Terms of Reference for Real Time review (RTR) for the Nexus DRA Pilot Project – Somalia/Somaliland

OXFAM

Terms of Reference for Real Time review (RTR) for the Nexus DRA Pilot Project – Somalia/Somaliland

Terms of reference for Real Time review (RTR) for the Nexus DRA Pilot Project

Oxfam Somalia

  1. Background

1.1 Nexus platform.

NEXUS is a platform for change in response to the contemporary challenges to Somalia and Somaliland (http://nexusom.org/). The main goal of NEXUS Consortium is to transform the humanitarian, development, and peace ecosystem. The consortium, led by eight pioneering Somali NGOs, aspires to advance a locally driven agenda for change by building partnerships between communities, civil society, and the public and private sectors as well as through the implementation of integrated and sustainable interventions across the triple nexus of humanitarian, peace, and development.

Founded in 2019, Nexus is a paradigm-shifting platform that is now comprised of eight core members: Centre for Peace and Democracy (CPD), Gargaar Relief and Development Organization (GREDO), Horn of Africa Voluntary Youth Committee (HAVOYOCCO), KAALO Aid and Development, Save Somali Women and Children (SSWC), Social-Life and Agriculture Development Organization (SADO), Taakulo Somaliland Community (TASCO), and Wajir South Development Association (WASDA). These members possess wide-ranging technical capacities and represent communities across all Federal Member States of Somalia and Somaliland. Nexus has two international partners who are committed to the localization agenda – Oxfam and Save the Children – and who will support Nexus during its first three years.

Nexus embodies the next evolutionary step of the Somali aid system, pioneering a locally led approach to delivering integrated peacebuilding, humanitarian and development interventions. By breaking the silos of humanitarian aid, development and peacebuilding and by creating much-needed spaces for local organizations to lead the way in seeking, scaling and integrating solutions across these sectors, Nexus proposes local leadership as more than a means of realizing localization commitments.

Nexus is strategically investing in the institutions of civil society and government, advancing a new, community-driven framework that creates space for local organizations, partners in government and the private sector to lead the way in identifying, scaling and integrating community owned and driven solutions to humanitarian, development and peacebuilding needs.

  • DRA project.

The Dutch Relief Alliance (DRA) is a coalition of 14 Dutch aid organisations in partnership with the Netherlands Ministry of Foreign Affairs (MoFA). The Netherlands Ministry of Foreign Affairs (MoFA) partners with the DRA by funding Joint Responses. The structure of the DRA enables participating NGOs to respond to major international crises in a timely and effective manner. The rising number of humanitarian disasters around the world has placed an increased burden on international aid organisations. The global increase in the number of armed conflicts – and the deepening complexity of these conflicts – is also adding to the severe strain on the existing humanitarian system. The Dutch Relief Alliance (DRA) was established to meet these challenges. Improved cooperation and coordination between NGOs enables them to better respond to major international crises in a timely and effective manner. The DRA members collaborate in humanitarian interventions – delivering greater impact than members operating independently.

The DRA NEXUS project is a ten-month pilot project that focuses on local humanitarian programming and aims to work on fulfilling commitments to the Grand Bargain and Charter for Change. The project started in January 2021 and will end on 31st October 2021. The project is funded by the Dutch Ministry of Foreign Affairs through the Dutch Relief Alliance (DRA) and designed to contribute to Nexus’ vision of assuming a leading role in humanitarian systems that puts the agency and self-reliance of communities at the center through delivering a combination of aid, development and peace programs. In line with the principles outlined in the platform’s perspective of change, the Pilot Joint response program is entirely led and implemented by Nexus.

The project is developed in response to the call for proposals from the DRA that aims to pilot a new locally led way of developing Joint Response proposals and of deciding who participates in the implementation of a Joint Response, on basis of their potential to contribute to a jointly developed Perspective on Change. The Perspective on Change should support enhanced sustainability of interventions. The JR pilot should focus on locally based decision making and supporting collaborative impact between local, national, and international partners, connected through DRA shared objectives. The pilot should also consider country/context specific findings, as well as learnings that can be applied at DRA level and to be applicable in other countries/contexts. A ‘Future DRA Task Force’ was set up by the DRA to oversee the pilot project, be available for consultation, liaise with MFA and the lead, share learnings within the wider DRA and assess the effectives of the pilot compared to ‘regular’ Joint Responses.

This pilot project was an opportunity for the Nexus platform to more clearly articulate and plan its humanitarian pillar of work. In doing so, the pilot developed intervention strategies that traverse the (traditional) boundaries of development, humanitarian and peace programming that have a more long-term perspective and bring continuity in responding to the many recurrent crises Somalia currently faces. Moreover, to overcome the structural inequities present in the Somali humanitarian system, the pilot mapped out pathways to shift power towards Somali humanitarian actors. Thus, moving from a predominantly internationally led humanitarian system in Somalia towards a humanitarian system where local organizations are in the driver’s seat.

At the same time, this pilot project is intended as a learning process for the DRA partners in The Netherlands. In regular Joint Responses, the Dutch partners have a pre-defined role in the design of the response and in the subcontracting and monitoring of country offices and local partners. The locally-led nature of the pilot Joint Response through Nexus is meant to provide lessons on collaboration and complementarity in the field between local and international partners, as well as on the role of partners in NL. Particularly, the findings are meant to provide input for the discussion on risk-sharing among partners across the chain from funding to impact.

The DRA project seeks to innovatively combine elements of humanitarian and development programming in a conflict sensitive manner. Thus, aiming to apply development interventions across a broader spectrum of groups traditionally targeted by humanitarian aid to foster a transition from short-term crisis response towards longer-term (development) oriented perspectives. The triple nexus humanitarian programming component is jointly implemented by four NEXUS members in Bay, Galmudug, Sanaag and parts of Sool and Bari region across Somalia and Somaliland.

The project is built on five pillars.

  • Community-Driven Development
  • Integrated & Anticipatory Humanitarian Response
  • Somali-led peacebuilding and conflict resolution interventions
  • Thought leadership and Advocacy (including women’s leadership)
  • Strengthen Somali Civil Society and Government.

In overall, the program model of humanitarian response seeks to change two long term outcomes. 1) building affected communities self-reliance through sustainable livelihoods and 2) focuses on strengthened engagement with community members.

  1. Real time review purpose and scope.

This real time review has been commissioned by Oxfam Somalia office to analyze successes, lessons, best practices and gaps in the current implementation of the DRA Nexus pilot project for learning. It will broadly focus on the challenges confronted by and opportunities available to Nexus platform and its programmes towards the promotion of localization and integrated humanitarian response. At the same time, the RTR will include the perspectives from the DRA partners involved in the process on roles and responsibilities of the stakeholders involved in design and implementation and the possible consequences of that for the role of the DRA. The findings and recommendations will show a wider picture on follow-up actions, adaptations required to strengthen localization and integrated humanitarian programming in Somalia.

2.1 Objectives of the RTR.

To this end, the main objective of the RTR is to assess the response against established criteria, document and provide recommendations that can improve the program while extensively studying the projects approach vis-à-vis the envisaged development challenges. Specifically, the review seeks to explore the following objectives.

  1. To identify and document lessons learnt from the pilot project that will help inform programming within the Nexus platform regarding locally led and integrated humanitarian response.
  2. Assess the process and approach of implementing the joint response and recommend improvement.
  3. Assess the strengths and weaknesses of Nexus leadership and ways of working in the implementation of the DRA Project (within the Nexus secretariat and programming).
  4. Assess the role and contributions of INGO/DRA partner(s), also in NL (Oxfam Novib, Save the Children) and the nature of their collaboration with Nexus platform and partners.

2.2 Review criteria.

The review criteria is a blended combination of benchmarks from Oxfam RTR guide, OECD framework and Local humanitarian leadership principles to inform humanitarian program learning review as well as determine the progress to achieving humanitarian leadership.

  1. Appropriateness and relevance.
  • Was a multi-sectoral assessment undertaken and was the program developed based on this? If not, what was the justification for this?
  • Was the technical aspect also relevant to the situation (taking culture and socio-economic factors into consideration including a gender perspective)?
  • Was an appropriate market analysis undertaken and was this used to inform relevant programming?
  • Is the assistance provided by the program meeting the needs of the population?
  • To what extent and how have disaster-affected populations been involved in the design and implementation of the assistance program?
  • How has the project promoted feedback mechanisms to the affected population? What are the innovative models used?
  • How is the program adapting to the changes in beneficiaries needs?
  • What, if any, changes do we need to make to the humanitarian program to make it more appropriate and relevant?
  • What are the immediate or structural barriers that hinders beneficiary’s agency to have access to available services?
  • How best can project activities complement or contribute to building the agency of the Affected communities?
  • Have standards been developed and did they provide guidance and methodologies for integrating cross cutting issues such as gender equality and social inclusion?
  • Has statistical evidence been gathered disaggregated by sex and age and other key markers of social distinction influencing patterns of risk and vulnerability?
  • Which systems have been put in place to monitor, report and evaluate the efficiency and effectiveness of the overall response?
  • To what extent do DRA partners have access to the critical information they require to do effective humanitarian advocacy?
  • What examples of innovative best practice can be seen in our response?
  • How has Nexus platform promoted access and quality funding to national/local partners?
  • Does the programme have the potential, to contribute to sustainable outcomes and what, if any, changes could make the programme of short-term assistance a better fit with longer-term needs.
  • What have been the most important roles and contributions from INGO/ DRA partner(s) (Oxfam Novib, Save the Children) involved in the pilot?
  • To what extent has Oxfam as a grant agency and Nexus as a coordination platform promoted and supported the participation of national and local non-governmental actors in sector coordination meetings, including when relevant their contribution in their own language?
  • How has this partnership model/approach enhanced coordination and synergy within and amongst Nexus members?
  • How has this partnership model/approach impacted improvements/change in the levels of alignment and cooperation between Nexus members and Government actors?
  • What are the internal coordination challenges faced by the project and how have they been addressed?
  • What have been the biggest successes in coordination? What were the biggest gaps?
  • What, if any, changes could we make to improve coordination of the overall response?
  • How was coordination with and role of the DRA perceived?
  • To what extent is Nexus steering committee contributing to successful implementation of the humanitarian project.
  • How do member agencies feel about the current coordination within Nexus platform? Is their voice heard and valued? How has their inputs informed Nexus strategy and policies?
  • How would you rate Nexus steering committee level of decision-making in terms of sharing roles among Nexus member agencies?
  • How do the agency members feel about the contribution of Nexus MEAL working group?
  • What is the relationship between Oxfam and NEXUS member agencies?
  • What is the relationship between NEXUS member agencies? How are they coordinating their efforts to enhance program synergy?
  • How do the information from Oxfam-Nexus-Member agencies structured?
  1. Localization
  2. Funding and Capacity
  • How has Nexus platform promoted access and quality funding to national/local partners?
  • Are there approaches of supporting and developing partners capacities & of sharing existing local capacities of the local humanitarian system?
  • What is Oxfam’s and Save the Children’s added value in promoting existing local humanitarian capacities?
  • Is the NL DRA alliance perceived as supportive in Nexus’ role as a DRA partner? What might be done to achieve that?
  • How effectively have partnerships among Nexus members been built up in order to maximize local humanitarian leadership?
  1. Visibility –Roles / work of local actors and relationships with them are mentioned and acknowledged.
  • Do the names of all Nexus agency members appear and are all Nexus agencies acknowledged in all reports to donors and external communication (includes logos e.tc)?
  • In what ways has the project/Nexus promoted visibility both internally and externally?
  • To what extent was the data and analysis provided for advocacy and media work accessible, credible, and up-to-date?
  1. Risk sharing: – Risk sharing between INGOs and L/NNGOs are enhancing equitable partnerships.
  • Do parties consider the risks to be shared in a fair manner between Nexus members, between Nexus and Oxfam, and Nexus, Oxfam and DRA/MFA?
  • What risk management system(s) is in place and how and by whom are decisions around risks taken? Are member agencies supported in mitigating risks (through eg. funding/resources, advice, capacity strengthening)?
  • What are some of the good practices and obstacles around risk sharing?

2.3 Scope of the review

The real time review approach will be gender-sensitive, culturally sensitive and participatory. This includes disaggregation of the views of women, men, young women, young men and people with a disability both in consultation and in data analysis; and analysis of how gendered power relations have impacted and been impacted by the program. The RTR team will also be expected to obtain informed consent from all participants.

The exercise will be externally conducted with close coordination by Oxfam MEAL Coordinator in Somalia and the Fund Manager. Given the nature and target population during this exercise, physical travels are necessary for evaluation team. This will involve travels to specific project locations for interviews. This will include Mogadishu, Puntland, Kismayo, Baidoa, Adado and Somaliland. Virtual interviews will be explored on a need basis.

The RTR exercise will employ mixed methodologies for data collection, triangulating qualitative data from key stakeholders to unpack how the changes came about and the underlying mechanisms that could foster program result achievements. The exercise will also utilize a gender-sensitive approach, inclusive of all stakeholders, culturally sensitive and contextualized. It is expected that participatory techniques will be used during data collection. This may include:

  1. Desk review of key project documents.

This will entail review of program-related documents and analysis of the content to elicit the DRA-NEXUS Project design, implementation and management, including structural delivery processes within the implementation framework. These documents will include Narrative Proposal and Project progress reports, meeting minutes/presentations from DRA pilot project Meetings in the locations (partner meetings, kick-off Meetings) up-to-date project log frame and MEAL framework, DRA Nexus learning paper etc.

  1. Focus Group Discussions (FGDs)

FGD sessions will be conducted with crisis affected women, men, young women, young men and people with disabilities benefiting from the different project activities. Depending on Covid-19 travel restrictions, the team will select geographical areas that are conveniently accessible by the review team.

The discussion guides will be designed thematically to gather information regarding the extent to which the program is making progress towards achieving its intended objectives, in addition to establishing some of the arising needs or expectations of the community. This tool is used based on its advantage of collecting data quickly and effectively from a large number of program beneficiaries. It also has ability to provide further insights into data obtained from other categories of respondents. Purposive sampling will be used for selecting participants in the FGDs. This would be to ensure balanced representation of respondents from all the different backgrounds. Each FGD will be composed of at least 8-10 participants ensuring balance in terms of gender and focus area.

  1. Key Informant interviews (KIIs).

Semi structured interviews will be designed using interview guides for Key informant interviews. Primarily, the interviews will be conducted with key NEXUS-DRA staffs across member agencies, steering committee members and selected members of the Future DRA Taskforce that is charged with guaranteeing that lessons learned on collaboration, complementarity and risk-sharing among partners at different levels are fed back to the DRA members in NL. The Review team will also utilize the tool to engage and discuss project design activity progress and implementation approach with external partner staff from other national or civil society organizations and relevant government officials. The review team will structure an in-depth discussion to explore key program expectations, challenges, changes in program design and implementation and innovations.

  1. Data analysis and reporting.

The analysis of the data will be based on a synthesis and triangulation of information obtained from the various sources. Besides a systematic triangulation of data sources and data collection methods and tools, validation of data will be sought through regular exchanges with the NEXUS DRA project staffs and Future DRA Task Force. Analysis of quantitative data will be based on the availability of primary and secondary data, their quality, and comparability. Content analysis will be employed to interpret qualitative data. Qualitative data, secondary quantitative data and other assessment findings from existing reports will be triangulated in making conclusions from the findings.

  1. Presentations/learning workshop.

The review team will also facilitate a one-day reflection workshop with DRA-NEXUS project staffs and the steering committee to disseminate key findings from the field. This platform will be utilized to rigorously discuss identified gaps with the project staffs, contextualize and validate areas earmarked for improvements and draw acceptable conclusions and recommendations. The team leader will also facilitate action planning for the implementation of identified recommendations. In addition, the review team will also facilitate a reflection session with the Future DRA Task Force.

  1. Deliverables:
  • Inception Report: outlining the key scope of the work, intended review questions, detailed methodology and tools, and suggested work-plan shall be submitted to Oxfam Somalia after 5 days of commencing the assignment.
  • Draft report shall be submitted to Oxfam Somalia for revision by the members of the DRA Pilot Taskforce (channeled through CARE NL, as the chair of the taskforce)
  • Final review report which incorporates all comments and feedback will be submitted to Oxfam Somalia by the Taskforce. The final report should include the following contents.
    • Executive Summary
    • Project Background and Context
    • Review Scope and Objective
    • Methodology
    • Key findings, including best practices and lessons learned.
    • Conclusion
    • Recommendations and action plan.
    • Annexes
  1. RTR Team/Firm Qualifications
  • Demonstrable experience leading real time reviews/evaluations of humanitarian programmes in fragile and volatile contexts. Somalia Experience preferred
  • A sound understanding of humanitarian and development context in South central Somalia, Somaliland and Puntland;
  • An expertise in Local Humanitarian Leadership, Localization and one or more of the relevant technical areas for this response;
  • A sound knowledge of Humanitarian Principles; the Code of Conduct for International Red Cross and red Crescent Movement and NGOs in Disaster relief; the Core Humanitarian Standard on Quality and Accountability; and Sphere Minimum Standards in Humanitarian response, as well as an appreciation of key challenges and constraints to their application in the relevant context;
  • Strong analytical skills and ability to clearly synthesize and present findings, draw practical conclusions, make specific and realistic recommendations, and prepare well-written, coherent reports in a timely manner.
  • Experience in qualitative and quantitative data collection and analysis methods for emergency programming with examples of data collection tools used.
  • Excellent English writing and presentation skills, with relevant writing samples of similar evaluation reports.
  • Minimum qualification of a master’s degree or equivalent combination of education and relevant work experience.
  • Immediate availability for the indicated period.
  1. Recruitment Process

Applicants who have met the above requirements should submit their application to

SOM-Consultancies@oxfam.org  before 2nd September 2021 with the following requitements.

  • Brief technical proposal and a work plan with succinct rationale on how the consultant/firm meets the requirements above (Max 4 Pages)
  • Indicative budget including daily rates in USD for each team member as well as estimated costs for transport, accommodation and meals
  • Contact details for two referees for similar type of work
  • Confirmation of availability to undertake this work including field visits to Somalia/Somaliland

Shortlisted applicants will be invited for an interview which will include a presentation of the technical proposal. The interviews will take place the week of 6th September.

The DRA members are: CARE Nederland; Cordaid; Dorcas; Oxfam Novib; Plan International Nederland; Help a Child; Save the Children; SOS Children’s Villages The Netherlands; Stichting Vluchteling; Tearfund NL; Terre des Hommes; War Child; World Vision; and ZOA.

 

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