Overview of CTG Global
CTG support and manage humanitarian projects in fragile and conflict-affected countries around the world. With past performance in 15 countries – from the Middle East, Africa, Europe, Asia and Central and South America – we offer a holistic fabric of project management, implementation and support. Skilled in emergency response to crises such as the Ebola outbreak in West Africa, we have the ability to act quickly (crisis response teams can be on the ground in 24 hours) and to establish structured operations in high-risk environments. CTG recruit and manage qualified, skilled teams with extensive experience operating in challenging conditions.Overview of position
Yemen is one of the poorest countries in the Arab region facing multiple challenges and humanitarian crisis. The conflict in Yemen continues to cause immeasurable suffering while destroying livelihoods, homes, communities and essential civilian infrastructure. The collapse of local institutions due range of structural problems (example: lack of salary provision for almost two years now), stoppage of central funding to the governorate and district local and executive body, deteriorating service delivery (at the brink of failure), livelihood and humanitarian conditions,the local community-what remains of local councils, community institutions; VCC, social figures and civil society- is the active player in the district current humanitarian landscape. Local community played a crucial role in alleviating the war’s impact on the population in general. Since 1994, Yemen has gone through the experimenting the local governance structure to balance the centralized authority over governorate and district. The introduction of Local Authority Law (LAL) in 1995 was regulated later in 2000, entitled Organs of the Local Authority, which defined some of the main features of what was called, the local authority system. The protracted crisis in Yemen has significantly weakened the institutional arrangements at both horizontal and vertical levels. The trust deficit between community and duty bearers has widen unexpectedly. Handful institutions such as water, agriculture, livestock and local council do perform their duties limited to technical or advisory support; based on the availability of incentive or monetary support by the agencies or humanitarian partners. One of the key challenges for local authority systems is the lack of public or government funding. Since the beginning of 2015, no new budgets have been endorsed and local authorities are operating based on their 2014 budgets, the last ones endorsed by parliament. The local council previously managed to obtain funding from the central support, has significantly dropped or no more there. Income from local sources- such as taxes and fees, that previously brought millions (average 20-30 million YER per year) has dropped considerable due to economic fall out of the war. Locally raised revenues from residents and businesses in the district have all but evaporated. Such massive losses in funding would have devasted government services provision even in peacetime, but in the light of ongoing conflict and collapse of private economy, the resultant humanitarian crisis and widespread damage to infrastructure, local governance across the country have been eroded and unable to provide most basis public necessities, just when Yemenis-particularly in rural areas needed the most. The current crisis has weakened the social contract at the local level which can aggravate social tension and conflict among community and institutions, if not intervened to diffuse or trade off in supporting local governance in crisis context. Social relations are being strained and divisions are hardening at the community-level. Disputes over services, resource management, and social issues quickly escalate due to the presence of vacuum of referral services and formal conflict resolution mechanism. Protracted crisis and conflict is altering the social norms and challenging the aid delivery and service provisions. Youths appear to be increasingly taking up violence as means of conflict resolution. Despite the current volatile environment, there exists a shared country, history, and culture. Dialogue processes allow acknowledging differences while at the same time making space for a dialogue that encourages Yemenis to act on their commonalities. ERRY implementing partners; Search for Common Ground (SFCG) and Partner Global Institute (PGI) intervened by tapping the commonalities as an opportunities and tools for conflict mitigation approach. The implementing partners; SFCG and PGI has not only focused on sensitizing targeted communities but also bringing affected communities together to have a common dialogue and identify self-intervention led solution. This traumatised and deeply divided population require more than simply food, medical supplies, and fuel. Divided communities additionally need the means to come together through joint actions which increase their community’s resilience and highlight their mutual needs and greater combined strength. Local governance and social cohesion remain at the centre of the resilience building approach and tools for the affected communities in Yemen through Enhanced Rural Resilience in Yemen (ERRY).
ERRY, a joint programme is currently being implemented in four governorates; Hajjah, Hodeidah, Abyan and Lahj. FAO, ILO, our client and WFP are the partners UN organizations implementing ERRY. Our client implements four components with the overall objective to build resilience of the affected communities; livelihood improvement, provision of access to solar energy, building social cohesion and local governance.
ERRY program has two expected outcomes to contribute to:
Outcome 1: Communities are better able to manage local risks and shocks for increased economic self-reliance and enhanced social cohesion;
Outcome 2:Institutions are responsive, accountable and effective to deliver services, build the social contract and meet community identified needs.
VCC (community level institution, a model promoted by SFD where ERRY has capitalize in its intervention) establishment has led an effort for the better organization, planning and prioritization of needs. Implementation of community plans (resilience), has raised hope for the continuity of governance institutions with bare minimum expectations in the crisis context. This is to highlight that, the community level governance institutions remain ad hoc in the Local Authority Law (established in 1995 and regulated in 2000), is the only mechanism today in Yemen for aid and service delivery due to lack of presence of district local authority system. SFD has intervened into the formal local governance mechanism to strengthen the capacity of local council and executive agencies to establish linkages with community institutions and improve planning, budgeting and implementation to enhance service delivery. The local governance intervention under ERRY has suggested hybrid local governance model with the composition of bottom up and top down approach to ensure that, the formal local governance structure continues to function with bare minimum capacity with the support of community level institutions; primarily VCCs. The community resilience plan has focused identifying the priority needs, mapping existing natural, physical and human resources, identification of hazards and conflicts to mitigate and improve basic service delivery are some of the main features. Once community identifies the priorities, they are categorized in self-help initiatives and matching grants. The self-help initiatives trigger from the block grants where targeted communities go beyond the funding and mobilize in kind resources to address the local service delivery issues such as access, community infrastructures etc. There are more than 350 self-help initiatives compare to matching grants provided; 229 so far.
At the district level, district management team (DMTs) to support the executive agencies and local councils in maintaining the district level governance functioning, were formulated. For checks and balances with proper accountability mechanism, citizen monitoring team represented by communities have been established to monitor the progress and quality of the service delivery projects by the local authorities. At the community level 187 VCCs established, 187 resilience plans developed and implemented. 8 districts recovery plans were also developed, and district level service delivery projects are being implemented in those districts in education, health and WaSH sector. The effort is also to strengthen the horizontal and vertical linkages promote social cohesion and social contract in the targeted districts. VCCs formation, training and capacity of members of VCCs on participatory approach, facilitation of community resilience planning and implementation are major interventions at the community level.
In terms of Social Cohesion, the implementing partners; SFCG and PGI have identified and trained 229 insider mediators (33% are women). The role of insider mediator is to create awareness among the targeted communities, facilitate dialogue process and mentor communities to implement self-initiatives. At the initial stage of the intervention, a conflict scan is being done to identify local conflicts. The insider mediators were provided training of trainer courses to build their skill on negotiation, mediation and conflict resolution. At the district level, community committees were set up to facilitate the community dialogues to discuss the existing conflict and prioritize resolution. The community dialogue is a forum where parties to conflict meet, discuss and identify the conflict resolution. During the process of community dialogue, the participants were trained on proposal writing, financial management and M&E and provided mentorship support to both insider mediator and community dialogue participants to lead the conflict resolution implementation with their ownership. So far 65 community dialogues were organized in the targeted districts where more than 2,500 participants participated. 41 small scale conflict resolution interventions have been made to resolve the local conflict.
Our client is seeking for local governance and social cohesion impact assessment consultants (southern and northern regions) to support the ERRY team understand the changes (if any) took place against the baseline parameters. The assessment would be a critical tool to measure the outcome level intervention on local governance and social cohesion. It will also be important to understand, how the intervention has helped targeted communities and district authorities to prepare better to deal with shocks and stresses in crisis context under the local governance and social cohesion component.
The objective of the consultancy is to assess interventions, shift in capacities and conditions local governance and social cohesion interventions at the community and district levels (sample size 20% small scale block grants and 30% of conflict resolution grants) and capture intended and unintended impacts in four governorates and districts in terms of enhancing service delivery aspects of the community-based resilience building in crisis context in Yemen.
To achieve the above objective, two consultants (for south and north) will be hired. The assignment will be based on quantitative and qualitative data collection and analysis. The consultants will design a local governance and social cohesion assessment framework with two key elements;Planning and institution building: impact of VCCs establishments, community mobilization, community resilience planning, development of district recovery plans and district management team (ad hoc team) and citizen monitoring framework for transparency and accountability to service delivery. Impact of insider mediators, community development committee (CDC) and community dialogues in facilitating interaction between parties of conflict and beneficiaries, key conflict drivers at the local level and importance of community-based approach to identify the conflict and its resolution.
Delivery:impact of community-based infrastructure through small scale initiatives, provision of solar energy for public institutions (school, health center and local offices), implementation of conflict resolution to rehabilitate services etc. The above two elements will focus on intended and unintended impacts due to the intervention of local governance activities in the target communities. The impacts will be captured using the lens of ongoing crisis as well as conflict. Impact of conflict resolution grants in terms of increasing social cohesion, community relationship and solidarity. Whether the implementation of conflict resolution grants has improved access to basic services to the affected communities and helped building trust between displaced and host communities. It will also be critical to capture whether conflict resolution implementation helped targeted communities to organize themselves better for any other existing conflict.Intended impacts; role of community institutions (VCCs) in preparedness and mitigation of shocks and stresses, resilience plan addressing priority needs including basic services and immediate needs, importance of bottom up resilience building in crisis context to improve service delivery etc. Role of insider mediators in mitigation of conflicts, preparation of conflict scans, dialogue proposals and supporting targeted communities in the implementation and monitoring of conflict resolution grants.Unintended impacts: community engagement in striking balance on humanitarian aid delivery and resilience building opportunities through VCCs, building trusts with local authorities and power holders to support vulnerable groups through local governance instruments, community institution building key to enhance social cohesion and thus building peace at the community level etc.Gender profile of the local governance and social cohesion intervention will be developed and analysed for both south and north separately.The role of women and men in community institutions such as VCCs (50% are women), insider mediators (33% are women), community dialogue and process of their influence in needs and conflict resolution prioritization will also be assessed. It will be critical to assess how women and men have placed their priorities under the community resilience planning, dialogue proposals and implementation to address the vulnerabilities to overcome shocks and stresses differently.The assessment will also capture whether increased women’s mobility due to conflict and their engagement in VCCs has helped in reducing vulnerabilities or not for improving access to basic services and GBV/protection.The consultants will also reference the baseline survey report conducted by joint coordination unit (JCU). The assessment framework will be reviewed with the technical input from our client. Sample communities will be identified by the consultants with our client for both south and north. The analysis of the above will also requires classification in terms of what works well and does not in the southern and northern regions to improve the overall local governance and social cohesion intervention design in terms of enhancing service delivery in future interventions. The consultants will also review the ERRY local governance and social cohesion database and select samples (20% block grants and 30% small scale conflict resolution grants) from all four governorates. The sample will compose of control and treatment to compare the changes and impact in ERRY and non ERRY interventions in the same target locations. Data collection tool, processing and analysis will be based on digital platform method such asKobotoolbox/Mobenziwhere technical team of our client and consultants will have equal access during the assignment period. Local governance and social cohesion assessment framework will be developed on the digital platform including survey questionnaire and other tools. The consultants will hire enumerators team to collect the data using the digital platform. Our client will have access to the data platform from the beginning of the collection so that timely input can be provided if needed for survey and quality of information collection. The data collection tools such as survey, FGD, KII and documentation of good practices will be applied. The data collection will include voice and video recording of focused group discussion, key informant interviews and testimonies and that will be uploaded on the digital platform. The primary and secondary data will be presented to our client team for a review. Data processing and analysis will be done after the feedback on data collection is approved by our client. The consultants will also collect high quality visuals and videos (selected) from sample focus group discussion/interviews. The consultants will organize workshops (2) at Sana’a level. The first workshop will be for the presentation of first draft report. The second workshop will be an opportunity for the consultants to present the final draft report of the assignment. All the workshops will be organized in our client’s premises. Final workshop will be organized by the consultants where Partner UN organizations (PUNOs), Joint Coordination Unit (JCU), implementing partners (IPs) and our client’s programme units will participate and their feedback will be incorporated into the report before the submission to our client. Dataset should be in English at the digital platform as well as submission to our client should be in English. Our client will have the copyright of the data set collected through the digital platform.
Scope and key tasks of the consultancy:
- Consultation with our client and implementing partners(SFD, SFCG and PGI) in designing tools, identification of sample and locations.
- Develop local governance and social cohesion assessment framework in consultation with our client and implementing partners.
- Assess and document impacts (intended & unintended) achieved because of local governance and social cohesion related interventions at the households, communities and districts level which includes:
- The extent the capacity of local authorities at the district level and community-based institutions improved in planning, implementation and management of community-based projects;
- To what extent the community identified projects that were supported by the project contributed to address community identified priority needs and resulted in changes
- To what extent the interventions contributed to increase communities and households’ capacity/preparedness to cope us with shocks and risks.
- Data collection and assessment of sample data for the planning and institution building and delivery analysis through the interventions; local governance and social cohesion;
- Digitization of assessment framework on kobotoolbox/mobenzi once our client approves the framework
- Desk review of existing secondary data on local governance produced by agencies after 2016
- Develop and finalize data collection tools; survey questionnaire, KII, FGDs and testimonies
- Hire enumerators and training on data collection using digital platform
- Field visits for data collection and storage on digital platform; quantitative, visuals and videos
- Organization of workshops (2) for raw data presentation, draft report and final report.
- Submission of final report including good practices and dataset, visuals and videos.
- An inception report,outlining the key scope of the work and intended work plan of the analysis, and evaluation questions, shall be submitted after one week of commencing the consultancy. The inception report will provide our client the opportunity to verify that they share the same understanding about the assessment objectives. The inception report should clearly layout the detail methodology as per the guidance provided in the methodology section above. The inception report should include a proposed schedule of tasks, activities and deliverables, designating a team member with the lead responsibility for each task or product. Inception report should also provide structure of the table of content of the final assessment report and this will be discussed and approved by our client. Our client and implementing partner (SFD, SFCG and PGI) will provide its feedback within a week.
- Data collection and provision of access to raw data:Soon after the inception report, the consultants with their teams will make field visits to collect data. Once the data is collected and processed, the consultants will provide the access to collected raw to our client.
- First draft report:A draft report that will be presented in a workshop by the consultants and shared with our client and implementing partners for their feedback and input. Draft report presentation will be made by the consultants in a workshop. The draft report should be submitted after 4 weeks of inception report. The workshop will be attended by PUNOs and Implementing Partners and will provide feedback accordingly.
- The Final Report:This will be submitted after two weeks of draft report submission and final presentation through the workshop will be made by the consultants. PUNOs including our client implementing partners will participate in the final presentation and comments will be incorporated by the consultants into their final report. Consultants need to submit the report soon after two weeks of the final workshop.
- Handover of the dataset:The consultants will handover all the dataset in its original form in English only to our client.
The consultants expected to have the following expertise and experience:
• Masters’ degree in development, social study, International Development, Development Economics/Planning, Economics, International Relations or any other relevant university degree;
• At least 5 years of experience in assessment and evaluation related to institutions/governance/social cohesion in Yemen or in the Middle east.
• A minimum experience of 5 years of work proven experience at national or international level in governance, institution building, service delivery, and capacity building, monitoring and evaluation aspects in crisis settings.
• Good computer skills in word, excel and PowerPoint programmes
• Good facilitation, training, analytical, comprehension and writing skills
• Excellent command of English; Arabic will be of added value
• Capacity to provide programming recommendations in the field of local governance and social cohesion.
• Experience working with locals/international organizations.
• Knowledge of the general situation and similar working experience in the region;
• Experience working on market and private sector development preferred
• Working experience in crisis context and organization of focused group discussions and consultation meetings.
Quality assurance procedures, risk and mitigation measures
Describe the potential risks for the performance of the TOR that may impact achievement and timely completion of expected results as well as their quality.
Describe measures that will be put in place to mitigate these risks. Provide certificate (s) for accreditation of processes, policy e.g. ISO etc.
Relevance of Specialized Knowledge and Experience on Similar Projects
Detail any specialized knowledge that may be applied to performance of the TOR. Include experiences in the region.
Describe the experience of the organization performing similar services. Experience with other UN organizations/ major multilateral / or bilateral programmes is highly desirable.
Provide at least 3 references
Project Client Contract value Period of performance Reference Contact Details (Name, Phone, Email
Proposed Work Plan and Approach (methodology)
The consultants should submit a clear methodology for the required task according to the following points as outlined in the beginning of the document section on methodology, scope of the work and key tasks.
Consultants Roles and Responsibilities
The consultants should provide detail of the team composition and their roles and responsibilities. It is also advisable to have team leaders for each operational governorate who will be in direct contact with our client technical specialists and field coordinator. It is expected that:
- our client in Yemen ERRY project will provide the overall strategic guidance and decision-making for the exercise to the Team Lead, in consultation with ERRY Project manager;
- The consultants provide overall leadership, strategic framing of the exercise, including development of the methodology, relevant and necessary tools, and provide guidance and oversight for data collection. S/he will set up the necessary team of national experts in place to carry out the data collection at field level. S/he will lead the overall analysis and produce the consolidated reports, with the findings and recommendations, and will lead the consultations with our client in Yemen ERRY Programme Team. S/he will report to the Yemen ERRY Programme Team;
- The field officers will carry out the necessary field level data collection and analysis, under the leadership of the international Team Lead;
Scope of Service Price and Schedule of Payments
The contract payment will be lump sum based according to three suggested milestones:
- 20% of the contract value upon submission and approval of Inception Report.
- 30% First draft of the evaluation.
- 50% Final draft of evaluation submitted along with assessment data.Contract duration period:
The evaluation is expected to start in 2ndweek of October for an estimated duration of two months and will end no later than 15 December 2018. This will include desk reviews, field work – interviews, and report writing and workshops.