TERMS OF REFERENCE FOR MID-TERM REVIEW OF SOS CHILDREN’S VILLAGES SOMALIA COUNTRY STRATEGY- (2023–2026) Full Time NEW

TERMS OF REFERENCE FOR MID-TERM REVIEW OF SOS CHILDREN’S VILLAGES SOMALIA COUNTRY STRATEGY- (2023–2026)

1. Background

   SOS Children Somalia is implementing its Country Strategy for 2023–2026, which serves a comprehensive to guide the organization’s programming, operations, partnerships, institutional growth, and strategic impact and programmatic focus in Somalia. This national strategy plan rooted in the organization’s global mandate to ensure no child grows up alone and aligns with key international and national frameworks vision and the national development priorities and needs of communities. It serves as both a roadmap for SOS CV Somalia’s programming design and expansion over the next four years and an ambitious blueprint for further development that remains relevant to achieving the long-term goals of the Federation 2030 Strategy. Additionally, it provides an opportunity to report initial progress in implementing the Federation’s Strategy in Somalia and to secure future support from the Federal Government of Somalia, SOS CV International, and other relevant stakeholders.

   The strategy was developed through extensive consultations with internal staff, youth representatives, government counterparts, and community-based partners. It was informed by national policy documents, global good practices in alternative care and child protection, and a situational analysis of children’s well-being in Somalia.

   The strategy allows SOS Somalia to align its interventions with national development frameworks, including the National Development Plan (NDP-9), the National Transformative Plan, child protection policies, and the UN Sustainable Development Goals (SDGs). It also supports harmonization with global SOS Children’s Villages strategies, ensuring coherence in values, vision, and measurable outcomes.

   The strategy is structured around five strategic priorities, with thematic emphasis on alternative care and child protection, family strengthening and resilience, youth empowerment and employability, health and nutrition including WASH and emergency response, and inclusive quality education. These core areas are supported by critical enablers such as gender, age, and diversity mainstreaming; digital transformation; climate-smart agriculture and renewable energy; child safeguarding and PSHEA; and strengthened partnerships and resource mobilization mechanisms.

   By 2026, the strategy aims to directly impact on the lives of one million children and adults through targeted interventions that promote safety, well-being, and long-term resilience. It envisions a Somalia where children without parental care grow up in secure and nurturing environments, and where families and youth achieve economic and social independence. The strategy also seeks to expand access to essential services, including health, education, and protection—while strengthening partnerships and advancing localization to ensure sustainability and systemic transformation.

   As the strategy reaches its halfway point, SOS CV Somalia is planning to conduct a Mid-Term Review to assess progress, identify challenges, and provide strategic recommendations to enhance the effectiveness and relevance of the strategy for the remaining period. This MTR functions as a strategic learning mechanism designed to enhance the effectiveness of the Country Strategy. It aims to test the underlying causal relationships embedded within the strategy, validate the alignment between programs and their intended outcomes, and recalibrate resource allocation and implementation approaches as needed. Additionally, the MTR seeks to institutionalize a continuous performance feedback loop that will guide strategic decision-making and adaptive learning during the final two years of implementation.

   Considering this, SOS CV Somalia is seeking an external consultant with proven experience in conducting strategic reviews or evaluations of non-profit or development programs.

   2. Objectives of the Mid-Term Review

   Aligned with both result based management and strategy execution principles, The main objectives of the MTR will:

   Overall objectives

2. Develop an updated national strategy which will guide the MA from 2026 to 2027 including update to key sections of the strategy such as strategic goals, strategic objectives, theory of change, KPIs, targets, budget, M&E framework and strategic initiatives based on the evidence gathered from various external and internal analyses.
3. To provide actionable recommendations for the adjustment or recalibration of strategic priorities and to enhance learning, improve accountability, and increase strategic agility for the 2025-2026.

   Specific objectives

4. To assess the strategy relevance, efficiency, clarity, and sustainability of the National Strategy in alignment with SOS’s long-term mission and evolving national and institutional priorities.
5. To analyze progress toward achieving strategic objectives and intended outcomes, using defined performance metrics and change pathways.
   1. To evaluate the effectiveness of strategy execution, including internal alignment, resource utilization, monitoring and evaluation systems, and leadership engagement.
   2. To identify gaps between strategic intent and operational delivery and assess the contribution of programmatic activities to intended impacts.
   3. To extract key lessons learned, challenges, and good practices to enhance strategic agility and inform decision-making for 2025–2026 and beyond.

   3. Scope of the Review

   The MTR will assess the full implementation of the SOS Children’s Villages Somalia Country Strategy 2023–2026, with a particular focus on the period from January 2023 to December 2024. The review will adopt a holistic, evidence-based approach to examine the strategy’s design, execution, and adaptive capacity. The scope will span programmatic, institutional, and strategic dimensions, ensuring alignment with both internal priorities and the external operating environment.

   The MTR will be guided by the balanced scorecard framework, which emphasizes a strategic review across four core perspectives: program development, fund development and partnerships, human resource and organizational development, and strategic risk mitigation. This approach ensures a balanced and comprehensive examination of the Country Strategy’s intent, implementation, and impact.

   Under the Program Development perspective, the review will cover all thematic and programmatic areas outlined in the country’s strategy. These include Alternative care, Family strengthening, youth empowerment and employability, Education, Emergency response and humanitarian action, climate-smart agriculture and renewable energy, child protection in emergencies (CPIE). The review will assess the effectiveness of these thematic interventions in contributing to the achievement of strategic objectives and outcomes. This includes supporting 400 children and young people without adequate parental care through quality alternative care and protection services in a family environment; enabling 4,500 children and families to become economically self-reliant and capable of providing adequate care and protection to children and young people; and reaching 3,01,8016 crisis-affected individuals including children, women, men, elderly people, and vulnerable groups through integrated life-saving emergency programs that focus on health, nutrition, protection, WASH, education, MHPSS, and livelihoods. Additionally, the review will examine how the strategy has empowered 2,000 young people with structured skills development and economic empowerment initiatives aimed at improving employability and resilience, and expanded access to basic quality education for at least 5,000 children and young people in SOS CV Somalia’s operational areas. The review will further assess how well these programmatic interventions are coordinated, contextually relevant, and aligned with SOS CV Somalia’s mission and the 2023–2026 strategic framework.

   The Fund development and partnerships perspective will explore the performance of the organization’s resource mobilization strategies and the quality, diversity, and sustainability of institutional partnerships. The review will assess progress toward increasing institutional funding to €16 million per year through a combination of institutional donor engagement, local fundraising, and income development. It will also examine efforts to establish long-term strategic partnerships with like-minded organizations in Somalia, with the aim of achieving transformative impact at scale. The assessment will further consider how innovation, advocacy, and value-based positioning have contributed to enhancing the organization’s visibility, funding base, and influence.

   The HROD perspective will focus on evaluating the capacity, systems, and organizational culture required to support the successful execution of Strategy 2030. This includes reviewing progress toward building a digital and robust HROD system that empowers staff, enhances competencies, and fosters a safe and attractive working environment. The review will also assess the extent to which safeguarding systems and structures are in place, functional, and fully institutionalized across all program locations. Additionally, attention will be paid to the organization’s ability to attract, retain, and develop talent, promote inclusive leadership, and ensure internal coordination supports learning and operational excellence.

   The Digital Transformation and Innovation perspective will assess the extent to which SOS CV Somalia has embraced digital solutions and innovation to enhance organizational effectiveness, program quality, and staff capacity. The review will examine progress made toward equipping children and young people with digital skills and access to modern technologies to help them thrive in the digital age. It will also assess efforts to digitalize internal processes, systems, and learning platforms aimed at increasing efficiency and enabling staff through continuous digital learning. Attention will be given to how digital tools such as DHIS2 and the SOS Care Promise Compass have been utilized to support decision-making, accountability, and adaptive management, as well as how innovation has been institutionalized to foster responsiveness, scalability, and long-term impact.

   Finally, the strategic risk mitigation perspective will review the robustness of risk management mechanisms across programmatic and operational areas. This will include safeguarding, emergency preparedness, financial controls, and risk-informed decision-making processes that enable resilience and adaptability in a volatile operating context.

   In addition to these four perspectives, the MTR will also assess the integration and effectiveness of cross-cutting priorities that are central to the country strategy. These include gender equality, disability inclusion, climate resilience, localization, mental health and psychosocial support (MHPSS), digital transformation, innovation, and safeguarding. The review will determine the extent to which these themes have been mainstreamed into programming and organizational practices, and how they contribute to equity, relevance, and impact.

   The geographic focus will include both national and sub-national levels, with particular attention to the alignment between the national strategy and its operational execution in regions such as Banadir and Southwest State. The review the strategy map (explicit or implied), the logical framework of cause-effect relationships, and the tools and systems such as indicator performance tracking tables (IPTTs), DHIS2, SOS care promise compass dashboards, and monitoring and evaluation (M&E) frameworks used for tracking implementation progress and assess how these feedback loops are used to adapt and refine the strategy in real time.

   4. Key review questions

6. Strategic alignment and relevance

• Are the mission, vision, and strategic themes still valid in light of evolving needs and external shifts?
• Are strategic objectives still aligned with the needs of stakeholders, national priorities, and emerging global issues?
• How well does the current strategy integrate SOS CV’s long-term vision with Somalia’s development frameworks (NDP-9, SDGs)?
• Are the core values and guiding principles still relevant and clearly reflected in implementation?
• Does the theory of change remain valid, and are its causal pathways (inputs → outcomes → impact) observable and evidence-based?

1. Effectiveness- Progress and Performance (Effectiveness and Efficiency).

• To what extent have the intended outputs and outcomes across strategic themes been achieved?
• Are performance indicators adequate, cost-effective, and utilized for decision-making?
• Are assumptions in the strategy map (e.g., FS → self-reliance → child well-being) holding true?
• How well have resources (human, financial, technical) been utilized?
• What progress has been made in each strategic theme or programmatic pillar (e.g., Alternative Care, Education, Youth Empowerment)?
• To what extent have strategic initiatives (including innovation, digital transformation, fundraising, partnerships) contributed to results?

1. Execution and Internal Alignment

• Are programs activities and resources aligned with strategic priorities?
• How effective is organizational structure, culture, and leadership in supporting execution?
• What bottlenecks exist in terms of digitalization, reporting, staff capacity, or coordination?
• How effective are the M&E systems (e.g., IPTTs, DHIS2, SOS care promises compass dashboards, feedback loops) in guiding adaptive strategy execution?
• To what extent are strategic and operational decisions informed by real-time monitoring data?

1. Sustainability and Impact

• What is the trajectory of impact (e.g., institutionalization of kinship care, sustainability of hydroponic farming)?
• Are the interventions likely to be sustained beyond the strategy period?
• Are partnerships, systems, and community-led structures ready to sustain outcomes beyond 2026?
• How well have risk mitigation and safeguarding systems supported the long-term viability of interventions?
• To what extent have communities and local partners been capacitated to sustain outcomes?

1. Strategic learning and adaptation

• What innovations, lessons, and best practices have emerged?
• How have lessons been captured and used to course-correct?
• What strategic shifts or innovations should be institutionalized in the next phase?
• How has digital transformation or innovation supported real-time learning and responsiveness?
• How well are cross-cutting themes (gender, climate resilience, localization, disability inclusion) integrated into strategic learning?

5. Methodology

The methodology for the MTR will be proposed by the external consultant as part of the inception phase and subject to validation by SOS Children’s Villages Somalia. The consultant is expected to adopt a participatory, consultative, and mixed-methods approach—ensuring robust triangulation of data, inclusion of diverse stakeholder perspectives, and alignment with results-based management and strategic execution principles. The final methodology should detail the data collection strategy, tools to be used, analytical approaches, and mechanisms for validation and stakeholder engagement.

To support the development of a contextually relevant and comprehensive methodology, SOS CV Somalia proposes several key considerations. First, the consultant is encouraged to conduct an external context and trend analysis using tools such as PESTLE (Political, Economic, Social, Technological, Legal and Environmental) and, where applicable, Child Rights Situational Analysis (CRSA) to understand the evolving external landscape. Second, an internal institutional analysis using SWOT is recommended to assess the organization’s capacity, structure, systems, and readiness to deliver on its strategic ambitions. These frameworks will help ground the review in both the internal and external realities affecting strategy execution and relevance.

6. Deliverables

1. Inception report- A detailed report outlining the agreed-upon methodology, stakeholder mapping, data collection tools, and a comprehensive work plan. This report will also include proposed analytical frameworks, ethical considerations, and a timeline for each stage of the review.
2. Draft MTR report- The draft report will present preliminary findings, analysis, and initial recommendations. It will include:

   2.1 A detailed assessment of midterm progress against the National Strategy 2023–2026.

   2.2 A report on external and internal analysis, including PESTLE, SWOT, and, where applicable, CRSA.

   2.3 Identification of key strategic issues, gaps, and opportunities emerging from the analysis and consultations.

3. **MTR validation workshop-**A structured presentation of draft findings to SOS CV Somalia stakeholders, including the national management team (NMT), to validate insights, gather feedback, and promote shared understanding of the results. Feedback from this session will inform the final report.
4. **Final MTR report-**A comprehensive final report incorporating feedback from the validation workshop. It will include an executive summary, detailed analysis, findings, lessons learned, conclusions, and actionable recommendations. Relevant annexes (e.g., stakeholder list, data collection tools, summaries of FGDs/KIIs) should be included.
5. **Updated national strategy document (2026–2027)-**Based on the MTR findings and strategic recommendations, the consultant will support the drafting of an updated national strategy for 2026–2027. This document should reflect revised strategic goals, objectives, KPIs, theory of change, budget considerations, M&E framework, and strategic initiatives aligned with the evidence gathered.

   The final MTR report must include:

• Executive summary
• Introduction
• Methodology
• External and internal context analysis
• Assessment of strategy execution and performance
• Identification of strategic issues
• Lessons learned and good practices
• Recommendations
• Proposed inputs to the updated 2026–2027 strategy
• Annexes

7. Duration and Timeline

The MA Somalia national strategy MTR is expected to be implemented over 12 weeks period starting from 1st August to 30th October 2025. A detailed timeline will be agreed with the consultant upon during the inception phase.

8. Required Qualifications

• Minimum master’s degree in strategic management, development studies, strategic planning, public policy, international development or relations, M&E, Organizational development, Project planning and management, social sciences or related field.
• At least 7+ years of proven experience in conducting national strategy reviews or evaluations in humanitarian/development contexts preferably for non-profit or child-focused organizations.
• Demonstrated experience in leading or contributing to the development of national or organizational strategy documents, including KPIs, theory of change, and M&E frameworks.
• Deep familiarity with Kaplan & Norton’s strategy execution model, Results-Based Management (RBM), the Core Humanitarian Standard (CHS) and country strategy planning.
• Experience in applying strategic analytical tools such as SWOT, PESTLE, CRSA, and results chain mapping.
• Knowledge of the Somalia socio-economic context, development landscape and priorities as well as operating challenges.
• Demonstrated ability to assess and improve M&E systems, including use of IPTTs, RBM SOS Care promise dashboards, and data-informed learning mechanisms.
• Proven experience working with multi-disciplinary teams or strategic working groups across programs, operations, partnerships, and safeguarding.
• Familiarity with cross-cutting themes such as gender equality, digital transformation, climate resilience, localization, and safeguarding.
• Strong analytical, participatory facilitation, and stakeholder engagement skills.
• Excellent report writing, presentation and data visualization skills.

  9. Management and Oversight

  The MTR will be overseen by the National Director, who will serve as the Project Sponsor, providing strategic leadership and ensuring high-level accountability for the review process. The National Planning and Review Coordinator (NPRC)—who also serves as the Head of MEAL—will act as the Project Coordinator, responsible for the overall coordination of the MTR, technical oversight, and serving as the primary liaison between the external consultant and SOS Children’s Villages Somalia.

  To support cross-functional engagement, inclusive participation and ownership, a Multi-sectoral working group will be established to support the review process, ensure cross-departmental ownership, support technical inputs, guide analysis and validation of the findings and facilitate timely decision-making throughout the review process. Members of the working group will include the Program Director (PD), Head of fund development and communication (FD), Head of Human resource and organizational development (HROD), Child safeguarding advisor, Director of operations, Head of safety and security, and the Head of ICT/Digital transformation. Each member will contribute expertise aligned to their thematic and functional responsibilities, supporting both the strategic and operational dimensions of the review.

  An External Consultant will be engaged to serve as the technical lead and process facilitator for the MTR. The consultant will be responsible for designing the methodology, conducting data collection and analysis, leading consultations, and producing the draft and final reports. The consultant will work closely with the NPRC and the Working Group to ensure that the process remains participatory, evidence-based, and aligned with strategic priorities.

  SOS Children’s Villages Somalia will facilitate access to relevant strategic documents, stakeholders, and field locations, and will provide the necessary logistical support to ensure the successful implementation of the review.

Tagged as: Somalia, SOS Children's Villages International