Terms of references

Office and Programme evaluation

SACO(Regional Office Southern Africa)

April2018

1, Introduction

Terre des hommes Germany

Terre des hommes Deutschland (Germany) is a registered not-for-profit association and it was founded in 1967 by dedicated members of the public to help children seriously injured during the Vietnam War. Currently terre des hommes (TDH) supports about 400 projects in more than 30 countries across the world. The organisation has no political, religious or corporate affiliations; its objective is a > terre des hommes<, an >Earth of Humanity<.

Terre des hommes is committed to empowering children: ensuring survival, supporting children in times of need, protecting children from exploitation, and promoting children’s agency and participation. In Germany, TDH seeks to inform and educate the public about the situation of children, women and other vulnerable and marginalised groups in the global South, and advocates for fairer policies towards developing countries.

TDH does not implement projects directly but is funding local organizations and initiatives according to specific project and country criteria.

The Southern Africa Coordinating Office (SACO)

The Southern Africa Coordinating Office, referred to hereafter as SACO, was established in 1992 to coordinate the work carried out in the Southern Africa region, initially in Zimbabwe, and Mozambique, then later in South Africa, Namibia, Angola and Zambia. In 2016, SACO phased out from Angola.

SACO structure has been changing over the years to adapt to programmatic dynamics and organizational needs (from 5 coordination offices -4 country offices and 1 regional office - to presently 3 coordinating offices -2 country offices and 1 regional office).

In Southern Africa, terre des hommes Germany (TDH) is currently funding projects in five countries (Mozambique, Namibia, South Africa, Zambia and Zimbabwe). The regional programme includes more than 40 projects implemented by grassroots organisations and local NGOs, with a view toimproving the living conditions of the most underprivileged children andbuilding awareness and initiating action to address the main causes of injustice and poverty impacting children and youth.

For more information on tdh:

2. Objectives and Scope of the Evaluation

The organizational and programme analysis of Southern Africa Coordination Office will aim at:

  1. Analysing the institutional framework andperformancein programme management of SACO) regarding its efficiency and capacity in relation to its responsibilities; Based on the conclusions of the present analysis, the Consultant will additionally advise tdh on pre-requisites for any further expansion of the Southern Africa Programme;
  2. Advising tdhon strategies for thecontinuous improvement of SACO ‘s efficiencyand institutional programme management, considering present requirements and opportunities;
  3. Advising on managementtools for a continuousmonitoringand steering of processes relating to general performance as well as professional development of SACOstaff based on recommendations drawn from the present evaluation;

The organizational analysis will include both hard elements (strategy, structure, and systems) as well as soft elements (skills, work environment and staff wellbeing, culture, shared values) in a contextualized manner, having into account the internal and external influencing factors.

The evaluationis expected to follow a participatory approach and build the opportunity for open and shared reflection and learning (with all staff of tdh SACO and between SACO and HO) and with implementing partners

Organizational Analysis – SACO / Elements to consider (not exhaustive)
SACO Structures, Systems and Processes
Infrastructure and equipment /
  • Are infrastructures adequate?
  • Are infrastructures cost-effective?
  • Is SACO team well equipped to perform its tasks and responsibilities?

Technology /
  • Is SACO using adequate technology that can assist making processes quicker, more accurate and enabling maintaining sustainable knowledge base?
  • Is SACO abreast with the latest technology available for a more effective programme management?

Systems and processes in place / Thorough analysis of work flows and processes (within SACO and with HO)
  • Are the systems and processes adequate for an effective management, communication, decision making, work collaboration) within SACO team and between SACO and TDH HO?
  • Are the processes adequate to ensure in one hand accuracy and speed, and on the other hand adequatemanagement of the regional programme?

Human Resources /
  • Is the present organogram adequate to address work demands/programme outcomes effectively?
  • Are the tasks and responsibilities clear for staff and well balanced?
  • Is work load adequate for a maximum productivity of staff?
  • Skills and competencies of staff adequate to job requirements? Need for staff development and capacity building?
  • Staff satisfaction in relation to work culture, management, tasks and responsibilities, work rewarding, professional development, work environment;
  • Are systems and processes in place for an effective HR management?
  • Are there job positions and skills not available but important for overall /specific areas improved performance?

Financial structure – efficiency / Present and comparing with the last 5 years (2012-2017)
  • Ratio of budget lines/ development and perspectives  consequences for project work
  • Ratio of administration costs and project budget  conclusions regarding effectivity and efficiency
An analysis of the functioning of the finance and administration management and reporting, communication and work collaborations withthe head office and partners, reporting, documentation, book keeping, audit and compliances at different levels.
Programme/ projects /
  • How is strategic and annual planning and reporting organized?
  • How is project planning and reporting organized?
  • Processes and tools for relevance/ quality assessment of programme/ projects? Do they have the desired effect on programme planning and reporting quality?
  • Over the last 5 years:
  • Assessment of projects structure regarding quantity of projects, financial volume and duration.
  • Mixture of Dispo projects, small projects, regular/ipeg projects, Co-financed and Special Donation projects.
  • Institutional factors that affect positively and negatively systems/ processes and criteria for quality/ impact- oriented programme and project planning and reporting

Communication and collaboration SACO and HO
Cooperation with Press Department /
  • Frequency/ character of communication and visits
  • Feedback mechanisms?
  • Expertise shared/ offered
  • Collaborations

Cooperation with Fundraising Department /
  • Frequency/ character of communication and visits
  • Feedback mechanisms?
  • Expertise shared/ offered
  • Collaborations

Volunteers Department /
  • Frequency/ character of visits, effort and benefit

Cooperation with Child Rights Department /
  • Frequency/ character of communication and visits
  • Feedback mechanisms?
  • Expertise shared/ offered
  • Collaborations

Cooperation with Co-financing department and Emergency Aid Department /
  • Frequency/ character of communication and visits
  • Feedback mechanisms?
  • Expertise shared/ offered
  • Collaborations

Cooperation with Programme Coordination Department /
  • Frequency/ character of communication and visits
  • Feedback mechanisms?
  • Expertise shared/ offered
  • Collaborations

Cooperation with Administration Division /
  • Frequency/ character of communication
  • Feedback mechanisms?
  • Expertise shared/ offered
  • Collaborations

Other Cooperation (TPF and Corporate) /
  • Frequency/ character of communication and visits
  • Feedback mechanisms?
  • Collaborations

Working relations with local Partners
SACO – Partners /
  • Profile of SACO Partners (grassroots, small/medium/large NGOs, management structures and professional teams, etc);
  • Frequency/ character of communication and visits
  • Effectiveness of M&E system and procedures
  • Effectiveness of communication/reporting on M&E processes for informed decisions
  • Scope of technical assistance by SACO and its impact on Partners performance, accountability and project impact
  • How do partner view the quality of cooperation at the different levels (admin, finance, reporting, programme-related)

  1. Location and duration

The location of the assignment would be ideally in Johannesburg, where the Regional Office is located. Interviews with Country Office Teams and Partners may be done remotely.

The assignment is expected to start in the beginning of April 2018.The duration of the assignment should not exceed a total of 15 days, including preparation and reporting days.

  1. Profile of the Consultant
  • A university/postgraduate degree in Organizational Development
  • At least 10 years of experience in organizational analysis
  • Previous experience of similar assignments with international NGOs
  • Familiarity with the latest organizational, technological developments and trends for more cost-effective cooperation for development
  • Familiarity with the context (social, cultural, economic, political) in Southern Africa
  • Excellent communication/ inter-personal skills
  • Fluency in English. Proficiency in Portuguese will be a plus.
  • Residence in Southern Africa, preferably in Gauteng, South Africa
  • Previous working experience in the area of international cooperation in the region is a plus.