Tenders are invited for Mid-Term Review of SOS Childrens Villages Somalia Country Strategy - (2023-2026). Closing Date: 15 Jul 2025 Type: Consultancy Background SOS Children Somalia is implementing its Country Strategy for 20232026, which serves a comprehensive to guide the organizations programming, operations, partnerships, institutional growth, and strategic impact and programmatic focus in Somalia. This national strategy plan rooted in the organizations 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 Somalias 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 Federations 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 childrens 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 Childrens 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 protectionwhile 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 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. 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 To assess the strategy relevance, efficiency, clarity, and sustainability of the National Strategy in alignment with SOSs long-term mission and evolving national and institutional priorities. To analyze progress toward achieving strategic objectives and intended outcomes, using defined performance metrics and change pathways. To evaluate the effectiveness of strategy execution, including internal alignment, resource utilization, monitoring and evaluation systems, and leadership engagement. To identify gaps between strategic intent and operational delivery and assess the contribution of programmatic activities to intended impacts. To extract key lessons learned, challenges, and good practices to enhance strategic agility and inform decision-making for 20252026 and beyond. 3. Scope of the Review The MTR will assess the full implementation of the SOS Childrens Villages Somalia Country Strategy 20232026, 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 strategys 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 Strategys intent, implementation, and impact. Under the Program Development perspective, the review will cover all thematic and programmatic areas outlined in the countrys 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 Somalias operational areas. The review will further assess how well these programmatic interventions are coordinated, contextually relevant, and aligned with SOS CV Somalias mission and the 20232026 strategic framework. The Fund development and partnerships perspective will explore the performance of the organizations 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 organizations 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 organizations 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 asses Tender Link : https://reliefweb.int/job/4162173/terms-reference-mid-term-review-sos-childrens-villages-somalia-country-strategy-2023-2026
