Jobs Kenya

Job Field: Sector in Consultancy

  • Consultancy for the preparation, organizing and reporting a learning workshop of Access to Quality Care through Extending and Strengthening Health Systems

    Consultancy for the preparation, organizing and reporting a learning workshop of Access to Quality Care through Extending and Strengthening Health Systems

    Background
    Aga Khan Foundation East Africa (AKFEA) is executing a multi country Reproductive, Maternal, Newborn and Child Health (RMNCH) project–Access to Quality Care through Extending and Strengthening Health Systems (AQCESS) in Kenya. The project is funded by the Government of Canada and Aga Khan Foundation Canada. The project aims to improve MNCH outcomes, specifically women of reproductive age, men, girls and boys under the age of five (05). In Kenya, the project is implemented in two counties: Kilifi and Kisii. Implementing agencies are institutional members of the Aga Khan Development Network (AKDN) and work in partnership with County and Sub-County governments. The project seeks to accelerate the reduction of maternal and child mortality in targeted regions through focusing on three key components: improved quality of essential RMNCH health services; improved utilization of essential RMNCH services by communities; and improved dissemination and use of RMNCH information and evidence by key stakeholders in target regions.
    AKFEA seeks to engage an experienced development professional with extensive project management, evaluation and quality facilitation skills to provide technical inputs and support the design, planning and delivery of an end of project lessons learned workshop for the implementing AKDN agencies, and the diverse AQCESS project stakeholders from the County and subcounty levels including community representatives. AQCESS Kenya team expects to have research imbedded in AQCESS and project end-evaluation completed by end of February 2020. The consultant will review all research and other project documentation, prepare a consolidated summary report and other communications materials, as well as assist with organizing the learning workshop event on March 19th and 20th in Kilifi County and on March 26th – 27th in Kisii County. The final learning workshop report is to be submitted by April 5, 2020.
    B: Objectives

    To develop a concise communication brief that captures important findings of the research conducted including baseline, midline, end line and other qualitative research studies, case studies and major lessons learned and success stories around major thematic areas of AQCESS project.
    To design, plan and deliver an end of project learning event.
    To compile a detailed and a summary report of the results of the learning workshop.

    C: Scope of Work
    The consultant will be engaged to provide technical services for the completion of the following tasks:

    Desk review of available information on AQCESS project including original project proposal, Project Implementation Plan, project measurement framework (PMF) annual reports, gender equality strategy, gender assessment study report, field case study reports, training reports, baseline/midterm and end-evaluation reports (as available) and other relevant documentation that will be provided by the implementing agencies;
    Review findings of studies, evaluations and monitoring (including case studies, success stories, results of FGDs) and compile key findings into communication brief for use in the learning event.
    Develop and design project communication and dissemination material for printing such as summary report.
    Finalize the design of AQCESS learning event program and sessions, using best practice for development program lessons learned based on the guidance provided by AKFC. methodologies.
    Develop a detailed event guide for the AQCESS Project Management team.
    Prepare facilitator notes and guidelines.
    Work with facilitators to prepare session introductory remarks and presentations.
    Conduct a facilitator briefing in Kisii and Kilifi prior to learning events.
    Coordinate facilitator delivery during learning events in English and Swahili where needed.
    Coordinate documentation of lessons learned during learning events.
    Produce an AQCESS Project lessons learned report (one reviewed by AKFEA and AKFC), as per the specifications provided. The contents of which will be used to inform the final donor report, as well as be used for external audiences.
    All materials will be developed in English.

    The consultant will work closely with AKFEA, AKFC focal persons and the Global Learning Advisors, and follow the guidelines to be provided in doing the preparation for the workshop. In coordination with AKFEA, the consultant will also work closely with the other implementing AKDN sister agencies including the Aga Khan University and the Aga Khan Health Services Kenya. All deliverables to be reviewed and approved by AKFEA and AKFC (in consultation with the sister AKDN agencies). All materials produced during the consultancy will be treated as AKF (EA)’s property and cannot be used elsewhere without prior approval.
    D: Specific Deliverables
    The consultant/consultancy firm will meet with a team from AKF (EA) including representatives of the AKDN sister agencies as applicable on a periodic basis to discuss the theme, process, progress, and outcomes during the consultancy contract tenure. Following are the more specific deliverables, which the consultant/consultancy firm must carry out/submit during and at the end of the project:

    Prepare a workshop guide for structuring of the two-day event and proposals for penal sessions/ presentations / break-out sessions.

    Facilitate the learning workshops in both implementation sites.

    Prepare a learning workshop report that captures the key results of the workshop and discussion points and includes recommendations in terms of project processes, achievements, gaps and lessons learned.

    Task and Contractor’s Time Requirement
    Initial and subsequent communication/discussion with client (AKFEA & AKFC and AKDN sister agencies) by phone/Skype/ in person – 1 day
    Development/finalization of work plan
    Deliverable 1: A proposed work plan and draft table of contents of final report – 1 day
    Desk review of AQCESS project materials and partner organizational structure and materials – 3 days
    Produce a communication brief summarizing key achievements of AQCESS project
    Deliverable 2: A communication brief – 2 days
    Design and planning of AQCESS learning events (remote)
    Deliverable 3: Final agenda, session overviews, facilitator guides and notes, event guide, session notes and presentations, participant materials, session materials, additional session materials (photo gallery, video displays, booth guidelines – 4 days
    Design and planning of AQCESS learning events
    Deliverable 4: Local production of relevant materials, set up of venue, support set up of booths – 3 days
    Supporting the delivery of AQCESS learning events
    Deliverable 5: Facilitation of meeting and briefing for support Facilitators, collection of lessons learned documents, assessment of learning event (participant feedback) – 4 days
    Draft report
    Deliverable 6: Draft report as per agreed report structure – 2 days
    Final report
    Deliverable 7: Final report as per agreed report structure and AKFEA and AKFC feedback – 1 day
    Total – Up to 22 working days
    E: Timeline of the Consultancy
    The time period of this consultancy is from January 22, 2020 to April 5, 2020
    F: Payment Plan
    The following payment plan is proposed for the assignment:

    30% of the contract value as advance on signing of the contract.
    40% of the contract value on submission of first draft of detailed report, summary report and case studies.
    30% of the contract value on submission of the final report, summary report and case studies.

    Withholding tax will be deducted at source.
    G: Qualification and Experience
    The prospective consultant/firm is expected to demonstrate an appropriate balance of management, technical project management and monitoring and evaluation skills, knowledge of the region, and experience in qualitative and/or mixed method research. The consultant shall also be experienced in workshop planning and application of appropriate tools to facilitate learning and project evaluation with key stakeholders. Consultant/ firm should possess excellent writing skills and analytical skills. Qualifications of key representatives should include:

    At least a Master’s degree in Public Health/Social Sciences Research/ management/communication/organizational development with health/social background and/or Communication with a strong background and experience in organizing and facilitating learning workshop;
    Minimum of 7 years of demonstrated experience in preparing communication materials, organizing and facilitating dissemination and learning events;
    Excellent analytical and report writing skills and verbal communication skills in English;
    Demonstrated experience in designing, planning and facilitating large multi-stakeholder development programme evaluation, learning and reflection events;
    Knowledge and experience of international best practices in documenting lessons learned for development projects, specifically in health programming;
    Experience using gender sensitive and participatory facilitation approaches and methodologies;
    Knowledge of health systems strengthening, gender equality in health and social development, environmental aspects related to health care system, public-private partnership, donor funded development project and key players.
    Outstanding written and interpersonal communications skills in English and Swahili
    Outstanding facilitation skills with large and diverse stakeholders.

  • Consultancy Sevices for Development of Legal Aid Resources

    Consultancy Sevices for Development of Legal Aid Resources

    PURPOSE OF THE CONSULTANCY
    The primary purpose of the consultancy is to develop:

    Quality training manual for legal aid service provision by paralegals; and
    Quality training guide for COVAW’s pro bono lawyers.

    SCOPE:
    Broadly, the two resources should guide how gender based violence intervention should be done within the parameters of laws and policies in Kenya and as informed by international law.
    The paralegal training manual should include the following key areas:

    GBV protection legal framework, legal framework on domestic violence, protection vulnerable groups like the elderly and persons with disabilities with a focus on ICWGs, Anti-FGM legal framework, child trafficking, commercial sexual exploitation of children, child marriage, victim centered approach, referral pathways, reporting mechanism, effective communication and confidentiality.
    The pro bono lawyers training guide should include the following key areas:
    GBV protection legal framework, protection vulnerable groups like the elderly and persons with disabilities with a focus on ICWGs, victim centered approach, referral pathway, communication with ICWGs, client care, media protocol and meaning and importance of psychosocial support.
    The consultant should:
    Develop relevant guide and manual with study questions and tools.
    Conduct desk review/research of existing laws and policies relevant to the legal aid resources.
    Provide an inception document, which should espouse the Consultant’s understanding of the Terms of Reference (ToR), methodology and with a financial proposal.
    Include visual aids in the in the legal aid resources.
    Develop an audio version of the draft Legal aid resources for review.
    Develop an audio version of the final legal aid resources
    Prepare a draft and final document of the legal aid resources.
    Include reference materials for trainees
    Indicate all government and international law approved tools, visual aids, documents, laws and policies in Kenya or as informed by international law have been used in the training guide and manual. This information should be in respective documents and sections.
    The final documents must be formatted ready for publication (in a printable final version) must submit one printed copy for each.

    EXPECTED DELIVERABLES
    The selected consultant should deliver the following:

    Inception documents: The inception document for each of the legal aid resources should include a review of the key areas as indicated in the scope above.
    Produce Draft Documents:
    1st Draft Documents. The draft documents will contain information as indicated in the scope above. It will also include sample visual aids necessary for delivery of the trainings. An audio version of the draft documents will also be submitted for review.
    Timely feedback on the 1st draft will be provided by the program team. Feedback may include a pilot test of the legal aid resources with the paralegals and pro bono lawyers. The consultant is expected to be present during pilot test forums.
    2nd Draft Documents- The revised documents will synthesize all information, conclusions and recommendations taking into account all comments and additions from COVAW following the submission of the 1st Draft Documents.
    Validation meeting/Oral Presentation with Access to Justice team: COVAW will organize a feedback meeting. The consultant will make a presentation to the program team on the contents of the legal aid resources. The meeting will be an opportunity to clarify outstanding aspects of the legal aid resources before their finalization.
    Produce final documents: The consultant will be expected to produce the final legal aid resources including the main issues discussed and all the components provided by the program team during the validation meeting. The consultant shall determine the substantive content of the resources. The pro bono lawyers training guide should be a minimum of 5 pages and maximum of 10 pages. The training manual for legal aid service provision by paralegals should be a minimum of 25 pages and maximum of 30 pages. Final legal aid resources must be formatted (edited, content layout and design) ready for publication (in a printable final version). Must submit one printed copy.
    Produce audio version of the legal aid resources- After the production and acceptance by COVAW of the content of the Legal Aid Resources, the Consultant shall produce and submit an audio version of the Legal and Resources with emphasis on the legal aspects of the content of the Legal Aid Resources.
    The legal aid resources are subject to final approval by COVAW in terms of whether or not the resources meet the conditions of the ToR and expected standards.

    MANAGEMENT AND TIMEFRAME

    The consultant will be supervised and guided directly by COVAW throughout the period of the consultancy. The consultant will be required to meet the expected deliverables listed during the period of the consultancy.
    COVAW will be responsible for the following duties:
    Holding an entry meeting with the consultant.
    Sharing the relevant COVAW background organizational information and provide contacts for the program team in charge.
    Setting up the necessary forums for the pilot testing of the legal aid resources.
    Review, discuss and improve the drafts produced from review.
    Providing the consultant with specific information and feedback within the stipulated time.
    Validate the final legal aid resources.

    DURATION OF THE CONSULTANCY
    This consultancy is expected to be completed within 6 weeks. The consultant will be expected to start working immediately upon confirmation.
    SKILLS AND EXPERIENCE
    Education:
    Master’s degree in Law, Human Rights, Legal Studies, or related field.
    Required Experience and Skills

    At least 3 years’ experience in the design and/or implementation of training materials with a focus on women’s rights, rights of persons with disability and legal representation in SGBV cases.
    Experience or proven knowledge of human and women’s rights.
    Excellent knowledge of rights of persons with disability.
    Excellent knowledge on Anti-FGM law.
    Excellent knowledge of women’s participation and empowerment programming.
    Excellent knowledge of SGBV prevention and response.
    Previous experience of delivering training on human and women rights.
    Previous experience developing training materials on human and women’s rights.
    Previous experience working with Civil Society Organizations.

  • Consultants to conduct Midterm Review and Revision of UN Women East and Southern Africa Regional Office Strategic Note (2018 ? 2021)

    Consultants to conduct Midterm Review and Revision of UN Women East and Southern Africa Regional Office Strategic Note (2018 ? 2021)

    Background

    The United Nations Entity for Gender Equality and the Empowerment of Women (UN Women) was established by the General Assembly resolution 64/289 of 2 July 2010 on system-wide coherence, with the mandate to assist countries and the United Nations system itself to progress more effectively and efficiently towards the goal of achieving gender equality, women’s empowerment and upholding women’s rights. The Strategic Plan developed pursuant to paragraph 77 of resolution 64/2892 is the first such plan created by UN Women.

    The mission statement of UN Women was set out in the proposal of the Secretary-General as follows: “Grounded in the vision of equality enshrined in the Charter of the United Nations, the composite entity will work for the elimination of discrimination against women and girls; the empowerment of women; and the achievement of equality between women and men as partners and beneficiaries of development, human rights, humanitarian action and peace and security. Placing women’s rights at the center of all its efforts, the composite entity will lead and coordinate United Nations system efforts to ensure that commitments on gender equality and gender mainstreaming translate into action throughout the world. It will provide strong and coherent leadership in support of Member States’ priorities and efforts, building effective partnerships with civil society and other relevant actors.”

    UN Women’s East and Southern Africa Regional Office’s Strategic Note 2018-2021 (SN) articulates the entity’s strategic direction, objectives and approaches to support efforts to achieve gender equality and empower all women and girls, including women’s full enjoyment of their human rights. It outlines how UN-Women will leverage its normative support functions, UN system coordination and operational activities, as mandated by its founding resolution, in an integrated and mutually reinforcing manner in support of transformative results. The SN also contributes to the implementation of the 2030 Agenda, as well as Regional level commitments to gender equality and women’s empowerment such as the AU 2063 Agenda, and it captures UN Women’s key contribution to Sustainable Development Goals (SDGs) through its Integrated Results and Resources Framework (IRRF). The SN was approved by the office of the Executive Director of UN Women in 2017.

    The first year of the SN, 2018, has been a year of profound change for the UN system. UN Women has been fully engaged in ongoing reforms, especially the repositioning of the UN development system (UNDS) and other reforms which provided an opportunity for UN Women to engage with a view to further strengthening system-wide accountability and action for gender equality. Repositioning is therefore central in order for UN Women to deliver on its mandate within the context of the UNDS. These ongoing changes also considers lessons learned for UN Women’s operations now after 10 years of its formation as well as recommendations from recent evaluations, audits and external assessments, including the 2018 Multilateral Organization Performance Assessment Network (MOPAN) assessment. In particular, the MOPAN assessment identified key strengths as well as some areas for improvement and/or risks, such as limited staffing and resources capacity at country level, unclear criteria for country presence, variability with implementation of the UN coordination role at country level, and a lack of clear criteria for resource allocation to strategic priorities. Programmatic focus as well as better delivery through partnerships, including with UN system, are also areas that require attention.

    ESARO’s operation is also guided by the Africa Strategy that was developed after the launch of the SN. It is derived from the UN Women Global Strategic Plan 2018-2021 and is aligned to the AU Agenda 2063 and the Global Agenda 2030.

    Under UN Women’s policies and procedures in relation to programme management, a Mid-Term Review (MTR) is mandatory for programmes of at least three years duration. This MTR will take place in a particularly symbolic timeframe in 2020 the year of the 25th anniversary of the Beijing Declaration and Platform for Action; five years of implementing the 2030 Agenda; 20 years of Security Council resolution 1325; and ten years of UN-Women. These anniversaries provide an opportunity to galvanize support for gender equality and women’s empowerment and provide opportunities for faster and more sustainable progress.

    The MTR provides an opportunity to review performance and make adjustments to the strategic direction of UN Women ESARO to inform the implementation of the SN in 2020 and 2021, as well as feed into the development of the next SN.

    Purpose And Use Of The Mid-Term Review

    The MTR will enable ESARO to further adapt its strategic direction, programming and business processes in light of an analysis of performance to date; the repositioning of the UNDS; lessons learned from the implementation of the SN; and UN-Women’s change management process.

    By assessing progress of the implementation of the SN to date and identify key lessons learned, the MTR gives UN Women an opportunity to recalibrate its SN as needed, including its Integrated Results and Resources Framework (IRRF). The MTR will be followed by and feed into the SN evaluation process to be conducted by the Independent Evaluation Services (IES). The MTR will also set the stage for ESARO’s direction in 2022-2025.

    The following are the specific objectives/scope work of this MTR:

    To interrogate the SN’s Theory of Change;
    To Assess relevance and effectiveness of Regional level interventions and programmes;
    To Assess effectiveness of Regional Office functions and services including oversight mechanisms;
    To assess the quality of partnerships with both implementing and technical partners.
    Assess the implications of UN Development System reforms and other key developments, such as lessons and recommendations generated through the Beijing +25 review process, to ESARO’s strategy and implementation modalities, and propose necessary adjustments;
    Assess how and in what areas UN Women ESARO’s programmatic focus needs to be further improved to make greater impact and to contribute to SDGs in those areas where UN Women has comparative organizational strengths;
    Analyse how UN Women needs to generate greater impact more efficiently and effectively with limited resources through leveraging partnership approach and the UN coordination mandate, and look at opportunities for UN-Women to further leverage its collaborative advantage to boost its contribution to the implementation of Agenda 2030;
    Analyse and refine results measurement to better articulate the changes UN Women generates, including its efforts to Leave No One Behind, and propose adjustments to targets and indicators of IRRF;
    Contribute to lessons learned about normative, operational and coordination work by providing information about what is working well, what is not and the missed opportunities if any;
    Achieve better alignment with the Africa strategy;
    Contribute to lessons learned about normative, operational and coordination work by providing information about what is working well, what is not and the missed opportunities if any.
     

    Duties And Responsibilities

    The consultants will work under the overall guidance of the Deputy Regional Director and in close collaboration with the Planning and UN Coordination Specialist as well as the Regional Monitoring and Reporting Specialist for all day to day matters including:

    Conduct a Desk Review of key documents relevant to the work of the Regional Office such as: 2018-2021 SN and AWPs, 2016,2017 and 2018 Annual Reports; select recent studies related to Gender Equality and Women’s’ Empowerment in the region; UN Women Strategic Plan (2018 – 2021), the Africa Strategy, and the related theories of Change for the different thematic areas; the new UNSDCF related guidance notes; UN Women change management, SDGs, etc.;
    Draft and finalization of discussion papers that will guide the Mid-term Review meeting. These will include a compiled Mid-Term review paper;
    In collaboration with the regional evaluation specialist as well as the regional monitoring and reporting specialist, the Consultants will analyse and present the results of staff and partners’ surveys at the midterm review meeting and will incorporate partners and staff feedback to reflect the results in the new strategic note;
    Facilitation of the strategic note-midterm review meeting;
    Production of the report on the strategic note mid-term review;
    Draft an updated strategic note, including DRF and OEEF, and reflecting the mid-term review findings.

    Key Deliverables

    Develop an Inception Report: Outlining the design-criteria, scope, methodology, data collection method and tools and time frame including a Draft Report Template. It must also reflect methodological development, as well as key normative, UN system coordination and programmatic developments, and the change management process underway in UN Women;
    The MTR Draft Report: The report should address the contents specified in Objectives Section and use a format that will be provided during inception phase. It should be logically structured, contain evidence-based findings, conclusions, lessons and recommendations, and should be free of information that is not relevant to the overall analysis. The report should respond in detail to the key focus areas described above. It should include a set of specific recommendations formulated for the project, and identify the necessary actions required to be undertaken, who should undertake those and possible timelines (if any);
    Validation Meeting: For presenting and discussing the draft final report interactively, the consultants will facilitate a one-day concluding workshop for the project stakeholders. Stakeholders will provide comments on the Draft Report, and the consultants will finalize the report in view of these comments;
    Submission of the Final Report to UN Women.
     

    Work Schedule

    Activities/deliverables

    Estimated time

    Inception report and structured questionnaire shared with core team (Evaluation Specialist, M&R, Thematic heads and Operations). The inception report among others reflect methodological development, as well as key normative, UN system coordination and programmatic developments, and the change management process underway in UN Women

    3 Days

    Evidence gathering, analysis and review of 2018-2021 SN and development of preliminary MTR recommendations

    Factors that have enabled or prevented results at different levels;
    Adjustments to strategies, targets and indicators;
    Adjustments necessitated by changes in the global context, key normative and other developments, changes in the UNDS and other UN reforms;
    Validity of UN-Women’s strengths and comparative advantages as outlined in the SN, how they have been applied, and necessary adjustments, in particular how UN Women has been able to deliver results through partnerships, including the FPIs as partnership platforms, and through its UN coordination mandate;
    Opportunities for UN Women to achieve even greater programmatic focus;
    Results measurement to better articulate the change UN Women makes;

    Level of integration and application of the principle of ‘leaving no one behind’ across UN Women’s work;

    13 Days

    Facilitate the validation Meeting

    1 Day

    Submission of final report

    3 Day

    Competencies

    Core Values

    Respect for Diversity
    Integrity
    Professionalism
     

    Core Competencies

    Awareness and Sensitivity Regarding Gender Issues
    Accountability
    Creative Problem Solving
    Effective Communication
    Inclusive Collaboration
    Stakeholder Engagement
    Leading by Example

    Please visit this link for more information on UN Women’s Core Values and competencies: https://www.unwomen.org/-/media/headquarters/attachments/sections/about%20us/employment/un-women-values-and-competencies-framework-en.pdf?la=en&vs=637

    Functional Competencies

    Demonstrated ability and excellent communication skills to facilitate group discussions;
    Demonstrated ability to produce high quality evaluation reports, including recommendations for future work of the funding organization/ a donor;
    Ability to work with the Evaluation Manager to ensure that a quality evaluation report is produced;
    Facilitation skills and the ability to deal with multi-stakeholder groups;
    Excellent analytical and communication skills.
     

    Education

    Required Skills and Experience

    Master’s degree or equivalent in Social Sciences, International Development studies, Law, Human rights, Politics, Gender, Women studies or related field.

    Experience

    At least 10 years of planning, programming, reviews and/or evaluation experience, seven years of which in planning/reviews in development programs related to human rights, gender and results-based management;
    Knowledge and experience with the national development, policy and legislative frameworks;
    Extensive experience with UN programming, especially the UNDAF and delivering as one;
    Experience working on women’s human rights and gender equality; familiarity with the relevant context in East and Southern Africa in all its diversity is an added advantage.
     

    Language Requirements

    Fluency in written and oral English.

    UNWOMEN is committed to achieving workforce diversity in terms of gender, nationality and culture. Individuals from minority groups, indigenous groups and persons with disabilities are equally encouraged to apply. All applications will be treated with the strictest confidence.

    UNDP is committed to achieving workforce diversity in terms of gender, nationality and culture. Individuals from minority groups, indigenous groups and persons with disabilities are equally encouraged to apply. All applications will be treated with the strictest confidence.

    UNDP does not tolerate sexual exploitation and abuse, any kind of harassment, including sexual harassment, and discrimination. All selected candidates will, therefore, undergo rigorous reference and background checks.

  • Consultancy – Action research for CSEC intervention, Turkana County

    Consultancy – Action research for CSEC intervention, Turkana County

    Expected duration: 2nd March 2020 – 31st st July 2020
    Location: TdH-NL Office in Lodwar town, Turkana County
    Time: During office working hours (8-5pm) on a need basis, and at least once a week
    Objectives of the Assignment
    The overall objective of the assignment is to build a resource base on CSEC, which will establish benchmarks for measuring project results, impact and long lasting change in the lives of the beneficiaries at the end of the project, and to support learning through documentation and analysis of CSEC trends. The action research will be conducted alongside implementation of project interventions and will offer insight into progress made so far, contribute to better programming strategies (including targeting) and overall, contribute to learning on best approaches to use in programming to address sexual exploitation.
    Action research are:

    Undertake the action research through a trend analysis of the following areas: This will include (at the very least);
    Analyze the child protection systems within Tukana (Formal or Informal)
    Analysis of the knowledge, attitudes and practices in relation to CSEC by project stakeholder groups (children, parents/caregivers, youth, community leaders and the community in general) and their perceived responsibility in Child Protection.
    The warning signs and indicators that a child is involved in CSEC in the local context.
    Level of reporting and prosecution of CSEC cases in the geographical location and what the motivating factors to report or not to report are.
    The push and pullfactors that contribute to CSEC in the context ofthe project. .
    Analysis of the current project interventions vis a vis the status of CSEC in Turkana with recommendations ofstrategic improvements.
    Analysing gaps in the availability, accessibility and adequacy of child protection services and structures in Turkana.
    Collect data on some of the strategies in use in preventing and responding to the problem of CSEC in Turkana – make some innovative recommendationsforfuture programming.
    Conducting an assessment of the non-formal child protection structures in Turkana , identifying their strengths and potential weaknesses in addressing CSEC in the county

    Scope of work:

    Develop/refine a set of action research questions to inform the CSEC project in Turkana.
    Conducting desk review of existing qualitative and quantitative information as per the objectives outlined above.
    Development of data collection tools and sampling methodology. Sharing the tools with Terre des Hommes Netherlandsfor review and feedback.
    Finalising the tools and methodology based on the feedback from Terre des Hommes Netherlands.
    Conducting a pilot study/pre-test of the data collection tools for accuracy and reviewing appropriately for the research.
    Developing data entry & analysis programme (SPSS for quantitative and any other relevant program for qualitative data) and providing training to the data clerks; and ensuring quality checks during data collection, cleaning, entry and analysis.
    Making constructive observations and providing objective recommendations to the implementation, monitoring & research processes done by the project partners.
    Preparing draft report of the research findings with specific recommendations on emerging programming interventions and best practices in prevention and response to CSEC.

    Guiding Principles and Procedures
    The design and implementation of the research should take into account the principles of confidentiality and use of appropriate and sensitive interviewing methods for vulnerable groups (especially child victims of CSEC). This therefore means, ensuring children are at the centre ofthe research, that principles of gender equality, inclusion and non-discrimination are considered and acted upon throughout, and that the meaningful participation of children and other key stakeholders is promoted in the design and implementation of the research. The successful institution/firm or individual consultant will undertake to pay special attention to the “Do no harm” principle in order to mitigate any negative emotional, physical and psychological ramifications that may arise from improper and unethical research practices. Furthermore, the research is to be conducted in-line with Terre des Hommes Netherlands Child Safeguarding Policy and internal guidelines on Child safeguarding and ethical standards in Monitoring, Evaluation and Research.
    Expected Deliverables
    Under supervision of TdH-NL Kenya Country Manager, and or designated delegate (PO Turkana) and in close consultation with the TdH-NL Child Protection Advisor and the M&E Advisor (using the report templates that will be provided by Terre des Hommes Netherlands) the selected institution/firm/consultant should deliver the following:

    Inception Report: The inception report should include a literature review on CSEC in Kenya and specifically in Turkana, and propose a sound and feasible research tools, methodology, for undertaking the research.
    Phase Reports (three Phases): The Draft Report has to synthesize the trend analysis and provide tangible conclusions, and recommendations for future programmatic action. Particular attention should be given to any tangible changes in CSEC trendsfollowing the study.
    Final consolidated Action Research Report & Recommendations: The Revised Report has to synthesize all findings, conclusions, recommendations (with account of comments and additions from TdH – NL if any that will be shared following submission ofthe Zero Draft Report).
    Oral presentation/meeting and de-brief with project staff: As part of an ongoing project, the selected institution/firm/consultant will be required to conduct a presentation to TdH-NL and project partners, of the findings of the research, indicated evidenced based changes over the project period, including final findings, and suggestion of a Dissemination plan with key stakeholders. The de-briefing meeting will be a chance to clarify outstanding aspects ofthe research before finalization ofthe research.
    The Final Report: The selected institution/firm/consultant will be expected to produce a final report, with comments from the de-briefing taken into account.

    Time frame of the research
    The research will be undertaken from 1st March 2020 – July 2020. The activities will span over a period of15 weeks to be consolidated in a maximum of 20 consultancy days. Some ofthe proposed activitiesfor the assignment are as below listed. The consultant is invited to review and refine the tasks to fit within the above stated maximum consultancy days.
    Activities

    Introductory meeting with implementing partners.
    Literature review, development oftools and methodology Submission ofinception report with research tools, questions, methodology Finalising data collection tools based on commentsfrom TdH – NL & pre-test oftools, Field data collection.
    Data entry, analysis, draft report writing, submission of Zero draft report.
    Revision of Zero Draft Report based on TdH – NL comments and debriefing meeting (Nairobi level, via skype with Turkana if need be).
    Validation Workshop.
    Development of policy brief based on comments received from validation workshop.
    Submission of Final Acceptable Draft and dissemination of the same.

    Child Safeguarding
    In line with the UNCRC, Terre des Hommes strives to keep children safe in all its undertakings. The successful applicant will be required to read, understand, and commit to abide by TdH-NL Child Safeguarding Policy . The institution/firm or individual Consultant will sign the policy to indicate an understanding of, and intention to follow the policy requirements. The methodologies used in this study must abide by the universally acceptable standards for involving children in research.
    Experience and Qualifications

    Competent institution/firm or individual consultant conversant with child focused research.
    Technical knowledge and understanding of Commercial Sexual Exploitation of Children.
    Knowledge ofthe local area ofresearch (geographical) desired.
    Proven track record in qualitative and quantitative research.
    Track record in conducting surveys and research on children’s rights in Kenya and East Africa. Understanding and appreciation of ethical research processes including appreciation of child protection and child safeguarding.

    Application/Proposal Requirements.
    The consultant will submit a full technical proposal and a financial proposal. The following components must be included:

    Technical proposal
    The consultant’s understanding ofthe terms ofreference.
    A detailed methodology.
    Full details of proposed consultancy team members, including their CVs which relates to their experience and skills and ability to conduct this study.
    Evidence of past work relevant to this study.
    Names, email addresses and telephone numbers ofthree referencesfor the consultancy organization/ institution which must relate to major work done within the last three years, and the contact details (names, addresses and email and telephone numbers) ofthe persons who were ultimately responsible and accountable for contracting the consultantsfor that work.
    Full names, post office box number, telephone number(s), email addresses, and contact person(s) ofthe consultants.

    Financial Proposal
    The financial proposal must include the actual number of consultants/team, number of working days and the professional rates per day. It must also include a separate itemised logistic budget with accommodation, transport and stationary, communication, etc, well broken down

  • HRMIS Expression of Interest (EOI)

    HRMIS Expression of Interest (EOI)

    Expression of Interest (EOI)
    KEMRI-Wellcome Trust Research Programme intends to engage eligible firms / individuals which have the capability to provide a fully-fledged HR and Payroll HRMIS which will include but not limited to; Payroll, Performance Management, Leave Management, Employee Master data, Contract Management, Separation, Employee Self-Service etc.
    The detailed Expression of Interest (EOI) and application procedure details are on our website: www.kemri-wellcome.org in the Procurement section found in the header section of the website.

  • Consultancy – Infographics and Data Visuals Designer

    Consultancy – Infographics and Data Visuals Designer

    Background

    The United Nations Volunteers (UNV) programme contributes to peace and development through volunteerism worldwide. We work with partners to integrate qualified, highly motivated and well supported UN Volunteers into development programming and promote the value and global recognition of volunteerism. UNV is active in around 130 countries every year. With field presences in over 80 countries, UNV is represented worldwide. UNV is administered by the United Nations Development Programme (UNDP).
    In December 2018, the United Nations General Assembly adopted resolution titled “Volunteering for the 2030 Agenda for Sustainable Development” (A/RES/73/140). The resolution defined the overall theme of the global technical meeting (GTM2020) as “Reimagining volunteering for the 2030 Agenda” and requested that the meeting be held as a special event on the margins of the 2020 High-level Political Forum (HLPF) on Sustainable Development. The main aim of the meeting is for the global volunteering community to effectively position volunteering in the global agenda through enhanced recognition of the engagement and contributions of citizens through volunteering to the 2030 Agenda for Sustainable Development.
    The GTM2020 will take place at a critical juncture under the 2030 Agenda. Five years following the adoption of the Sustainable Development Goals (SDGs), development actors are looking backwards to best practices and lessons learned and forwards to how the SDGs can be accelerated to achieve their targets over the next decade. Across the globe, Member States and other actors have taken steps to achieve the SDGs by 2030, including many that involve volunteering. However, progress has been mixed, and much work remains to be done. While, for example, extreme poverty has declined considerably, and countries are beginning to take serious climate action based on the ratification of the Paris Agreement, there remain critical areas that require a “much deeper, faster and more ambitious response.”
    The GTM2020 will also take place at a time of rapidly evolving social, environmental, economic and political mega trends that bring new risks, create new opportunities, while also changing the development landscape. SDG Progress is increasingly threatened by a climate emergency. Development gains are being distorted by growing inequality. Migration is shifting populations and altering and disrupting social fabric, whilst exponential growth in technology is bringing changes to the way that people live and work. With the focus in 2020 on accelerating sustainable development against a backdrop of unprecedented change, volunteering can be a powerful means to engage people to ensure that global sustainable development efforts are owned by people, implemented by people and for people. However, volunteering – and how to engage volunteering – needs to be “reimagined” so that it keeps agile, responsive and impactful.
    While much work has been done to support volunteers, there are significant areas that require further attention. For example, the historical and geo-political legacy of volunteering discourse has largely focused on either international volunteering, mainly from the global North to the global South, or local “charity” work. The value of volunteer actions led by the global South needs to be much better recognised, understood and promoted, with most research to date done by and in the global North. Despite significant changes in the forms and functions of volunteer activities, such as online and micro-volunteering and collection of citizen generated data, over the last decade, they have not been adequately mirrored in policy debates and official processes. Furthermore, how governments safeguard the rights of volunteers against the potential risks of exploitation and ensure safety, security and well-being of volunteers needs to reflect these realities, particularly given that volunteers are often the first responders at times of crises and shocks.
    Against this dynamic, complex and challenging backdrop, there is a need to reimagine volunteering and the way that development actors engage with volunteering, backed by a broad and diverse evidence base, to support volunteers to become an integral part of the decade-long push to deliver the SDGs by 2030.

    The Strategic Objectives Of The Plan Of Action To Integrate Volunteering Into The 2030 Agenda, Endorsed By UN Member States, Are To

    Strengthen people’s ownership of the development agenda through enhanced civic engagement and enabling environments for citizen action;
    Integrate volunteerism into national and global implementation strategies for the post-2015 development agenda; and
    Measure volunteerism to contribute to a holistic understanding of the engagement of people and their well-being and be part of the monitoring of the Sustainable Development Goals (SDGs).

    In line with these objectives, the GTM2020 is to strengthen recognition and support of volunteering through the generation and analysis of existing and new evidence, while providing a platform for the exchange of good practices, knowledge products and lessons learned. The GTM2020 will be the culmination of three years of evidence generation and validation in coordination and partnerships with multiple stakeholders at national and regional levels, in particular those from the global South.
    Against this backdrop, four building block ‘workstreams’ will support the overarching theme “Reimagining Volunteering for the 2030 Agenda”.Duties And Responsibilities

    UNV is looking for an expert in conceptualizing and graphic design of infographics and data vizualisations for a range of products and materials leading up to the Global Technical Meeting (GTM) on volunteering in July, 2020. The graphics need to be along the brand guidelines of the Meeting but at the same time innovative and usable in both online and offline publications. The consultant will report to the Policy Specialist, Volunteer Advisory Services Section.

    Key Deliverables

    Key deliverable 1. Submission of concept and guidelines for infographics
    The consultant will build from the provided event branding and broader graphic design principles to propose the overall concept and guidelines for infographics, including providing examples of graphs/charts and visuals by objective/purpose that workstream content providers can consider for use in their products.
    The guidance should also suggest common factors to be used across all infographics, including but not limited to:The consultant will also produce a format for the workstreams/product leaders to fill out when requesting infographics and providing feedback on draft infographics, to ensure relevant information is provided ahead of discussion and conceptualization.

    Key deliverables 2 & 4. Drafts of the different infographics

    The Split Of Infographics/data Visualizations Has Yet To Be Finalized But For Indicative Purposes Could Be Something Like

    Based on commission by the different workstreams (coordinated by the Policy Specialist) the consultant will provide 25 infographics. File formats could include pdf, png, jpg, gif, eps, svg, or other vector file formats.
     

    Mapping trends and evidence on volunteering for the SDGs: This workstream will help to position volunteer efforts as we scale up efforts for 2030 and beyond.
    Volunteering as SDG accelerator: This workstream will move from what we have learned and success-to-date to understanding how volunteerism might contribute to accelerating progress in tackling critical SDG challenges.
    Next generation volunteering support: This workstream asks whether and how the package of ‘enabling environment’ solutions that governments and their development partners invest in needs to be updated.
    Measuring volunteering for the SDGs: This workstream explores how volunteer measurement efforts might strengthen a people-centered approach to SDGs planning, monitoring and integration.

     
    Typography: fonts
    Colour: primary, secondary, colours gradients
    Charts: types of charts to be used to show specific relationships/processes/matrices etc
    Icons: Likely common icons or concepts such as: connections, innovation, inclusion, cooperation, volunteers, solutions, youth, equality, evidence, policies.
    Call to Action (1) – Summary 1-page infographic of the Call to Action – June 2020
    Global Synthesis Report (2) 2 x infographics including one gif – April 2020
     

    For Example

    One on Plan of Action process
    One on Recommendations April 2020
    Global Technical Meeting materials; 2 x infographic products to be used for the website, agenda or other materials – May 2020
    Workstream 1: Contribution to the SDGs (5); 2 data visualizations/infographics on contributions to the SDGs based on the good practices database including one gif. Due May 2020
    1 infographic on volunteer practices/typology. February 2020
    1 data visualization based on the results of the global survey. May 2020
    1 infographic on results from the global survey. May 2020
    Workstream 2: Acceleration matrix (5) 1 x infographic on the acceleration matrix. April 2020

    4 other infographics summarizing aspects of the toolkit (1 per section). May 2020

    Workstream 3: Next generation volunteering support (5)

    1 overarching infographic on trends on 21st Century Volunteering. March 2020
    1 infographic on commen elements of an enabling environment. May 2020
    3 other infographics based on the outputs of the design blueprints. April 2020

    Workstream 4: Measurement (5)

    1 data visualization on measurement of volunteer work by countries. March 2020
    1 -page infographic distilling guidance for national statistics agencies. March 2020
    1-page infographic summarizing the challenge fund papers.Feb-March 2020
    2 infographics (decision-tree/process flows) for the toolkit on measurement. April 2020

    The consultant is to visually showcase each set of data’s main information and supporting messages and ensure that the overall design is readable, consistent, logical and visually engaging to a non-technical audience. One round of revisions would be required for each design based on consolidated feedback from UNV and partners. Final submissions would reflect the feedback and inputs gathered from UNV accordingly and conduct final changes, in order to create the final infographics in different formats. Provide the infographics, along with the individual elements in different formats – including editable versions – on a download centre. UNV has all rights to the assets.

    Key deliverables 3 and 5. Production of other language versions
    Production of original infographics will be done in English. Each infographic would then be made available in the remaining five UN langauges: Arabic, Chinese, French, Russian and Spanish. Translated material and any guidance for inclusion in the design will be provided by UNV. Final versions would be provided in the download centre. UNV has all rights to the assets.

    Key deliverable 6. Liaison with the knowledge portal developer
    The consultant will liaise with the UNV web developer and recommend interactive features for developing a web-based version of at least two data visualizations.

    Description Of Responsibilities (scope Of The Work)

    Deliverable No of days Deadline

  • Armed and Security Forces (FAS) Police and Security Programme Adviser

    Armed and Security Forces (FAS) Police and Security Programme Adviser

    Overall Responsibility
    The Armed and Security Forces (FAS) Programme Adviser assists the FAS Delegate in implementing the FAS programme, including planning, carrying out, assessing and following up FAS activities. S/he maintains contact with authorities, mainly military or security bodies but not only, at various levels, and participates in meetings with different contacts, in a leading or supporting role.
    Tasks and responsibilities

    Provide an analysis and mapping of the Armed Forces in Kenya, Tanzania and Djibouti in support of the annual planning and budgeting process;
    Develop, build and maintain a network of interlocutors within the Armed Forces in Kenya, Tanzania and Djibouti;
    Identify and prioritize needs for dissemination, training and potential for integration of IHL in the various curricula and advise the delegation accordingly;
    Develop and maintain networks with regional Military and civil forces organizations e.g. IPSTC, EASF, EAC military attaches etc.;
    In line with the planned activities, represent the ICRC at high level meetings with key and influential Armed Forces interlocutors to promote an understanding of the ICRC mandate and activities;
    Plans, organizes and carries out basic courses and general operational disseminations for KDF/TPDF (at headquarters, Regional Commands and training schools) on international humanitarian law and other pertinent bodies of law.

    Minimum Requirements and competencies

    University degree in law, military science, international relations or other relevant field; extensive military experience may be considered in lieu; Post Graduate or Master’s Degree is an asset;
    Five (5) years relevant professional experience in practicing law or serving in the military;
    Good knowledge of military structures in the three countries (Kenya, Tanzania & Djibouti);
    Very good knowledge of international humanitarian law is a MUST;
    Excellent command of written and spoken English (Knowledge of French is an asset);
    Certificate of good conduct.

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  • Consultancy – End Term Review for Hand in Hand Eastern Africa & the IKEA Founda

    Consultancy – End Term Review for Hand in Hand Eastern Africa & the IKEA Founda

    Background to the Project
    The IKEA Foundation funded project; Creating rural opportunities for women and youth through climate resilient entrepreneurship in Kenya, was implemented in four branch offices located in the following counties of Kenya:  Embu, Homabay, Busia and Bomet. 
    HIH EA utilizes an integrated four step approach:
    Step 1. Social mobilization and savings: Group formation is a crucial building block, creating mutual support. A total of 43,200 rural poor (of which 80% female; 40% youth) were targeted to be mobilized into groups of 10-20 members jointly trained on group dynamics, leadership and savings mobilization.
    Step 2. Enterprise and climate resilient training: Business and financial management training, complemented by needs-based vocational skills training, was availed to members to establish/expand sustainable and resilient enterprises. Modules included the basics of business, bookkeeping, business registration, financial analysis and relevant skills training.
    Climate resilient training sensitizes on basic climate change science and scenarios, and promotes environmentally friendly practices at business and household levels, as well as the creation of green businesses. Individuals learnt adaptation and mitigation measures to climate change. Adaptive measures included crop diversification; drought-resistant crops; irrigation and rain harvesting. Mitigation measures included economical use of resources; eco-friendly materials; tree planting to reduce soil erosion; facilitation of organic farming groups and cultivation; and promotion of renewable energy in cooking, lighting and other aspects of household and enterprise development.  
    Step 3.  HiH EA facilitated linkages to government credit funds with formal partnership agreements. 50% of members were targeted to access HiH’s Enterprise Incubation Fund (EIF), which aims to expand members’ access to catalytic business capital. Micro-loan of up to US$100 was availed at an affordable interest rate to eligible members (12-month loan term), after which they transitioned to Micro-Finance Institutions or regular banks 
    Step 4. Linking of entrepreneurs to markets: HiH EA supported members to improve the value, quality, competitiveness and resilience of products/services. HiH EA aimed to create market linkages and community structures that were to remain beyond exit, such as the formation of associations and cooperatives to aggregate production, increase quality and improve access to investments, technology/inputs, markets and value chains.
    Climate Resilient Entrepreneurship Club Component.  Separate from the program described above, HiH EA targeted 4,800 primary and secondary school students between the ages of 12-17. Students were to be enrolled in extra-curricular climate resilient entrepreneurship clubs that complemented the Kenyan education curriculum with a forward-thinking, interactive and market-based teaching element. The clubs aimed to i) encourage students to explore new opportunities and consider the potential of rural self-employment, ii) sensitize students on issues of climate change and raise awareness on adaptation practices, and iii) increase leadership skills and self-confidence. Ultimately, the clubs aimed to pave a productive way out of poverty for upcoming youth. 
    The assignment
    Objective and Scope
    To carry out an End Term review of the project as described above and outlined in the program logframe to: 

    Assess achievements against targets
    Assess the Monitoring, Evaluation and Learning Framework 
    Assess the quality of program implementation 
    Analyze what went well and not so well
    Develop a new theory of change based on the findings, highlighting critical pathways of change.
    Lessons learnt  
    Recommendations for future projects 

    Methodology
    Applicants should outline suggested methodologies for answering the evaluation questions below which incorporate quantitative, qualitative primary and secondary research methodologies. Currently, the program team has a Management Information System which contains relevant data related to some of the program output indicators. We expect the evaluators to validate the data that we have collected to report on our results. 
    There are outcome and output indicators that will require primary data collection. We expect the evaluators to build on some of our existing data collection tools to carry out this data collection.  
    Deliverables

    An End Term review Inception Plan which outlines in detail what the consultancy team will do. (Template to be agreed with HiH EA and HIHI).
    Development/redevelopment of primary data collection tool/s and data collection plan. 
    A presentation of draft findings to both the HiH EA and HiHI teams for discussion and feedback. 
    An End Term review report of approximately 40 pages. 
    An Executive Summary of no more than 4 pages. 
    Presentation of the End Term Evaluation to HiH EA/HiHI.  

    End Term Evaluation core areas of enquiry and questions
    Outputs and Outcomes

    Collect data for output and outcome indicators which regular data collection does not cover. An overview of which outputs and outcomes are not covered by regular data collection are highlighted in Annex 1.

    Effectiveness

    Did the program meet all outcome and output targets?    
    What were the key drivers and barriers affecting the delivery of results for the project?  
    What innovations have been deployed to reach targets?
    Has the project been adapted to changes?
    Were Midterm recommendations implemented? What has been the results of implementation?
    What lessons and learnings can be drawn from the income and productivity longitudinal survey commissioned in June 2019?

    Efficiency

    To what extent did the project team understand cost drivers and manage these in relation to performance requirements? Did the project implementation team possess the required specific skills for the project? 
    To what extent did the program deliver results on time and on budget against agreed plans? 
    Could the program have been implemented in a more cost effective way?  What and for whom?

    Relevance
    Target groups:

    To what extent did the project target and reach the intended target groups effectively (women, youth, students)? Could there have been another approach?
    Gender: how did the project improve/build on good practices when targeting women?  
    Youth: how did the project improve/build on good practices when targeting youth? 
    How did the project actively involve the youth and build their leadership?
    How well did the project respond to the stated needs and requirements of the target beneficiary groups?  
    Was the approach used on school going children beneficial to pupils?
    How did the project beneficiaries get involved in the project design, implementation and monitoring?

    Relevance of programme activities:

    Adoption of climate resilient practices
    What sustainable Climate resilient practices have been adopted, and to what extent, by the members;

    Agroforestry,
    Climate smart Agriculture, (Drought tolerant crops, soil and water conservation,
    Renewable Energy (Energy saving cook stoves)
    Waste management practices (Waste segregation and recycling)
    Water harvesting and storage

    Climate change trends per county for the last four years.
    Sustainable climate change resilient practices implemented per county
    Partnerships established within the project, their level of involvement and areas of enhancing sustainability.
    Relevant partners and their contribution in the project implementation.
    What good agricultural/irrigation/climate resilient practices have been trained to the SHG members?
    How relevant were the School Clubs and have they demonstrated impact amongst the target beneficiaries, that is attributable to the project?

    Training

    Was the training delivered effectively? (Quality of training)
    Who benefited the most from the training provided? Are there indirect beneficiaries of the training and how have they benefitted? (households/family, community)
    Were midterm recommendations touching on training implemented and what has been their impact? 

    Sustainability

    To what extent is their available evidence, that the benefits delivered by the project will be sustained beyond the project?
    What are some of the measures that Self Help Groups and Clubs have put in place to enhance their functionality and sustainability?
    Were midterm recommendations on exit strategies implemented?

    Impact

    How can we improve our monitoring and learning framework to ensure evidence of the impact of the program is more effectively collected and communicated?
    What are some of the unintended consequences (positive or negative) outcomes of the project?
    To what extent has our Theory of Change been demonstrated as set out above and in our logframe? Is our theory of change still valid?
    What are the key needs in the four project implementation areas, that can inform the design of another phase of the project, for impact maximization?

    Gender and Youth

    How did the project contribute to reducing gender-based inequality?
    To what extent did the project mainstream gender equality in the design and delivery of activities (and or other relevant excluded groups)?  
    What practical activities did the project team undertake to build on gender and youth mainstreaming?
    How has the project contributed towards changed gender dynamics within households? 
    How many women and youth have increased confidence and leadership skills to actively input into decisions relating to income and climate change?
    How has the project contributed to changes in the way adolescent (students below 18) and young women (18-35) are growing in terms of their personal and household decision-making?

    Audience
    This evaluation will be shared with the IKEA Foundation. It will also be published externally on the HiH EA and HiHI website and shared with key partners. The report will also be used to improve future program implementation.  
    Submitting Proposals
    HiH EA and HiH I are requesting the consultants to submit proposals to respond to this Terms of Reference outlined above. We expect the consultancy firm or consultant to demonstrate the skills and experience outlined below (or equivalent):

    The consultant should have a minimum of 8 years’ experience in field research
    Should demonstrate evidence of past relevant evaluation assignments in Kenya and be able to provide examples as requested
    Proven track record in analytical report writing 
    Capacities with electronic data collection will be favorably considered
    Experience of field work and data collection at household level in Kenya
    Operational capacity in Kenya
    In-depth knowledge of enterprise development programs, involving the poor, rural entrepreneurs and smallholder farmers
    Experience in monitoring and evaluation of projects relating to agriculture, livestock, and climate change resilience
    Expertise on women and youth’s economic empowerment programmes and barriers and challenges to participation in the economy and society will be favored

    The proposal should include the following:

    A short outline of evaluation approach, research design and methods for the ETR including how they propose to answer the research questions outlined above.
    A proposed process and timeframe for the ETR setting out the phases, the number of consultants and the number of days.
    The anticipated challenges and dependencies affecting the implementation of the ETR and how these should be addressed both by the consultants, by HIH EA and HiH Intl.
    A summary of the skills and experience of the proposed lead consultant and the consultant(s) together with her/his CV showing relevant previous assignments and clients.
    A detailed fee quote and rationale for the lead consultant and an estimate for the costs of other consultant(s).