Cauze sociale

1. Introduction and Context

SODI is a non-profit, non-governmental organization in Germany that works - critically as well as politically and denominationally independent - for equality in the world. SODI stands for solidarity: Together with initiatives and organizations worldwide, we work for the empowerment of people and strengthen their active participation. In its domestic and international work, SODI focuses on enabling people to live self-determined lives.

Since the outbreak of the war in Ukraine many NGOs in the neighboring country Moldova have started to provide humanitarian aid for refugees. One of SODIs local partner organization has successfully completed their first humanitarian aid project, in which 120 people benefited from food and hygiene deliveries as well as psychological, legal counselling and educational care. The follow-up project has started in May 2023 with a duration of one year and is funded by “Aktion Deutschland Hilft” (ADH). The new project continues to provide the aforementioned activities and includes community building activities between refugees and locals.

In the future cooperations with other institutional donors, such as the German Federal Ministry for Economic Cooperation and Development (BMZ) are being envisaged. For that the local partner organization is in need of an introduction to preparational processes (how to assess the feasibility of a sustainable project, holistic analysis of the initial situation, target group, stakeholders and own organizational resources) of development projects/ humanitarian aid projects to meet the funding requirements of the Federal Ministry for Economic Cooperation and Development. 

2. Scope of Assignment

The facilitator accompanies the organization on their way to drafting a project idea. The training is envisioned to take place in several sessions (minimum 3 and maximum of 5 workshop days), in which the partner organization is given the opportunity to build on their experience in project management and evaluation while being provided with the necessary tools, skills and knowledge regarding the processes and preparations of a sustainable development project. For this the identification of a problem to be solved should guide the rest of the sessions. Another focal point should be the design of SMART indicators, ways to monitor them and to draft a logframe.

The following catalogue of guideline questions is based on the application requirements of the BMZ and serves as an orientation for the design of a project and to be taken into consideration during the workshop:

• Initial situation and problem description

• What problems on site are evident and contribute to the planning of the project? What are the causes and what effects do these have on the living conditions of the target group?
• What needs does the target group express to remedy these problems?

• What knowledge and skills does the target group have and which important competences are lacking (with respect to the described problems)?
• To what extent can the project address the needs articulated by the target group and the overarching development goals of national or global policy (e.g. food security, human rights)?
• Which local potentials, existing structures (institutions, networks, umbrella organisations, etc.) and social mechanisms can be used?
• Which gaps in the system can be identified?
• What other framework conditions, for example conflict dynamics, need to be taken into account in the context of the planned project?
  
  
  • Preparation of the project
• How will the target group be involved in the planning and preparation? Are there agreements with relevant actors such as local or other government agencies (e.g. in the context of a planned school construction with the education authority) or with other NGOs regarding the project and the measures? If so, which ones?
• Do projects or plans for projects of other organisations with similar objectives to the planned project already exist at the project location?
• In the case of planned construction or procurement measures, have comparative offers already been obtained for cost planning?
  
  
  • Target group
• Who should benefit concretely from the project? How and by whom are the direct target groups selected according to which criteria?
• How can the target group be characterized, differentiated according to essential social characteristics, size of the target group as a whole, social affiliation and other characteristics relevant to your concrete project (e.g. men/women, members of disadvantaged ethnic, religious or other minorities, young people, people with disabilities, etc.)?
• What does the target group do for a living?
• To what extent do self-help structures of the target group exist on the ground, which can be used as a basis for the proposed action?
• What contribution will the target group make to the implementation of the project?
• Do the target groups and other actors have a common understanding of the problems, prioritisation and objectives of the project? Are there convergences or conflicts of interest between other actors?
• Are there institutional target groups and how are they involved in the planning and implementation of the project?
• To what extent do these institutional target groups contribute to the broad effectiveness and sustainability of the project?

A distinction can be made between different types of target groups:

1. Direct target groups are those people and population groups on whom planned measures have a direct and concrete impact in order to improve their living conditions. They should be involved in the planning and implementation of project activities.

1. Institutional direct target groups are organisations such as grassroots or self-help organisations, NGOs, associations, cooperatives, etc. whose strengthening within the framework of capacity development processes represents an integral part of the project in order to achieve the project objective sustainably.

Both direct target groups use the capacities built up in the project and a positive impact is to be achieved with them.

1. Indirect target groups are not directly involved in the measures, but benefit from the impacts of the project and/or generally contribute to the success of the project.

Both the direct and the indirect benefit must be plausibly presented in the project application or the impact matrix.

1. Mediators/multipliers are those persons, groups and organisations that generate a multiplier effect within the framework of the project and contribute to the broad effectiveness or increase of the effects of measures (e.g. teachers, health personnel, cooperatives, local administrations, human rights organisations, etc.). Intermediaries/multipliers are not necessarily part of the promoter and/or the immediate target group. Since they are often essential for project success and ensuring sustainability, they should be presented here as addressees of the planned measures.
   
   
   • Objectives and indicators (impact matrix / logical framework)

The impact matrix (logical framework) shows which goals the project has within the scope of the planned project duration and which change processes are initiated in the longer term. The objectives are the desired developmental improvements for the target group. They must be formulated concretely and target group-oriented, verifiable and achievable within the planned duration.

Measurable and observable indicators to be defined serve to check the changes during the course of the project and the achievement of objectives and impacts at the end of the project. Indicators should not be confused with planned measures and activities. Project activities are merely ways and means by which the objectives are attempted to be achieved. No project activities are to be listed in the impact matrix of the project application.

Objectives/goals and indicators of a project should be developed and defined on the basis of the specific initial situation and problem analysis at the project location.

At least one indicator must be assigned to the project goal (outcome) and each goal (output). At the output level, the indicators were to reflect the capacity development and capacity building initiated by the project. At the outcome level, the use of the developed/strengthened capacities is measured.

Several indicators can be formulated for each objective.

Indicators should preferably be "SMART":

- Specific: concretely and unambiguously appropriate to the intended situation

- Measurable: can be measured with as few resources as possible

- Appropriate: geared to the needs, desirable for all parties involved

- Relevant: essential for solving the identified problems

- Terminable: reachable by the end of the project at the latest

• Description of project and measures and tools to be used to achieve the project goal

Describe the planned project activities and indicate the planned duration as well as a cost break down for each activity.

If possible, please proceed according to goals (outputs). Please explain (in each case) the content of the individual measure that are to lead to the achievement of each goal (output). In the description of the measures, the content-related reference to the goal (output) should be briefly established in each case, and interrelationships of effects should be described. The information should serve to illustrate the effectiveness and efficiency of your project and to make the economic viability/appropriateness of the expenditure comprehensible.

A description of each measure with the following information is needed :

• Why are you planning this activity and how do the different activities interrelate with each other?
• What contribution do the individual activities make to achieving the project objectives?
• How many persons participate in this activity? How many of them are women?
• What persons participate in this activity?
• To what extent are the activities adapted to the level of development of the target group? Have alternatives been examined? Are the activities and the chosen methodological approach suitable to achieve the project objective?
• If you are planning training: what is the content of the training? What are the methods? who are the trainers?
• If you are planning different training: please make clear, if the same persons are participating in different training or different persons
• If you are planning a publication: where will you distribute the publication? How can the publication being used (e.g. as kind of manual for other NGO´S?)
• If you are planning a study tour: where do you want to go, how long, who will participate and why are you planning to go on a study tour?
• If you are planning income generating activities (e.g. agricultural production, animal raising etc.) please describe in detail the market situation: is there a market for these products and where? What are the sources of your information (e.g. market analysis)? How do the producers get the products to the market? How much can they earn? Etc.
• For procurement activities: Where are the materials procured? Who organizes the purchase and how?
  
  
  • Personnel

Please describe the tasks and responsibilities of your personnel, which is directly involved in the project. Please do also mention, if they are working fulltime or part time for the project, if they are working part time, how much percentage do they work for the project? A short job or task description must be given for each position. This can be in the form of a list or table.

• Interplay with other stakeholders

• What other development projects in similar areas or with similar objectives exist in the project region or its neighbourhood? Are there government programmes/strategies in the sector concerned and how are they implemented?
• Are there any projects or initiatives by other NGOs or local government with which you (could) coordinate or cooperate? To what extent are synergy effects with measures of other donors or programmes used?

The aim here is also to avoid the establishment of parallel structures with government agencies or other development projects and to highlight cooperation opportunities, plans or complementary approaches.

• Risks and risk mitigation methods

Briefly explain which context-specific (socio-cultural, political and ecological) risks exist in relation to the project and what considerations there are for precaution or - if they occur - for damage limitation (approx. 10 lines).

Key questions:

• What, if anything, could hinder the project's progress and the achievement of its objectives (e.g. crises, conflicts within the target group, religious reservations, climatic conditions, political upheavals, inflation) and how do you deal with them? What precautions are taken to minimize these risks and potential negative impacts on the project?
  
  
  • Sustainability of the project

Only structure-building, sustainable development projects can be supported. In other words, the approach taken is that the positive effects of a project and its measures continue after the end of the support and develop further positive effects and are not offset by unplanned negative effects. Therefore, special attention must be paid to the aspect of sustainability.

Key questions:

• How is this sustainability ensured?
• How is the continuation of the objectives achieved by the project ensured after the end of the funding period?
• Who carries follow-up costs (e.g. operating, maintenance and personnel costs of a training facility) after the end of the funding period and how are these costs generated? This also includes maintenance and repair of buildings as well as replacement investments.
• For the procurement of machines and equipment: Is the supply of spare parts and maintenance ensured? Who is responsible for maintenance and repairs?

• How is it ensured that the structures set up in the project (e.g. self-help groups, water committees, women's cooperatives) remain operational and that the knowledge imparted in training courses is implemented and, if necessary, passed on?
• How are government agencies involved and what local financing options are pursued?
• How are ownership and responsibilities between the various parties involved regulated? To whom will the buildings and equipment financed by the project be handed over at the end of the project period?
• How will the planned activities be designed to be ecologically sustainable (especially in the case of projects involving agricultural use, the protection of natural resources and climate protection, and in the case of projects in which negative environmental impacts can arise, such as wastewater, pollutants from processing operations)?
• Does the project concept include measures to increase the effectiveness of the project beyond the actual target group(s)?

If possible, please structure as follows::

• Structural sustainability: could be achieved e.g. by establishing an organizational structure (e.g. self-help groups) or network, which will still exist after the project period
• Economic sustainability: how can the project or the result of the project be carried on without external funding by the BMZ (e.g. target group generate enough income by themselves etc.)?
• Social sustainability: e.g. new alliances, increased awareness within the (target) community etc.
• Ecological sustainability: e.g. rehabilitation of soil, community seed bank etc. (depending of project content)

3. Expected Results/ Deliverables:

Before the implementation of the workshop and after signing an agreement the facilitator is expected to hand in the following document:

• Work plan for developing the training/workshops, including strategy and proposed methodologies

After the implementation of the workshop the facilitator is expected to hand in the following documents:

Draft of the project proposal

The partner organisation with support of the trainer have drafted a project proposal with special attention paid to a comprehensible logframe complying to the standards of the BMZ with regards to relevance, coherence, effectiveness, efficiency, impact and sustainability. The draft should especially take into account the initial situation and context of the planned activities at all relevant levels (micro-, meso-, and macro).

Assessment report

The trainer is expected to present an evaluation report on the development of the project planning skills of the NGO and the project proposal draft. The assessment should be based on the DAC criteria (relevance, coherence, effectivity, efficiency, impact and sustainability) and should not be longer than 10 pages. The assessment report will be sent to the programme manager latest four weeks after the end of the workshop via e-mail.

Guiding questions for the assessment report are as follows:

• Which components, if any, are missing in the project concept in order to make the cause-effect relationships more coherent and to sustainably achieve the planned objectives?

• Which planned components are not suitable or could have negative effects, and for what reasons?
• Which assumptions of the cause-effect relationships are viable?
• Which findings and project-relevant data of the study are suitable to be integrated into the project logic? (impact matrix of the project proposal)? What are the recommendations for possible indicators for impact monitoring and data collection?

4. Duration and time frame  

The workshop will take place in March 2024 in Balti, Republic of Moldova and is expected to last 3-5 working days depending on the work plan of the facilitator. The exact dates will be coordinated according to the availability of the facilitator, the partner organisation, eventual stakeholders and the SODI programme manager. A desired time period should be specified in the offer.

5. Requirements for the offer and submission of expression of interest

• Romanian or Russian language skills (B2-C2)
• Good knowledge of English (at least B1)  
• Several years of experience in the field of development cooperation/ humanitarian aid
• Proven and demonstrated broad knowledge of and ability to utilize principles, methods, techniques and systems of project management
• Extensive experience in capacity building/ organizational development
• Familiarity working with institutional donors, experience working with the German BMZ would be advantageous yet not a prerequisite  
• Excellent intercultural competence and experience in working with grassroot organizations

Offers should be submitted until January 15^th to marie.robinski@sodi.de and include the following documents:

▪ A short concept in English or Russian 3-5 pages including a workshop draft and a tentative workplan including methodological tools, activities, time frames and potential attendees (stakeholders) n

▪ A cost breakdown incl. VAT

▪ Evidence of qualification (CV, proof of valuable former work experience)