEGY

Program Title: LWF Jordan Program

Type of Mission: Reviewcombined with Country Strategy Development

Period of Review covered: 2012 – 2016

1. INTRODUCTION AND BACKGROUND

The Lutheran World Federation/ World Service (LWF/WS) has been active in the Middle East since the 1950s, operating in both Palestine and Jordan in response to the Palestinian refugee crisis. The Jordan program was set up in the summer of 2012. By the end of 2016, the program comprised of 15 projects, three fully operational offices, in Amman, Irbid and Zaatari, 41 staff and a budget of approximately EURO 3.3 mill. Since the beginning, the LWF has assisted refugees from the Syrian war and the Iraqi crisis accommodated in host communities and in camps, with the strategic objective of alleviating the consequences of the Syrian humanitarian situation in Jordan and upholding the dignity and rights of affected populations. From 2016, however, LWF Jordan started focusing on root causes interventions that have a longer-term, development-oriented vision for our presence in Jordan. This is expected to be elaborate in a new 3-year country strategy (2017-2020). Already in January 2016, LWF launched two 4-year education projects, to rehabilitate schools in Irbid and Amman Governorate, and to improve the physical and psychosocial environment for girls and boys, male and female teachers. In addition, a broad range of activities intended to increase resilience and promote stability will continue to target both vulnerable Jordanians and refugees. Up to date, LWF has provided assistance to 200,000+ vulnerable individuals in Jordan.

Main sectors of intervention:

1. Protection: Psychosocial support, conflict mitigation, recreational and life skill activities.
2. Education: Rehabilitation and construction of school, classrooms and learning environments.
3. Basic needs / Cash-based interventions: Distribution of food vouchers, unconditional cash distribution to vulnerable Syrian households, distribution of non-food items including school’s kits, school uniforms and hygiene kits.
4. Livelihood /WASH : WASH Rehabilitation of Jordanian schools and dwellings of Syrian refugees, including awareness sessions on hygiene and distribution of hygiene vouchers to conflict effected peoples.

The above sectors of intervention represent a continuation of the areas defined in the 2014-2016 Country Entry Strategy, with some of the programs and activities having developed beyond the original framework to reflect the protracted situation and the need for more medium-term interventions.

In light of the above, the development of a new country strategy is not only timely, but also urgent in order to provide the program with relevant strategic guidance for the next 3 years.

These Terms of Reference will provide a framework for the processes involving consultation with and participation of relevant stakeholders, and culminating in a final Country Strategy, to be presented to the relevant governance LWF body in May 2017.

2.OBJECTIVE OF THE Review and the CS PROCESS

The overall purpose is to support the LWF Jordan team in developing an LWF Jordan Country Strategy 2017 – 2020, in line with the 2013 – 2018 strategy of the Lutheran World Federation / Department for World Service, taking into account Government of Jordan’s policies and legislation. The ultimate aim is to support the advancement of the LWF’s objectives in order to achieve our vision and mission for the Jordan Program.

The strategy will be based on the strengths, comparative advantages and capabilities of the LWF Jordan program, the current and anticipated humanitarian and development challenges in the socio-economic and political context of Jordan. It will take into account the strategies of key stakeholders, including the local Lutheran Church, the Related Agencies of LWF, the Action by Church Together Alliance and its local Forum as well as the Jordan Response plan (JRP).

Most importantly, it will be based on the priorities and needs of the refugees and the host communities in Jordan, whose basic rights the LWF Jordan Programme seeks to protect and promote.

3.EXPECTED OUTCOMES AND OUTPUTS

Objective 1: To review the thematic interventions in light of the strategic priorities and objectives in the entry strategy, with a focus on distilling best practices and lessons learned.

Objective 2. To broaden the understanding of critical programmatic themes in Jordan and support the program

to orient itself towards thematic areas that intersect with the critical gaps and the program’s inherent strengths, in order to identify sub-themes and objectives that can be realistically addressed in a 3-year strategy.

Objective 3. To support LWF Jordan in designing an approach to implement the Jordan Country Strategy, developing and applying one or more Theories of Change, anchored in a rights-based approach.

Objective 4: To do the draft and final write-up of the LWF Jordan Country Strategy, in accordance with the LWF format for country strategies, including the Country Results Framework and related annexes.

4. THE PROCESS

4.1 Review

The review is seen as a situation analysis to take stock of the experiences of the LWF Jordan programme, and the consultant is expected to review the thematic interventions in light the strategic priorities and objectives in the entry strategy, with a focus on distilling best practices and lessons learned.

The main methodology used by the consultant for the review is document reviews implemented by LWF Jordan, and interviews with relevant stakeholders. Particularly, the review will include an analysis of external and internal evaluation reports, end of project reports, baseline studies and other pertinent country documentation. The findings of recent community consultations, stakeholder analyses, baseline surveys, impact assessments and program evaluations will inform the thinking and direction of the new strategy process. The list of relevant stakeholders will be jointly determined with the LWF Jordan Senior Management Team.

The review part of the consultancy should feed into the next steps for the development of the Country Strategy.

4.2 Steps to develop the Country Strategy

To adequately develop the Country Strategy, there is a need to broaden the understanding of critical programmatic themes in Jordan and support the program to orient itself towards thematic areas that intersect with the critical gaps and the program’s inherent strengths, in order to identify sub-themes and objectives that can be realistically addressed in a 3-year strategy. These areas are expected to include Protection with a focus on Protection / Psychosocial Assistance, Basic Needs (Cash Based Interventions), Education, Livelihoods, WASH and Interreligious Co-operation / Peacebuilding. Topics such as gender justice and environmental awareness are expected to be mainstreamed in all programs.

The specific processes may include:

Staff consultations as kick off with the consultant on the findings and recommendations of the review

Problem analysis/Theory of Change

Which key changes do we want to see, what are the root causes, what can we influence and how?

To be carried out with staff, rights holders and duty bearers, local church (if possible)

Community consultations

Done at each project locations with duty bearers and rights holder groups, as well as local church structures if present and influential.

Human resource mapping

A mapping of the project and program human resources to determine the level and quality of human resource requirements for efficient and effective operations.

Organisational capacity assessment

An internal appraisal of existing capabilities and aptitude to optimally deliver programmatic commitments, including possible structural changes of field location and ways of collaboration

Risk Analysis

This involves analysing the potential risks and designing appropriate risk management strategies and monitoring mechanisms for potential risk.

Partnership Analysis(including local partners and the ecumenical partners)

This involves analysing existing partnerships and discussing their strengths and weaknesses, and defining a suggested partner approach for the implementation of the new strategy.

4.3 Documentation and drafting the Country Strategy Paper

It is expected that the Consultant shall take the results of these various processes into account and come up with a comprehensive analysis to inform the Country Strategy.

The consultant shall compile the results of the discussion and put together the vision, mission, priorities, objectives and other pertinent information for the strategy. A Country Strategy work plan has been prepared by staff to map out the various activities and other details leading towards the final workshop (find attached).

4.4 Final Country Strategy Workshop

The draft Country Strategy shall be presented at the workshop to invite inputs and comments to improve and update it. Ahead of the workshop, the Consultant will provide an opportunity to Related Agencies (including but not limited to CoS, ELCA, FCA, CLWR, BfDW, IOCC), staff and other key partners to review and feed-back to the draft Strategy. The final workshop shall be held with staff to validate and endorse the direction of the LWF Jordan Country Program for the next three years.

5. ROLES AND RESPONSIBILITIES IN THE PROCESS

The Country Director is the focal person to coordinate the CS process, in consultation with the Program Manager and the Regional Program Coordinator for the Middle East and North Africa, as well as the Quality and Accountability Coordinator (or whoever she delegated the responsibility to). The two latter are both based in the LWF in Geneva.

An external resource person (consultant) shall be engaged in the different phases of the strategy building:

1. Examine CS template and review relevant strategic and planning documents for all SC members. Hold introductory interviews with SC management members, the CSP Committee, program staff, and review of SC program materials with the objective to get an in depth understanding of the individual SC member beliefs, priorities and programs.

2. Devise a visual representation of current programs and lessons learned. Prepare a new visual representation at completion of the workshop.

3. Plan and facilitate a workshop comprised to meet stated objectives for which one will be conducted internally and the third will involve stakeholders.

4. Write the Jordan Country Strategic Plan, based on the inputs from the strategic workshop. Validate, review and finalize the document in coordination with the Country Director.

The resource person should have expertise in strategic planning, preferably with WS country programs, competence in emergencies and development programming, organizational development and project management. Experience and background in Jordan is necessary. A separate Terms of Reference and Contract for the consultancy shall be developed.

6. Structure of Country Strategy Document

The final product of this process is a written Country Strategy document, which shall adhere to the Country Strategy Guidelines and format from WS.

7. DOCUMENTATION

The following documentation shall be forwarded to the CS participants:

Outputs:

1. A short report documenting the main findings of the review of LWF Jordan’s work in the period 2012 2016 evaluating, giving specific attention to lessons learned.

2. A map of current operations and future priority geographic intervention areas in Jordan.

3. Jordan Country Strategy in accordance with the LWF Country Strategy Format.

4. Key selection criteria for the consultant

Key selection criteria of the consultant are (1) excellent facilitation and strategic planning skills (2) knowledge of SC and rights based program and, (3) superior analytical and writing skills.

Specific Qualifications:

Proven facilitation ability to motivate a diverse group to prepare an institutional strategic plan using participatory approaches, managing conflict, multiple priorities and forging an amicable focused team committed to outputs.

Experienced application of Rights Based Approach to development processes experience developing institutional strategic plans.

Familiarity with The LWF International vision and mission and structures

Holds a degree in a relevant field such as sociology, development, Emergency relief, or psychology with additional studies in recent approaches.

Superior presentation skills, knowledge of adult learning methods, excellent communicator, pleasant personality

1. Expression of Interest

Interested applicants should prepare a detailed work plan including the following components:

1. Justification and relevancy of applicant’s ability to meet stated goals
2. Approach to achieve completion of all specified component outputs of the CS template
3. Proposed methodology and examples of their application
4. Timeline, including proposed duration, and program plan for workshop session
5. Cost proposal including: man days for preparation, implementation and report preparation; any additional resources needed; and daily rate
6. CV
7. 3 recommendations

VIII. Cost Proposal

Evaluation of 2012-2016 entry strategy verses outcomes

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Country Strategy

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Note: (please include transport and all included costs, LWF Jordan will only cover costs below). LWF Jordan will additional cover in country transport, in country housing and local manpower needed to complete the assignment.

*In addition to the LWF Jordan International Strategy, information about The LWF business plans will also be available to the consultant.

Deadline for proposals: February 28^th

Expected dates for evaluation and strategy development: March 10^th- April 15th

Please submit applications to info.jor@lwfdws.org