Generalities
Title of the evaluation: Evaluation of the deployment of the CRF strategy internationally in the Africa zone
General objective of the evaluation: To analyze the way in which the Delegations, in conjunction with the headquarters (including the desk level in Dakar), implement the DOI strategy by 2030.
The 3 dimensions of analysis will be 1/ operational and strategic, 2/ organizational and 3/ financial.
Author(s) of the ToR: Management of the International Operations Directorate (DOI), CRF
Date of drafting of the ToR: September 2024
Conditions and organization of the consultancy
Consultancy in 3 lots with the possibility of responding to one or more lots.
– LOT 1: Strategic & programmatic dimension
– LOT 2: Organizational dimension
– LOT 3: Financial and audit dimension
Mission locations
– CRF Headquarters – Montrouge (Paris)
– Dakar Regional Office
– Africa Zone: 3 CRF Delegations in CAR, Cameroon and Mauritania
Evaluation period: From November 2024
1. Context of the evaluation mission
1.1. Justification for the assessment
The main objective of this mission is to assess how the CRF’s
international strategy for 2030 is implemented in the African region, by identifying the
main obstacles to achieving the CRF’s ambition and by proposing recommendations on each of the areas analyzed. This evaluation is not intended to be exhaustive, it will focus on a sample of Delegations representative of the entire African portfolio of the CRF and on certain key areas identified
1.2. Scope of the evaluation
The evaluation will focus on how the headquarters and the field implement the CRF strategy on a representative sample of delegations in Africa, namely: CAR, Cameroon and Mauritania. The evaluation will focus on the operational and programmatic
dimensions (development of country strategies, partnership relations, representation), organizational (HR, structure of coordination on the Delegations) and financial (management capacities and processes, fundraising strategy, economic model, conclusion of audits). The evaluators will have to question the different departments in charge of monitoring the selected countries at the headquarters or in Dakar (for the West Africa delegation), study the processes followed at the headquarters to manage the Delegations as well as carry out missions in the three selected countries in order to question the teams, partners and analyze the procedures on the ground in the areas covered by the evaluation.
1.3. History of the intervention of the French Red Cross in Africa
The action of the French Red Cross internationally in its main areas of intervention which are health and Disaster Risk Management (DRM) is divided into two main types of interventions: emergency and development. In areas affected by natural and health disasters, this action involves the deployment of emergency teams.
For interventions related to recovery, reconstruction and development, continuity with emergency contexts is favored in order to complete the actions without clashes or abrupt transitions for the populations. The CRF is thus present in Africa in 10 countries alongside the Host National Societies, in which it leads more than 45 projects for an annual budget of €48M.
2. General and Specific Objectives of the evaluation
Based on a sample of countries in Africa, the consultants will have to analyze the way in which the Delegations, in conjunction with the headquarters and with the desk level based at the regional office in Dakar, implement the DOI strategy for 2030. The dimensions studied in more detail are developed below.
The consultants’ analysis should be accompanied by recommendations in relation to the findings made.
General Objective:
Evaluate the way in which the CRF’s international strategy for 2030 is implemented in the Africa region, by identifying the main obstacles to achieving the CRF’s ambition.
Specific Objective 1
Evaluate 1) the extent to which country strategy documents serve as a guide for teams for operational implementation, 2) the adequacy of country strategy documents and
project documents implemented with the DOI strategy and the thematic logical frameworks.
>> This OS1 corresponds to LOT 1: Strategic & programmatic dimension
Specific objective 2
Evaluate the effectiveness, relevance and efficiency of HR processes and the organization of the Delegations
>> This OS2 corresponds to LOT 2: Organizational dimension
Specific objective 3
Analyze the internal organization on risk control and financial management
>> This OS3 corresponds to LOT 3: Financial dimension and audit
The different dimensions of analysis that must be covered by the evaluation are described in the following lots:
>> LOT 1: Strategic & programmatic dimension
Specific objective 1
Evaluate, 1) to what extent the country strategy documents serve as a guide to the teams for operational implementation, 2) the adequacy of the country strategy documents and the project documents implemented with the DOI strategy and the thematic logical frameworks.
1.1. Analysis of the compliance of country strategies with the FIU’s international operational and thematic strategy
The consultants are expected to analyze/assess:
– the adequacy between the annual country strategies and the FIU’s international strategy by
2030 as well as compliance with the annual framework letters;
– the adequacy between the projects implemented in the field and the country strategy documents;
– the relevance of the country strategies defined with regard to the needs of the country, the strategy
of the national society and the expertise of the FIU.
The consultants will have to answer the following questions:
– Do the field teams have a good knowledge and understanding of the FIU’s international strategy?
– Are the roles and responsibilities within the delegation team in the field and between the delegation team and the different functions at headquarters clear in the process of developing and validating the country strategy?
– Are the country strategies in line with the operational and thematic strategy (health, Disaster Risk Management (DRM) and Support and Development to National Societies (SDSN) logical frameworks of the CRF internationally?
– Do the strategies reveal a good analysis of the needs in the different countries?
– Are the Host National Societies (NHS) involved in defining the CRF strategy in the countries? How?
– Are the risks sufficiently identified and taken into account via mitigation measures?
– Are the strategic documents sufficiently explicit to help decision-making? To frame the operational implementation on the Delegations? Are they used at headquarters? in the field? How do they enable decision-making?
– What is the level of involvement of the NHS in the identification of needs, the development of project proposals, their operational implementation and their evaluation (management modalities)?
– Has a capacity building strategy for the NHS been defined?
>> LOT 2: Organizational dimension
Specific objective 2
Evaluate the effectiveness, relevance and efficiency of HR processes and the organization of Delegations
2.1. Analysis of existing HR processes and their alignment with strategic ambitions
Consultants are expected to analyze HR management processes at headquarters and human resources in the field, in line with the objectives of the DOI strategy. Consultants
will be required to analyze the following aspects:
Recruitment and monitoring
– Analysis of recruitment and staff renewal processes in the Africa region
– Are the roles and responsibilities of the International Human Resources (IHR) department clear and known in the various processes related to recruitment and mobility of expatriate positions?
– Is the sharing of responsibilities between DOI and IHR managers clearly defined?
– Analysis of HR gaps in the field and at headquarters (vacancies, anticipation of recruitment, duration of recruitment instruction)
– Analysis of HR monitoring processes in Africa (existence and format of individual assessments, individual action plan (PAI), training, briefing, debriefing, monitoring of leave)
HR funding and competitiveness
– Are the essential coordination functions well funded? What are the HR gaps in the field?
– Analysis of the competitiveness of the employment conditions of expatriates and national staff in the Delegations concerned.
2.2. Analysis of the organizational models of the coordinations on the Delegations
The consultants are expected to analyze the way in which the Delegations organize their coordination structure in view of the programmatic objectives and the allocated budgets.
The consultants will have to ensure the analysis of the following components:
Coordination level
– Analysis of the coordination structure of the Delegations in the countries studied to know if they have the necessary positions to implement the country strategy, in particular from:
– the composition of the teams,
– the hierarchical and functional links between the coordination positions and the other positions, by identifying the effectiveness of these links and proposing possible avenues for improvement,
– the identification of possible gaps or duplications in the organization charts and proposals for improvement.
– Analysis of the contents of the job descriptions of the program coordinators and technical coordinators (health and GRC) and the way in which these functions are carried out on the different delegations.
– Are the roles and responsibilities of the coordination positions clear, up to date and known to employees?
– Are the positions harmonized and is there consistency between the different delegations?
– Are the job titles clear and consistent?
Sub-Delegation level
– Analysis of the role of the sub-Delegations in relation to coordination in terms of effectiveness (links, functioning, etc.) and efficiency (relevance of the number of sub-delegations and bases, etc.).
Information sharing and internal and external coordination
– Analysis of the information sharing and coordination mechanisms set up at the CRF level in the country, specifying the different levels (within the coordination, between coordination and sub-delegations, and with other partners in the movement): what are they? Are they effective? Areas for improvement?
– Analysis of the existing coordination mechanisms between the delegation and headquarters, specifying the mechanisms in place and their degree of effectiveness. Areas for improvement will be proposed.
>> LOT 3: Financial dimension and audit
Specific objective 3
Analyze the internal organization on risk control and financial management
3.1. Analysis of the financial management capacity of the Delegations in Africa
Consultants are expected to conduct an analysis of the delegations’ capacity in terms of financial management. Consultants
will have to ensure the analysis of the following components:
Procedures
– Are the financial management procedures (e.g.: expenditure commitments) formalized and mastered at the Delegation level?
– Are there control procedures in place in terms of financial management in the field and at headquarters? What are they?
Accounting
– Is the accounting up to date in the field? Is the accounting up to date at headquarters?
– Is our accounting information system adapted to our structures? Should we make changes
to the information system? If so, develop recommendations.
Financial monitoring
– Does the Delegation have good control over its budget (regular budget monitoring, budget forecast, monitoring of advances)?
– What management dialogues are set up at the Delegation level? With the Campus? Are these times formalized? What are their objectives?
Headquarters Support
– Do Delegations receive adequate technical support from Headquarters in terms of financial management?
3.2. Analysis of the financial strategy for the Africa zone
The consultants are expected to analyze the strategy and capacities of the CRF on the sample of Delegations concerned by the evaluation in terms of fundraising.
The consultants will have to ensure the analysis of the following aspects:
Knowledge of donors
– Analysis of the level of knowledge of donors in their territory by the Delegations;
– Analysis of the level of donor relations maintained by the headquarters teams and the delegation teams in their territory;
– Analysis of the existence and identification of potential donor communication media by the delegation teams and the headquarters.
Fundraising
– Analysis of capacities in terms of fundraising at headquarters and field level:
– Do the desks have knowledge of potential donors on their portfolio?
– Is the information transmitted by the DPI sufficient, are there regular points
on the subject of fundraising between DPI and the field, and between DPI and the
DOI Desk team?
– How are potential private funders identified?
3.3. Analysis of the results of the latest audits in the Africa zone
The consultants are expected to analyze the audits that took place over the last two years in the visited Delegations in order to identify the key points that come back from the audits and the measures taken. The evaluators will also have to analyze the way in which cases of fraud and corruption are handled in the Delegations and at headquarters (in conjunction with the Delegations concerned).
The consultants will have to provide the analysis on the areas specified below:
Fraud
– Is there a process for reporting cases of fraud and corruption in place in the Delegations? Is it known and effective?
– Analysis of cases of fraud and corruption reported over the last 3 years
– Have measures following these reports been taken at the delegation level, at the headquarters level?
Audit
– What do the audits tell us: percentage of ineligible rates, reasons for ineligibility?
– Who is involved in preparing and carrying out audit missions?
– Are there action plans? Are they communicated, followed up? How is the follow-up done (who is involved, how often)
4. Methodology
For each of the lots , the proposed methodology will be relatively similar in its procedure, but will need to be specified and adapted for each of the lots in the technical and financial proposals. The methodological procedure proposed by the CRF follows the following phases:
1. Framing phase:
● Collection and compilation of information from secondary data and available information
to ensure a synthesis (a list of key documents will be specified in the
technical proposal according to the Lot concerned)
● Discussion with the Steering Committee on expectations, objectives and methodology
● Preparation of a framing report including a detailed evaluation matrix with
all the final evaluation questions (to be proposed by lot in the technical offer)
● Identification of key stakeholders to be met (to be proposed by lot in the technical offer)
● Preparation of primary data collection tools
2. Field data collection phase, regional office and headquarters
● Collection of primary data based on different methods (to be specified in the technical offer) from the 3 levels (headquarters teams and desks of the countries concerned, regional office and Delegation teams in each country)
● Use of quantitative and qualitative collection methods, according to a defined sample, is proposed by the consultant, and adapted according to the lot concerned
3. Restitution phase
● Organization of restitution workshops with the various stakeholders from the 3 levels
concerned to co-construct, refine the analysis and confirm the main conclusions and
recommendations
● Finalization of the evaluation report and its annexes, in collaboration with the various
interlocutors with a prioritization of the conclusions and recommendations
The consultant(s) will have to adapt and develop the methodology in detail in the
technical and financial offer submitted according to each of the lots.
5. Timeline
A timeline is proposed and may be adapted according to the proposal and the estimate of the work required to be carried out specifically for each of the lots:
Framing phase:
– estimated working time for the period of analysis of secondary data from headquarters and the Delegations concerned and for the framing work: to be estimated according to each of the lots.
Field data collection phase
– estimated working time on campus for interviews and data collection: to be estimated according to each of the lots
– travel time: to be estimated according to each of the lots
– field work time: to be estimated according to each of the lots (travel to the 3 countries)
– time for writing and validating the report: to be estimated according to each of the lots
Restitution phase
– Field and headquarters restitution time: to be estimated according to each of the lots
Estimated total time of the mission : to be specified according to the relevance adapted to each of the lots
As part of the technical proposal, a detailed timeline must be provided.
Depending on the selection of the consultant(s) and the timetables planned for each lot, the schedule may be discussed with the CRF framing team in order to stagger the completion of the different lots. To the extent possible, coordination between the different consultants selected will be requested in order to share data and information from one part or lot of the mission to another.
6. Team composition
6.1. Profile of the evaluators sought
Candidates (individuals or in teams) who will position themselves on one or more lots must have a profile and expertise adapted to each of the lots.
>> LOT 1: Strategic & programmatic dimension
❖ one or more consultants. with the following expertise:
– Training and/or qualification in line with project management, preferably in the health and/or risk and disaster management sectors
– Good knowledge of aid localization and partnership issues
– Experience in developing operational strategies at the level of a country, region or structure
– Experience in evaluating operational strategies and experience in consulting
– Knowledge of at least one of the 3 countries concerned
– Experience in the country and region
– Experience with the CRF or knowledge of the RC/RC Movement including ICRC, IFRC or any National Society
>> LOT 2: Organizational dimension
❖ one or more consultants with the following expertise:
– Training and/or qualification in line with human resources management and change management
– Previous international experience in a HR coordinator position
– Experience in organizational auditing, specifically on HR issues
– Knowledge of at least one country out of the 3 concerned
– Experience with the CRF or knowledge of the RC/RC Movement including ICRC, IFRC or any National Society
>> LOT 3: Financial dimension and audit
❖ one or more consultants with the following expertise:
– Training and/or qualification in line with financial management
– Previous international experience in a coordinator/financial director position
– Experience in financial auditing
– Knowledge of at least one country out of the 3 concerned
– Experience with the CRF or knowledge of the RC/RC Movement including ICRC, IFRC or any National Society
7. Deliverables
For each of the lots and separately, the consultant will be expected to provide all of the following deliverables:
● Consultant’s framing report specifying the detailed analysis of the documentary review and preliminary interviews to enable the methodology and evaluation questions to be specified precisely. (max 25 pages – poppins font size 9)
● Presentation support for the main conclusions and provisional recommendations to facilitate the co-construction and validation workshops of the conclusions and recommendations with the stakeholders (powerpoint format – max 40 slides)
● Evaluation report written in French including a summary of the evaluation as well as a detailed narrative including a conclusion with the recommendations ranked in order of priority (max 35 pages – poppins font size 9 – annexes not included) accompanied by the corresponding annexes.
○ The report will be submitted provisionally for exchange and discussion with the various referents before a final revised version
○ The format of the report must respect the standard format transmitted during the evaluation briefing. If deemed relevant, additional points may be added.
○ The terms of the report submission are explained in the technical offer and are included in the contract.
● Presentation support for the final conclusions and recommendations ranked by order of priority presented during a final restitution workshop at the 3 levels (delegations, regional office and headquarters) (Powerpoint format – max 40 slides)
8. Procedures for selecting assessors
Each candidate or firm may respond to 1 or more lots.
For each lot and separately, interested candidates are requested to submit their application file by email before October 28, 2:00 p.m. to Emmanuelle Pons, Director of International Operations, at emmanuelle.pons@croix-rouge.fr , specifying in the subject line of the email:
EVALAFRIQUE CONSULTING OFFER _ LOT X (to be specified according to the lot(s) on which you
are positioning yourself)
Thus, if a candidate responds to several lots, the following elements will be expected for each lot separately,
sent by separate lot:
– A CV with a profile(s) adapted to the corresponding LOT
– A technical offer adapted to the corresponding LOT, signed and scanned, presenting the
understanding of these terms of reference, the proposed approach including the methodology and the evaluation questions in connection with the criteria mentioned
– A financial offer adapted to the corresponding LOT, signed and scanned including all costs related to the performance of the service (including accommodation, food, transport and communication costs).
– A reference table of the main assessments carried out and in connection with the corresponding LOT (maximum 10)
REMARKS
– Offers responding to several LOTS in the same technical and financial offer will not be considered valid.
– Candidates will be selected on the basis of technical criteria (experience, relevance, proposed methodology, etc.) (60%) and financial criteria (efficiency) (40%)
9. Administrative clauses
The tenderer must provide proof at the time of submitting his offer of the regularity of his economic activity (tax documents, registration, registration as a self-employed worker – depending on the reference country where the tenderer is established).
The service provider must alone provide the means necessary for the performance of his service, whether material or human: plane tickets, computer, professional liability insurance.
He may delegate part of the mission, within his teams, to the employee of his choice, but he remains the sole hierarchical and disciplinary authority concerning his employees. The service provider must ensure safety, and as such insure the consultants sent on mission. When preparing the submission, the price indicated for the service must bear the words “firm, global, fixed and final”.
How to apply
Each candidate or firm may respond to 1 or more lots.
For each lot and separately , interested candidates are requested to submit their application file by email before October 28, 2:00 p.m. to Emmanuelle Pons, Director of International Operations, at emmanuelle.pons@croix-rouge.fr , specifying in the subject line of the email: EVALAFRICA CONSULTING OFFER _ LOT X (to be specified according to the lot(s) on which you are positioning yourself).
