Terms of Reference for Documentation of "Localisation through the lens of ELNHA project model"

About Oxfam

Oxfam started working in Uganda in the 1960s. Since then, we have implemented both development and humanitarian programs to support practical and innovative ways for people to lift themselves out of poverty. Oxfam envisions Uganda free of extreme inequality and injustice; a society where citizens and particularly women across all age groups claim and exercise their rights and responsibilities and can influence decisions that affect their lives.

Our one country program is hinged on three thematic goals that aim to promote women’s rights, good governance and accountability, resilient livelihoods, as well as enhance preparedness, reduce vulnerability to disaster and ensure an effective response to humanitarian crises. In cases of disaster, Oxfam works together with partners to provide lifesaving assistance that meets the needs of those affected. Oxfam also believes that besides saving lives, it is imperative to strengthen humanitarian capacity at a local level. This would ensure better, quicker and cost-effective preparedness and response to humanitarian situations. We have taken actions to strengthen the capacity of local humanitarian actors in all our areas of work.

About the Project

The ELNHA project aims to promote a more equal sharing of power and resources in the humanitarian sector between international humanitarian actors and local and national ones. The underlying assumption is that empowering local and national humanitarian actors (LNHAs) to lead emergency preparedness and responses in their own context will positively impact vulnerable people living in disaster and conflict prone areas, by providing faster and more appropriate humanitarian response. In the wider policy sphere of the World Humanitarian Summit of 2016 and the ensuing Grand Bargain commitments, the concept of localization has been identified as a priority to make the humanitarian system more effective.

ELNHA is pursuing three main strategies which complement each other: STRENGTH concerns the collective and organizational capacity of LNHAs to design, lead and deliver humanitarian responses; VOICE relates to influencing the local and national humanitarian agenda through coordination and advocacy among LNHAs. SPACE is concerned with influencing the overall international humanitarian architecture in order to create an enabling environment for LNHAs.

Local actors have formed networks; asserted themselves in decision making spaces and calling for humanitarian action in areas which would otherwise go unnoticed. The interventions that have been implemented were based on a Theory of Change which contains three complementary strategies:

  • STRENGTH: concerns organisational capacity of LNHAs to design, lead and deliver humanitarian responses.
  • VOICE: relates to influencing the national humanitarian agenda through coordination, networking and advocacy by LNHAs.
  • SPACE: regards influencing national governments and international actors who form part of the international humanitarian architecture in order to create a more enabling environment for local actors to lead emergency preparedness and responses in their own context.

Under each of the above strategies are result areas and outcomes as follows:

Intermediate Outcome(IO) 1.STRENGTH: LNHAs lead in humanitarian preparedness and response work in Bangladesh and Uganda, ensuring participation of affected people

Early Outcome(EO) 1: LNHAs manage resources (e.g. funding, human capacity, knowledge, expertise) and implement humanitarian preparedness and response activities according to the Core Humanitarian Standards and other international humanitarian principles and standards.

  • Result 1: Credible database established of LNHAs that can respond with strong humanitarian standards
  • Result 2: LNNGOs, including WROs have the systems and policies in place and apply them for quality response
  • Result 3: LNHAs establish consortia to apply for funding
  • Result 4: LNNGOs are resilient and can manage organizational risks

EO2: LNHAs will collaborate and coordinate among themselves, with other sector stakeholders and with communities for more effective humanitarian preparedness and response.

  • Result 1: Platforms are functional and have a sustainability roadmap
  • Result 2: Mechanism in place to ensure inclusivity and collaboration with refugee organizations, community based organizations, and women leaders/ women rights organizations

EO3: LNHAs adopt the most effective forms of humanitarian response (such as cash transfer programming) that support the agency and resilience of affected people

  • Result 1: LNHAs integrate CTP knowledge and skills into design and delivery of Humanitarian preparedness and response
  • Result 2: Evidenced innovative approaches to Cash-Voucher Assistance (CVA) that build local response capacity, specifically community/ refugees level cash grants

IO2.VOICE: LNHA in Bangladesh and Uganda have the voice and power to influence the humanitarian agenda in their country , integrating the views and needs of affected people

EO4: LNHAs will coordinate and influence the humanitarian agenda to be more inclusive of affected people’s needs.

  • Result 1: LNHAs are successful in influencing INGOs, government, private sector and other stakeholders to integrate the JAP and/or HAF type-models in their systems
  • RESULT 2: Inclusive and participatory Disaster and Contingency planning mainstreamed in the Government Disaster management system
  • Result 3: Local and national networks collaborate and represent local actors in national, regional and international spaces

EO 5: LNHA will be able to mobilize and obtain resources for self-designed or co-created preparedness and response activities

  • Result 1: Increased access to funding for LNHAs for preparedness and response

IO3.SPACE: International humanitarian donors , national governments and INGOs tailor their policies, strategies, systems and practices to enable other LNHA to lead in humanitarian Preparedness and response.

EO 6: National and international humanitarian donors, governments, and INGOs demonstrate accountable partnership with LNHA.

  • Result 1: Oxfam is an accountable equal partner, both in policy and in practice
  • Result 2: INGOs and UN agencies adopt partnership practices supportive of local leadership, based on shared learning

EO 7: National and international humanitarian donors, governments, and INGOs allocate resources to support LNHA initiatives.

  • Result 1: Donors buy into the HAF/HRGF models and provide funding for it (or similar models)
  • Result 2: Signatories to GB make access to funding easier for LNHAs
  • Result 3: Greater trust and visibility of LNNGOs in humanitarian action
  • Result 4: Government Contingency Fund is activated

EO 8: International NGOs use their influence in support of strengthening the role and leadership of LNHA.

  • Result 1: INGOs have a localization working group with a plan for influencing on localization
  • Result 2: INGOs open up humanitarian system decision-making spaces for greater direct representation of LNNGOs

Purpose and Objectives of the study

The purpose of the study is to document the ELNHA Model of localisation of humanitarian aid, highlighting the Sustainability and impact interventions that build on ELNHA Phase 1 and guide Oxfam on what the key element that led to success were;

  1. Documenting the HRGF model of responding to crisis
  2. Working through local networks and their strength coordination of LNHAs
  3. How local humanitarian leadership has been strengthened through the approaches used in implementing ELNHA project

Scope of Work

  • The consultant will conduct a discussion with the project team on how to best document successful models
  • Prepare a detailed methodology 
  • Use a participatory approach to gather learnings and unique approaches
  • In close collaboration with the project manager, develop a 4 paged summary of the model that will be shared in the humanitarian conference in April 2021
  • Capture and submit 40 images with high resolution in JPED of the work LNHAs are doing

Study Outputs/Deliverables

  1. An inception report
  2. A booklet highlighting ELNHA project model; executive summary; description of objectives, methods and limitations; findings, conclusions and recommendations.
  3. A 4 paged summary of ELNHA s approach to localisation that will be presented as summary of the booklet
  4. 40 high resolution images captured from the communities where ELNHA Project has been working-captured in consultation with the implementing partners

Note: All clean dataset(s), transcriptions and other study materials MUST be handed over to Oxfam in Uganda at the end of the study]

Timeframe and estimated working days

The assignment will be undertaken between 1st Nov 2020 to 5th December 2020 lasting a total of 26 working days from the date of signing the contract.

  • Consultant to sign contract for the assignment: 28th Nov
  • Review of documents and development of the inception report and study instruments: 29th -30th
  • Presentation of Inception report and data collection tools: 2nd Nov
  • Primary data collection ( field work): 3rd-11th Nov
  • Data analysis and report writing: 16th -20th Nov
  • Incorporation of pictures: 20th Nov
  • Submission of the drafts report to Oxfam in Uganda: 24th Nov
  • Incorporating comments on draft report: 25-26th
  • Development of abridged version: By 2nd Dec
  • Presentation of the abridged version and formatting: By 3rd Dec
  • Submission of the final project study report to Oxfam in Uganda: By 4th Dec

Qualification and experience of the consultant/team

  1. Good Understanding of localization agenda
  2. Demonstrated experience with documenting best practices or evaluating processes, in particular of initiatives aiming at sharing knowledge and experiences
  3. Demonstrated experience as a facilitator
  4. Demonstrated experience in conducting participatory research , and/or in building capacity of other professionals in research / reviews
  5. Experience with humanitarian programmes / projects, humanitarian cycle management and humanitarian architecture (the “humanitarian system”)
  6. Demonstrated understanding of (humanitarian) capacity development, sector collaboration strengthening and influencing processes, including local humanitarian leadership and ability to apply this understanding to the evaluation approach and implementation

Proposal Criteria

The technical proposal will be evaluated based on the Quality Cost-Based Selection (QCBS) Criteria:

  • The individual general reliability as well as experience and capacity in the carrying out the assignment (30%)
  • The approach in responding to the TOR and detailed work Oxfam in Uganda (45%)
  • The qualifications and competencies of the proposed personnel for the assignment (25%)

Proposals obtaining more than 70% of the technical points will be considered technically suitable and qualify for financial assessment.

Supervision and management of the assignment

The consultant will be supervised by the Project manager working closely with the monitoring, evaluation and learning coordinator. Oxfam will provide for accommodation, transport, and field movements according to Oxfam’s standards.

Payment

The consultant will be paid in instalments: 30% paid after approval of inception report, 50% after approval of the various pieces of work (booklet, images and abridged version) and 30% after submission of all the final deliverables. The consultant fees will be exposed to 6% withholding tax.

Submission of Technical and Financial Proposal

Proposals should include both the technical and financial proposals and should be submitted by 23rd October 2020 in soft copy to ugandalogistics@oxfam.org