Somalia: CRS Somalia Protection Sector Capacity Building Consultancy

I. Background
CRS Somalia
CRS had a long history of working in Somalia before 1994; CRS returned to Somalia in response to the 2011 drought emergency and has been implementing emergency response and resilience projects through local partners for the last seven years. CRS coordinates Somalia programming from the Nairobi office, but most project staff are based in implementing partner offices in Mogadishu and Baidoa. Since the 2017 drought, CRS has implemented projects in multiple sectors including food security (cash transfers), health, nutrition, WASH, and protection across south-central Somalia and Mogadishu. CRS’ humanitarian response portfolio has been implemented by 6 partner organizations and funded by multiple donors, predominantly US Government.
With funding from USAID Office of Foreign Disaster Assistance (OFDA), CRS is implementing the Integrated Humanitarian Assistance for IDPs and other vulnerable Populations in South-Central Somalia project from August 2018 – July 2019.
Through an integrated multi-sectoral approach, the project provides access to life-saving basic social services for vulnerable populations, particularly IDPs in Mogadishu/Afgooye Corridor, Baidoa, and other locations. CRS is implementing the project with three local partner organizations.

Executive Summary:

What: CRS will provide an integrated package of basic life-saving services to highly vulnerable IDP, host- community, and hard-to-reach populations in Mogadishu, Afgooye Corridor, Baidoa, Cadaado, Luuq, Dollow, and Garbahaarey designed to enhance the protection of all community members, while improving the health and nutrition of the target populations. This integrated package will include access to primary healthcare through facilities or mobile clinics; a complete Integrated Management of Acute Malnutrition (IMAM) program; prevention of gender-based violence (GBV) and comprehensive services for survivors; child-friendly spaces which promote protection, health and nutrition of children; community-focused coordination of settlements; emergency shelter; integrated hygiene, health, and nutrition sensitization; and critical WASH infrastructure and distribution of hygiene supplies. The project will include Camp Coordination and Camp Management (CCCM) activities and child-friendly spaces that will provide entry points for well-integrated service provision across partners and sectors. CRS will lead a consortium of high-capacity local partners who are well established in the target locations, providing careful management, technical direction, and strong coordination, while ensuring effective Accountability to Affected Populations (AAP).
Why: IDP populations in Mogadishu, Afgooye Corridor, Cadaado, Baidoa, Luuq, and Dollow live in desperate conditions with extreme vulnerability to malnutrition and communicable diseases, and face highly elevated protection risks. These populations continue to demonstrate critical rates of

malnutrition despite overall improvement in Somalia,1 and live in overcrowded and unhygienic living conditions, lacking access to essential services, and with limited opportunities to recover basic livelihoods. Integrated humanitarian assistance is critical to ensure that all persons, especially women, children, and those with unique vulnerabilities such as older persons, marginalized groups, and those with disabilities are protected and can access the basic services they need. Populations in under-served districts face similar needs and risks, such as in Garbahaarey, where CRS has identified a gap in health service provision as a critical priority.
Protection Component
CRS has worked closely with local partner Save Somali Women and Children (SSWC) since 2011, implementing continuous programming aimed at reduction in GBV and comprehensive services for survivors through a network of women’s crisis centers.
Each crisis center is staffed by a trained counselor who provides psychosocial support through counseling sessions and provides overall case management for the survivor; a GBV nurse who provides initial consultation and first aid and identifies survivors in need of referral for medical services; a lawyer who provides legal aid to both formal courts and to informal justice processes; and a network of field monitors who provide regular community sensitization, accompanied referrals, and also take up some case management functions such as follow-up to the survivor. The crisis centers provide accompanied referral for medical treatment as needed and per the wishes of the survivor; and distributes dignity kits to survivors.
Under the current project, SSWC is operating 4 women’s crisis centres:

  • Mogadishu (Hodan),
  • Agooye Corridor (KM13),
  • Baidoa Town,
  • Cadaado Town.

In addition, the project supports two safehouses which provide temporary shelter (typically limited to 30 days or less) for survivors who have no safe alternative to return to, or who are in need of more intense psycho-social support before they are ready to return to their community. Staffing at these safehouses includes a dedicated counselor. The project currently supports 2 safehouses:

  • Baidoa,
  • Mogadishu—which supports both the crisis centers at KM13 and Hodan.

Based at the crisis centers, SSWC maintains a significant presence in the communities it serves, working to change harmful cultural norms, reduce stigma, prevent GBV, and encourage reporting and service-seeking by survivors. In addition to its team of field monitors who make household visits and facilitate community meetings, SSWC implements sensitization campaigns, GBV prevention and response training for community leaders and other key stakeholders including police and judiciary, trains community members (often survivors themselves) in basic PSS principles, and has created support groups meeting at facilities or in the community.
Current policy at these centers and safehouses is that SSWC does not provide services to children or adolescents, and should refer to appropriate actors. However, services for child and adolescent survivors of GBV, and children/adolescents who have experienced rights violations more generally, are significantly limited in many locations. Community leaders and other stakeholders have consistently requested SSWC
1 UNOCHA Somalia Humanitarian Bulletin. March 2018.
to also provide services in the child protection sector, as they are often perceived as the best-placed actor in the community to provide these protection series, and it is especially critical that SSWC is able to provide appropriate high-quality case management and comprehensive services for child or adolescent survivors of GBV.
As part of this project cycle, CRS and SSWC will be introducing community-based child friendly spaces (CFS) to be constructed in IDP settlements where CRS is providing integrated health/nutrition/WASH and protection services. These CFS will be supervised by child protection officers, and while designed as a community entry point for multi-sectoral interventions, they are primarily intended to provide PSS through structured play, socialization, and positive environment for children who are highly vulnerable for various reasons: they are predominantly a protection intervention. SSWC counselors with more expertise in child/adolescent- specific PSS will be important to backstop the community-based PSS provided at CFS.
In general, SSWC hopes to broaden the range of protection services it offers to the communities it serves, to include child protection services. To move towards this goal, SSWC is focused during this project cycle on 1) the capacity of crisis centers and safehouses to serve child and adolescent survivors; and 2) community-based protection interventions which include components focused on children’s vulnerabilities to rights violations alongside the focus on GBV—this includes implementing CFS, but also broadening its sensitization/awareness/training efforts to include child protection.
CRS and SSWC are committed to implementing services per the 2017 Interagency Guidelines for GBV Case Management, and intends to implement the IRC/UNICEF Caring for Child Survivors of Sexual Abuse (CCS) guidelines. CRS and SSWC anticipate working closely with the consultant and the Somalia Protection Cluster / GBV Working group to identify any additional/updated guidance that should be added or substituted.
II. Consultancy


The purpose of this consultancy is to support CRS in building or strengthening key aspects of SSWC staff and organizational capacity to provide high quality services to survivors of GBV. The consultancy aims to support three goals:

  1. Build capacity of key staff to provide case management for GBV survivors who are children or adolescents. This approach should strengthen capacity of SSWC leadership and also prepare those key staff to cascade to lower level staff at each crisis center.
  2. Strengthen organizational capacity of SSWC to measure and ensure the quality of case management and comprehensive services for adult, child, and adolescent GBV survivors.
  3. Train SSWC counselors and other key staff on PSS approaches for children and adolescents
    (Organized per the 3 goals listed above )
  4. a. Provide Training for SSWC senior staff and key staff from each crisis center (GBV coordinators, Nurses, Counselors, Lawyers, child protection officers, national-level leadership, case workers, team leaders) and CRS staff. This should focus on
    implementation of the IASC guidelines for case management, and should specifically address the differences between children, adolescents, and adults at each step of the case management process.
  5. This is envisioned as a 3-5 day training.
    b. Provide additional training to selected staff to be trainer-of trainers for staff at their respective crisis centers. Identify or create resources/tools sufficient to enable staff to facilitate this training—
  6. This is envisioned as a 1-2 day addition to the above training.
  7. a. In preparation for training, design a staff capacity assessment for SSWC staff. This will be used to tailor trainings to priority gaps. This could also be applied as a follow-up to the training cycle.
    b. In conjunction with case-management training, identify current best practices and challenges in SSWC’s current practice. Create an action plan actions/objectives, to include timelines and persons responsible for each action.
    c. In conjunction with case-management training, identify specific quality benchmarks that SSWC will use for ongoing assessment of its service quality and compliance with IASC standards. This should result in a monthly/quarterly assessment checklist that SSWC and CRS can apply internally. This may also include a component of beneficiary feedback directly aimed at assessing achievement against the quality benchmarks: through a beneficiary satisfaction survey, focus group discussions or other appropriate means.
    d. Provide training to practice case conferencing on a regular basis (likely quarterly). Identify or create resources needed by SSWC to conduct case conferencing (guidance or forms).
    e. Provide remote support to participate in case-conferencing sessions in quarters 1 and 2 following the training.
    f. Provide remote follow-up/reflection on CRS/SSWC reports after application of quality benchmark monitoring checklist: to discuss identified successes/challenges and identify suggested actions as needed
  8. a. Provide Training for SSWC key staff (GBV coordinators, Nurses, Counselors, Child Protection Officers, national-level leadership) and key CRS staff : to ensure staff have a foundational understanding of approaches to psycho social support and care for children and adolescents, how this differs from PSS for adults, and key considerations around do-no-harm and how to apply the survivor-centered approach to working with vulnerable children/adolescents.
  9. This is envisioned as a 3-5 day training
    b. Identify or create resources staff can use to facilitate knowledge-sharing with other staff. While CRS does not envision a full rollout of child/adolescent PSS training to staff beyond those directly trained, the hope is to empower those staff who provide direct PSS to children/adolescents (and will participate in the training) to help sensitize other staff (like caseworkers, child-friendly space attendants) on key aspects of supportive interaction with children, how to recognize key vulnerabilities, etc.
    Key Deliverables
    Timeline for Completion
    Staff Capacity Assessment (CRS to develop in collaboration with the consultant and facilitate administration to field staff with SSWC)
    Within 1 week of start date
    Brief Inception Report: detailing results of capacity assessment, the general training approach and plan, training content to be prioritized, support required from CRS, etc
    Reviewed and approved by CRS prior to training
    Training schedule and materials
    Reviewed and approved by CRS prior to training
    Training attendance sheets
    Upon Completion of Training
    Results of before/after training exams
    Upon Completion of Training
    Brief Training Reports (can be included in final report)
    Final Report
    CRS/SSWC Action Plan for implementation of case management per guidelines
    Draft within 1 week of training completion; Finalized within 3 weeks of training completion
    Quality Benchmark Matrix and monitoring checklist with instructions ; monitoring plan (may be a component of the action plan deliverable)
    Draft within 1 week of training completion; Finalized within 3 weeks of training completion
    Case conferencing Resources/ Guidance Note: this may be drawn from existing resources and adapted if needed
    Within 1 week of completion of training
    TOT facilitation guidance/materials/resources for case management training rollout. Note: this may be drawn from existing resources and adapted if needed. CRS does not anticipate the need to create a full training manual, but just practical tools and resources enough to enable training to be cascaded.
    Within 1 week of completion of training
    Participation in case-conferencing exercises; remote review/discussion of quality benchmarking checklist results
    Final Consultancy Report, briefly detailing activities completed and key outcomes; and key recommendations. Will not include subsequent participation in follow-up case conferencing
    Within 4 weeks of completion of final training
    Suggestive Timeline
    In their technical proposal, applicants are expected to detail their own anticipated timeline, which should correspond to their cost proposal.
    Consultancy Work Days
    Weeks 1-2
    Project Review; Staff Capacity Assessment; Preparation of training materials;
    Week 3
    Preparation for Training with CRS Management. (Travel if needed)
    Week 4
    Training on Case Management, specific to children/adolescents (5 days training, 2 days travel/rest/prep)
    MIA / Baidoa
    Week 5
    TOT for Case Management rollout; Action Plan Development; Case Conferencing Training (5 days training/workshop, 2 days travel/rest/prep)
    MIA / Baidoa
    Week 6
    Adolescent PSS Training (5 days training, 2 days travel)
    MIA / Baidoa
    Week 7
    Report Writing; Debrief with CRS Team; Finalization of deliverables
    MIA/ Nairobi / Remote
    Remote Support for case conferencing
    36 days total
    The operating context in Somali will create limitations for the consultant. Consultant(s) will be obliged to adhere to CRS Security policies and procedures, including travel restrictions and requirements for pre-approval. CRS staff will provide the necessary support for security and logistics.
    Consultants or their associates who are East African can likely be cleared to travel directly into Mogadishu to SSWC offices (which is where CRS staff also sit), and is the best venue for training, if the consultant has previous experience in Mogadishu or is comfortable traveling there. This would provide an advantage to the consultant, however CRS has designed this SOW so it can also be completed without travel into Mogadishu.
    Consultants of any nationality can be cleared to travel to Mogadishu International Airport (MIA) compound which is secured by AMISOM/UN. CRS regularly holds trainings/workshops at venues within MIA, which facilitate entry of CRS and partner staff into the compound to attend. As an alternative, international staff and consultants have been previously cleared to travel to a secure compound in Baidoa, which also provides a training venue. This will be negotiated later, pending the security situation, availability of venues, and coordination with CRS and SSWC staff.
    CRS will provide travel arrangements, including accommodation and per diem, per CRS’ travel policy, in Nairobi and Mogadishu. Consultants should not include travel costs in their proposal.
    III. Qualifications and Application Instructions
    Technical Applications will be considered from individual consultants or consultancy firms, however consultancy firms must confirm the consultants who will carry out each component of the consultancy, or at minimum provide a list of alternate individuals who may carry out each component. Please be specific.
    The primary criteria for selection will be the relevant education and experience of the consultants to carry out the activities and complete deliverables, based upon:
  10. The qualifications of the individual consultants, as reflected in the education and experience listed on their CV. Where consultant firms or teams apply, CRS will consider the CV of individuals listed with specific reference to those components of the consultancy which they are indicated to complete. Please be specific.
  11. Relevant experience of the individual consultants, as reflected in the list of similar or relevant previous assignments completed (either as part of previous consultancy or in former employment); and as reflected in examples of the deliverables from such assignments, to be shared by the applicant if possible.
  12. Consultancy applicants with a qualified trainer who can complete specified training objectives in Mogadishu (at SSWC office) is considered an advantage
  13. Consultancy applicants who speak Somali is considered an advantage
    Technical proposals should be brief and focus on the following elements:
  14. A narrative statement of the basic approach to completing the specified goals, activities, and deliverables—this can very brief (suggested 1-3 pages). Above all, this should focus on stating what technical guidelines, resources, curriculum, or approaches you will employ, or stating where you will be creating this on your own.
  15. The relevant qualifications and experience of the consultant or consultant team members who will carry out the SOW. Please clearly specify the roles and responsibilities all team members will hold within your proposal. As the personnel listed are essential to the quality of your technical proposal – CRS withholds the right to disqualify a selected proposal at later stages if personnel change from the original proposal. If selected for interview, CRS expects that all consultant(s) holding key roles on the proposed team will participate in the interview. Overall qualification and experience of consultancy firms will be considered, but only as secondary to the qualifications of the specific consultants named in the proposal.
  16. An estimated workplan and corresponding budget/cost proposal – you can simply work from the suggestive timeline included in this SOW and indicate your proposed adjustments. You may consider building flexibility or contingency into this proposal and indicate how this would affect your proposed costs/budget. E.g. you may indicate that you anticipate X number of consultancy days, but additional days would be charged at X rate up to X number of days, etc.
  17. The consultant or firm’s relevant business credentials.

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