Country: Somalia
Closing date: 14 Jun 2017
1.INTRODUCTION:
This Terms of Reference (TOR) serves as requests for proposals from individual consultants and firms, who are interested in conducting an organizational review for SOS Children’s Villages International – Somalia. Details regarding contents of proposals and submission procedures are explained herein.
2.SOS CHILDREN’S VILLAGES SOMALIA
SOS Children's Villages Somalia is a Member Association of SOS Children’s Villages International, a federation which was first established in 1949 and focuses on the child’s development into a self-supporting and contributing member of society. SOS Children’s Villages Somalia was established in 1985 and has since then been operating in Mogadishu and Baidoa. The organization’s mission is to build families for children in need, help them shape their own futures and share in the development of their communities.
Intervention programs of SOS Children's Villages Somalia include SOS Children's Village in Mogadishu which provides care for children, through its various support structures; schools and kindergarten that ensure education for both SOS children and children from the surrounding communities; medical centers that are concerned with preventive and curative care for communities; and family strengthening programs which have as a goal prevention of child abandonment through capacity building for local communities for a better self-care of orphans and other vulnerable children (OVCs).
3.PROJECT BACKGROUND
Following the outbreak of the civil war about 25 years ago, the national office of SOS children’s villages relocated to diaspora (Nairobi) owing to the insecurity in Mogadishu. The disadvantages of operating from the diaspora have been many. To name just but a few; first It’s expensive to maintain an office in Nairobi (currently costing the organization close to 4000 dollars per month). Secondly, operating from the diaspora means SOS Children’s villages in Somalia has not positioned herself as a strong locally rooted national association.
However, overtime, the situation in Somalia has changed with the country moving from civil war to a elected Government trying to build a foundation for reconstruction albeit amidst civilian insecurity (a natural aftermath of close to quarter decade of Civil war). Many comparator organizations have been making the move to relocate their national offices back to Somalia in the last two years. Additionally, a cadre of staff of Somali nationality has emerged with potential to manage the work of SOS within Somalia.
SOS Children’s Villages Somalia, has remained steady and maintained its political neutrality throughout the period of Civil war, so is highly respected. The country agreement to do charity work is still valid. The SOS Children’s villages program in Somalia over the years has become impactful especially to the children and young people with most of our target beneficiaries becoming self-reliant.
Inspite of the successes above, the basic sustainability question still begs! “How can SOS CV Somalia position itself to become a strong locally rooted national association with a) locally rooted identity b) affiliation to SOS international federation, c) necessary human resource and organizational capacity/know-how, d) mission focused performance, e) good governance led by a board, f) strong management and leadership at all levels”
4.SOS CHILDREN’S VILLAGES SOMALIA’s BASIC REVIEW QUESTION
“How can we become a strong locally rooted National association with a) locally rooted identity b) affiliation to SOS international federation, c) necessary human resource and organizational capacity/know-how, d) mission focused performance, e) good governance led by a board, f) strong management and leadership at all levels?”
5.PURPOSE OF CONSULTANCY
To assess the overall functioning of SOS Children's Villages Somalia by examining the existing organization operating context, governing legalities, capacities, structures, policies, procedures, practices and sustainability approaches to determine the potential of alignment to the basic review question above, and identify suitable options (with timelines) for development, review or change in order for the organization to move towards the desired state.
6.OBJECTIVES
Conduct an environmental scan in order to get an overview of other organizations working in the same area with similar themes to SOS Children’s villages Somalia.
Conduct an institutional analysis in order to fully appreciate the context within which SOS children’s villages Somalia operates with a relevance to its basic question.
Conduct an Organizational analysis in order to determine the internal capacities of SOS children’s villages Somalia and also determine future areas of capacity development to not only answer its basic question, but also take full advantage of opportunities within the context.
Recommend a strategic orientation (possible strategic options to best answer the basic question) for SOS children’s villages in the light of the institutional and organizational analysis by suggesting key interventions which are feasible playing to the existing strengths while addressing some of the current weaknesses.
7.SCOPE OF WORK
The consultant will be expected to carry out tasks including the following in order to achieve the above objectives.
a)Carry out a Quick scan [analyzing the issues below].
o What is the reason for the existence of the organisation? Why was it set up in the first place? Do they have a mission statement? Are they happy with this, or is it not precise enough: what is missing?
o what does the organisation actually do? How can we tell what comes out of the organisation, i.e. their outputs? Are they easy to identify? Are they products or services, or perhaps even networking activity? Is there a clear link between their inputs and outputs;
o how would you describe the organization’s own inputs which make it possible for it to function? Please describe staffing, knowledge, financial resources, dependency on donor funding or other sources.
o Are the staff qualified enough, working full time or are mostly volunteers? What does that mean for the functioning of the organisation?
o Though they may have a clear idea about who the direct beneficiaries are, are they also fully aware that the organization is working for them? How do you know that they benefit from your outputs?
o Are they just passively receiving the organization’s outputs, e.g. attending SOS trainings, or do they actually do something with it afterwards, e.g. use their knowledge to do something they would otherwise not have done? How does SOS know for sure that they are making a difference?
o If somebody were to conduct a Quick Scan of your organisation, what do you think they would find, and would that provide them with a fair picture of what SOS does? If not, why is that so?
o Is SOS well known? Is there enough factual information about SOS out there?
b)Conduct an Environmental scan [analyzing the issues below].
o Which external factors do you see as the biggest challenge to the organisation which SOS needs to keep in mind in order to not let them make SOS weak? How will SOS protect itself against them?
o what are the most promising external opportunities which SOS could take advantage of in order to increase their impact and make a difference to their target beneficiaries.
o Consider which of the identified factors that are within SOS potential influence and identify exactly how SOS will exercise this influence in order to benefit from opportunities or to reduce the potential negative impact of a threat
o to which extent has SOS current way of operation taken full account of all external factors surrounding them? Why do you think this?
c)Develop an Institutiogramme [analyzing the issues below].
o Who are the most powerful actors operating in the working area, what makes them powerful and has SOS already established good relations with them? Why or why not?
o looking at the various actors around SOS: are the relations between some of them of potential benefit to SOS long term goals, and if so, what could SOS do to benefit fully from their presence?
o where does SOS feel that they need to establish contact with important actors with whom they have so far not been dealing and what makes SOS Somalia an attractive actor to them, i.e. what is it in for them?
o do you think other actors would agree with how SOS have depicted them in the Institutiogramme and why does SOS think they may see things differently?
d)Institutional Analysis [External focus]
o Analyzing organizational positioning in the external environment (What goes on between organizations and how they relate to each other in terms of cooperation, collaboration, partnership and competition [note that competition should be last resort)
o Analyzing the national and local operating conditions/context
o SWOT Analysis (Strengths weaknesses, Opportunities and threats in the light of the context above)
o Analyzing the Vision and Strategy (overall purpose of the organization and how it aims to achieve its stated ends).
o Analyzing program sustainability and community participation & ownership
e)Organizational Analysis [Internal Focus]
o Analyzing the structure
o Analyzing the organizational culture
o Analyzing Systems & Processes
o Analyzing capacity development of the organization and its people for performance & sustainability
f)Strategic Orientation [futuristic focus]
o Analyzing leadership/management style
o Analyzing work accountability and performance
o Analyzing Staff engagement/motivation
o Analyzing agility for change
o Analyzing strategic orientation from SWOT to strategy
o Analyzing strategic orientation from Strategy to operational planning
g)Conclusions
o Key findings of the study
o Recommendations for institutional development (what support is needed in order for SOS Children’s villages in Somalia, given the setting, to become an agile institution within the external context to achieve long term objectives on a sustainable basis)
o Recommendations for organizational development (what measures are needed in order to improve the internal performance of SOS Children’s villages in Somalia focusing on capacity to plan, manage and execute development interventions professionally and sustainably)
o Recommendations for change management given the contextual reality
8.METHODOLOGY
The consultant will work with the designated project team members drawn from management and GSC Co-workers, as appropriate to deliver this assignment. This approach should ensure that consultant transfers skills to the SOS Children’s Village Somalia staff during this assignment so as to build internal capacity so that future changes and/or amendments can be undertaken internally. In addition, the consultant will propose a specific methodology that will lead all the work to be done smoothly as per the TORs.
9.DELIVERABLES:
· Inception report before commencement of the assignment, outlining the interpretation of TORs and the proposed work plan.
· Final report giving both qualitative and quantitative findings as per TORs and as detailed in section 7 (Scope of Work) above.
· Technical reports and progress reports for approval of payments as per contractual agreement.
· Final report (soft copy and three hard copies) incorporating inputs and reactions from SOS management team and key stakeholders upon completion of the works
10.PROJECT ORGANIZATION
· Project Sponsor: CVI Rep
· Project Manager: National Director
- Project Implementer: A qualified external consultant or company
- Project Core Team: Human Resources Manager, Finance Manager, Project Heads, Member Support Advisor and HROD Advisor.
11.DURATION OF THE ASSIGNMENT (TIMEFRAME)
The assignment will be 30 working days with following breakdown;
· Phase I: Will cover Quick and Environmental scans. (5 days)
· Phase II: Institutional & organizational Analysis (20 days)
· Phase III: Future orientation and final report. (5 days)
The consulting individual or agency must be available to commence the consultancy as soon as possible. The consultant will develop his/her own work plan and schedule time to fit within the specified time frame.
12.PAYMENTS:
Payment will be made in three installments - 20% upon the signature of the contract, 30% upon the presentation of findings to management and 50% due upon receipt of the final report .
13.QUALIFICATION AND REQUIREMENT OF CONSULTANT:
The consultant shall have following qualification;
- An advanced degree in Human Resources, Management, Leadership and Change Management.
- Proven experience in organizational review studies, organizational development and change management.
- Illustration of capability to provide the Consulting Services using a selection of previous client assignments.
- At least 5 years of experience on similar work particularly preferably in Somalia or Somaliland.
- Good communication and presentation skills
- Fluency in English and spoken Somali will be an added advantage
- Excellent analytical and report writing skills.
How to apply:
1.APPLICATION PROCEDURES:
Interested applicants who meet the required profile are invited to submit an expression of interest including:
· Cover letter indicating capacity to undertake the assessment
· Technical bid: a critical review and interpretation of the TOR submitted as an inception report with the proposed approach, work plan and key outputs
· Financial bid: to include professional fees and any other charges
· Evidence of previous work in similar assignments
· CV or organizational profile with details of qualifications and experience
Please email your application and CV/organizational profile to the National Director of SOS Children’s Villages Somalia - ESAF.HROD@sos-kd.org and indicate “Organizational Review” in the subject line, to reach him no later than 14th June 2017.
2.EVALUATION AND AWARD:
SOS CV Somalia will evaluate bids and award the contract for the assignment based on technical and financial feasibility. SOS reserves the right to accept or reject in part or whole, bids received without giving reasons and is not bound to accept the lowest or the highest bidder.