REQUEST FOR PROPOSAL (RFP)

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Team Leader

Doing the right thing. We are active in Switzerland and 20 countries on four continents. Join us with a commitment to help us bring about a more caring society, here in Ethiopia.

CARITAS Switzerland (CACH) has been working in Ethiopia for nearly 50 years. Currently CACH cooperates with a wide range of civil society, research, and private sector actors in Ethiopia. Registered as an International Foreign Charity Organization in Ethiopia, CACH is also operational at project implementation level. CACH’s main working fields are Income, Climate, Migration and Humanitarian Aid/Nexus. Our current operational covers southern and Eastern Oromia, and Tigray regions, across which several projects are being implemented.

 Job summary:

The Team Leader (TL) provides overall strategic, operational and partnership leadership for the NUTR-INVEST program in Ethiopia. The role leads a multi-stakeholder consortium that mobilizes investment and innovative financing solutions to strengthen nutrition-sensitive and climate-resilient agri-food value chains.

The TL is responsible for delivering program results through effective consortium management, stakeholder engagement, investment facilitation and donor-compliant program implementation. The position works closely with government institutions, financial service providers, investors, private-sector actors and development partners to promote sustainable market-based solutions that improve food security, nutrition and economic opportunities.

The TL provides strategic oversight to ensure nutrition objectives are embedded across program interventions and financing mechanisms, while fostering innovation, learning and evidence-based adaptation. The role includes capacity strengthening of partners and staff, representation of the program at national and international levels, and the development of strategic partnerships that support sustainability and scale beyond the program lifetime.

Tasks and responsibilities

1. Main tasks and responsibilities

Strategic leadership and program management

• Provide overall leadership and strategic direction for program implementation.
• Ensure achievement of program objectives, outcomes and impact targets.
• Lead annual planning, budgeting, forecasting and adaptive management processes.
• Monitor program performance and initiate corrective actions where required.
• Manage program risks and maintain an effective risk mitigation framework.
• Ensure integration of nutrition, climate resilience, gender equality, market systems development and social inclusion across all program components.
• Promote innovation and continuous improvement throughout implementation.

Consortium leadership and partnership management

• Lead and coordinate the program consortium and ensure alignment around common objectives and delivery standards.
• Manage relationships with international and national consortium partners, financial institutions, investors, government entities, private-sector actors and other key stakeholders.
• Organise and facilitate Steering Committee and governance meetings.
• Foster strategic partnerships that enhance program impact and sustainability.
• Ensure transparent communication, accountability and collaboration among all partners.
• Represent the program in high-level stakeholder engagements and coordination platforms.

Oversight of innovative finance mechanisms

• Provide oversight of all financing facilities and investment mechanisms established through the program.
• Ensure effective deployment and performance monitoring of investment and lending instruments.
• Coordinate with financial service providers to strengthen access to finance for program beneficiaries.
• Monitor financial leverage, investment mobilisation and portfolio performance.
• Identify opportunities for scaling, replication and institutionalisation of successful financing models.

Private Sector Engagement and investment facilitation

• Lead implementation of the program's private-sector engagement strategy.
• Facilitate identification and development of commercially viable investment opportunities.
• Support investment readiness of SMEs, producer organisations and value-chain actors.
• Strengthen collaboration between public actors private enterprises, investors and financial institutions.
• Promote development of market-based solutions supporting nutrition-sensitive economic development.
• Facilitate mobilisation of public and private investment in targeted value chains.

Program quality, technical oversight and learning

• Ensure high technical quality across all program interventions.
• Oversee implementation of the program's MEAL framework.
• Promote evidence generation, learning and adaptive management.
• Ensure regular analysis of program performance and emerging opportunities.
• Lead development of lessons learned, case studies, policy briefs and knowledge products.
• Facilitate dissemination of best practices and program innovations.

Financial management, compliance and grant oversight

• Ensure sound financial planning, management and budget control - in this sense the TL must have a proven capability to in budget management and controlling.
• Monitor expenditure, forecasts and program financial performance.
• Ensure compliance with donor regulations, contractual obligations and organisational policies - EU compliance experience and knowledge is thus a requirement and shall be specifically stated in the application.
• Oversee procurement processes and grant management systems.
• Ensure compliance with EU visibility, reporting and audit requirements.
• Oversee Financial Support to Third Parties (FSTP) and related compliance processes where applicable.
• Review and approve technical and financial reports prior to submission.

 Human resources and team leadership

• Lead, supervise and mentor program staff.
• Establish clear objectives and performance expectations.
• Promote a culture of accountability, collaboration and learning.
• Support staff development and capacity strengthening.
• Ensure effective coordination between technical, operational and support functions.
• Ensure Compliance with CACH standards and Donor requirements 

1. Representation

• Represent CACH’s interests in the sector / project area.
• Serve as the Focal representative of the sector and represent Caritas Switzerland in the sector program-related matters.
• Maintain constructive relationships and secure strategic alignment and collaboration with government institutions, donors, investors, development partners and private-sector stakeholders.
• Promote and advocate for program objectives, approaches and results, contributing to policy dialogue, sector coordination and stakeholder engagement at national and sub-national levels.
• Facilitate enabling partnerships and secure the support of relevant authorities to address implementation challenges and advance program objectives.
• Promote the visibility and positioning of the program and Caritas Switzerland.
• Identify opportunities for program growth, strategic partnerships and resource mobilisation.

1. Management / Planning

• Lead comprehensive project cycle management from start-up to close-out including guiding initial launch activities (staff recruitment, partner agreements, inception workshops) and ensuring proper close-out procedures and documentation are completed in accordance with organizational and Ethiopian regulatory requirements​;
• Contribute to the preparation of competitive concept notes and proposals. Coordinate with technical advisors, field teams, and partners to design multi-sector projects that incorporate best practices and lessons learned from existing programs, in alignment with both donor priorities and community needs​;
• Lead coordinated planning process of the project with the project staff and implementing partners;
• Support project staff in preparing realistic and participatory detailed implementation plan (DIP) adequately broken down into annual, quarterly, monthly, and bi-weekly plans;
• Engage community and private actors (producers, transporters, sellers) in the planning process;
• Align project plan with the plan of the local and regional government whenever possible and necessary.

1. Coordination, Implementation, Monitoring and Reporting

• Follow up reporting deadlines in line with the CACH CO internal processes, donor and other deadlines and as per CACHs reporting table;
• Follow up with the concerned staff, the project launching events, and all related and relevant documents and procedures are planned and conducted (MEAL plan, procurement plan, Detailed Implementation Plan (DIP) etc.) and that all concerned staff and stakeholders are represented during those events;
• Follow up with the PMs that the MEAL, procurement plans, and DIP are followed and if needed updated;
• Conducting and facilitating monitoring visits of donors, government officials and other concerned staff and stakeholders upon need and requirement;
• Facilitate disbursement of fund for timely procurement, labour mobilization, transportation, and supervision of project activities;
• Follow up with the project staff's that project activities are adjusted according to seasonal variability if allowed and required;
• Facilitate regular meetings with co-implementing partners to discuss pending project matters and to jointly plan activities;
• Follow up with the concerned staff's keeping track of the project log frame indicators during monitoring. Instil the habit of log frame monitoring among the other co-implementing partners;
• Quality and content control reports as per government, donor and internal requirements and revise reports as per the comments of CACH private sector engagment Lead/CD.

1. Leadership and Resource Management

• Acting as supervisor for selected project staff's.
• Technical leadership for Thematic focus Nutrition and Agribusiness, Conflict Sensitivity, SMEs and selected other sectors or sub-sectors.

1. Program Approach

• Use and encourage partners to use participatory approaches as far as possible throughout the project cycle in site identification, implementation operation and maintenance of schemes;
• Be informed about local context and needs and make use of indigenous knowledge to check the appropriateness propose activities, technologies and approached;
• Take account of gender, Do-No-Harm environment and other important cross-cutting concerns in program design, implementation, and reporting; carryout activities in a way that reflects the needs of specific groups and individual’s e.g., elderly people, women, children, and people with disabilities.
• Support the implementation of the HDP Nexus approach through regular coordination and information exchange with the Humanitarian Aid unit;
• Support the development of country program strategies and plans (e.g. country strategic frameworks, sectoral plans).

1. Other and Specific Tasks

• Co-signatory on specific contracts and documents as per the demarcation of authority for the Country Office;
• Staying up to date with internal and donor as well as government standards and tools;
• Advisory services for staff and partner organisation in the assigned field;
• Facilitating meetings and taking of meeting minutes as required;
• Other duties as assigned to her/him in the scope of his assignment.

1. Communication

• Pro-actively inform about donor and government rules and regulations and share the information to all concerned staff and partners;
• Regular direct reporting to the Unit, Country Director (CD) and/or Regional Director (RD);
• Facilitate effective internal communication between the program, finance, MEAL, logistics, HR and senior management to ensure smooth project implementation and timely decision-making. Ensure that critical updates from the field are documented and shared with relevant units;
• Reporting to the supervisor in case of difficulties, problems, and uncertainties with regard to Finance, HR or Logistics. Pro-active communication with both, the supervisor and the technical supervisor (if applicable and different), by this ensuring that activity and work plans are communicated to all concerned people to create the highest possible level of transparency (related also to daily works, extraordinary works, leave days, travel plans and others);
• Promote transparent and inclusive communication channels with target communities, ensuring that feedback mechanisms are embedded in program/project implementation. Ensure community concerns and feedback are shared and integrated into program design and adjustments.

Development of AIH’s 5-Year Corporate Strategic Plan

2026/27 – 2030/31 G.C

 Engagement of Three (3) Individual Consultant Team

Abay Investment Holding

Bahir Dar, Ethiopia   |   November 2026

Assignment at a Glance

 1. Background

Abay Investment Holding (AIH) is the sovereign investment institution of the Amhara National Regional State, established in 2025 by Proclamation No. 300/2025 and Regulation No. 225/2025. AIH consolidates public enterprises and investments under a single professional management umbrella, with a mission to steward regional wealth, transform the economy and generate sustainable growth that benefits the people of Amhara and Ethiopia at large.

AIH currently manages a diversified portfolio of 46 subsidiaries across seven strategic sectors: Manufacturing, Agro-Industry, Construction, Trading, Transport & Logistics, Finance, and Hospitality & Real Estate. To give the holding company and all its subsidiaries a unified strategic direction, AIH intends to develop its first comprehensive 5-Year Corporate Strategic Plan (2026/27 – 2030/31 G.C.).

AIH is therefore seeking to engage three (3) qualified Individual Consultant Team with expertise in strategy and corporate governance, investment and finance, performance management, and M&E. The consultants will work as one Consultant Team, jointly with the AIH Strategy Team. This ToR sets out the objectives, scope of work, deliverables, required qualifications, evaluation criteria and submission requirements for the assignment.

 2. Objectives of the Consultancy

The overall objective is to develop a participatory, evidence-based 5-Year Corporate Strategic Plan for AIH, prepared jointly by the Consultant Team and the AIH Strategy Team. The specific objectives are to:

 3. Scope of Work

The Consultant Team will work jointly with the AIH Strategy Team across the four phases summarized below. The activities listed under each phase are indicative, not exhaustive: the Consultant Team is expected to propose and carry out any additional tasks needed to deliver a comprehensive, board-ready 5-Year Corporate Strategic Plan, and to set these out in its Technical Proposal and Inception Report.

Timing is indicative and will be confirmed in the Inception Report.

3.1 Phase 1: Preparation & Situational Analysis (Diagnosis)

This phase establishes a shared understanding of the baseline performance of AIH and its subsidiaries, on which all subsequent planning builds.

3.2 Phase 2: Strategic Direction

Through facilitated workshops and deep-dive sessions, the Consultant Team will define AIH's Vision, Mission, Core Values and Strategic Pillars, building on the strategic issues identified in Phase 1.

3.3 Phase 3: Strategy Formulation

This phase translates the validated strategic direction into specific, measurable and actionable objectives, KPIs, targets and initiatives, supported by financial projections, an implementation roadmap and risk and M&E frameworks.

3.4 Phase 4: Consolidation, Validation & Approval

All outputs from the preceding phases are consolidated into a single, coherent, board-ready Strategic Plan, validated with stakeholders and submitted for Board approval.

 4. Key Deliverables

The Consultant Team, working jointly with the AIH Strategy Team, will produce the deliverables below. Each deliverable is subject to review and written acceptance by AIH.

5. Duration and Location

6. Consultant Positions and Qualifications

The Consultant Team comprises three positions. The Team Leader is accountable for the overall quality and integration of outputs; each consultant leads the work streams in their area of expertise and contributes actively to all phases.

Position 1: Lead Strategy Consultant (Team Leader)

Position 2: Investment and Financial Strategy Consultant

Position 3: Performance Management, Risk and M&E Consultant

10. Application Requirements

Applicants must apply as a team of three individual consultants covering all required positions. Each member of the team must clearly indicate which position in this TOR they are applying for and submit the following documents:

11. Evaluation Criteria and Procedure

Applications will be evaluated using a combined quality- and cost-based method, with the technical evaluation weighted at 70% and the financial evaluation at 30%. Each position is evaluated separately; members of team applications are scored individually against the position they apply for.

11.1 Technical Evaluation (70%)

11.2 Financial Evaluation (30%)

The financial proposals of technically qualified applicants will be scored as follows:

1.     Context And Rationale

About SOS Children’s Villages Ethiopia

SOS Children’s Villages in Ethiopia is an International Non-governmental organization and a member of the SOS Children’s Villages International Federation. The organization started its humanitarian work in Ethiopia with the opening of its first Village in Mekelle, the Northern part of Ethiopia in 1974. Since then, it has expanded its programmes to different regions including Amhara, Oromia, Somali, Harari, Sidama, Southern Ethiopia, and South-Central Ethiopia regions and Addis Ababa. Currently the organization is planning to establish new programme location or sub office in Dessie town. Through its unique family-based care model, the organization has provided a nurturing environment where children can flourish, grow, and realize their full potential. The programme also works with different youth empowerment initiatives, supporting young people to help them become productive and independent members of society. The family and community development programme has enabled many families in the communities to become sustainable and provide the necessary care for their children. Furthermore, SOS Children’s Villages in Ethiopia also provides humanitarian assistance interventions in cases of natural and human-made disasters, when the livelihoods of families and communities are disrupted. SOS CVE collaborates and partners with like-minded organizations, community structures, government entities, and relevant all in advocating for the fulfilment of the rights and needs of vulnerable children, young people and families.

Description of programme location and context

SOSCVE Addis Ababa program location was established in the year 1981 G.C and is mainly working on an alternative care program supporting children to grow up in alternative families in established villages by providing comprehensive care and essential services for their holistic development. Furthermore, SOSCVE Addis Ababa Program manages and implements various facilities and programs, including Alternative Care (AC), the Family and Community Strengthening Program (FCSP), youth empowerment and Employability, a kindergarten, and high School (which includes both primary and secondary schools). The AC, FCSP and Youth initiative and humanitarian programs are the organization's core interventions, providing comprehensive care and support to children who are without adequate parental care and affected by crisis. Addis Ababa programme location is currently actively operating in Addis Ababa city Administration, and Adama City Administration in Oromia region.

2.     Rationale of the project

SOS Children’s Villages Ethiopia is implementing Sustainable Training for Employment Promotion (STEP) project that has been implemented in Addis Ababa, and Adama from May 2024 to April 30, 2026, and Non-Cost Extension (NCE) to June 30, 2026 (two months).

The project presented here is closely linked to youth employment in the Plan for Accelerated and Sustained Development to End Poverty (PASDEP), Ethiopia's 10-year development plan (2005/6 to 2009/10), the national youth policy, the action plan for job creation (PAJC), the national strategy for the development of a climate-resilient green economy, the education policy and the strategies for the development of industry and MSMEs.

Furthermore, the planned activities tie in with the 2030 Agenda for Sustainable Development, in particular with SDG 5 (gender equality), SDG 8 ("decent work and economic growth") and SDG 10 ("reduced inequalities"), as the project aims to support young people, the majority of whom are women, to take up productive employment or self-employment, which should contribute to the country's economic growth.

According to the FDRE CSA urban unemployment survey, the unemployment rate in Adama was 24.9% in 2020. Young people make up 43% of the total population, of which 18% are unemployed according to the city administration's Agency for Enterprise and Industrial Development (2020). Similarly, the unemployment rate in Addis Ababa is 19.3% according to the 2020 Urban Employment and Unemployment Survey (UEUS). For young people, the 2021 rate is 22.1% in Addis Ababa.

The increase in unemployment is due to internal migration from neighboring cities. There are several factors that explain the migration trends to Adama. The main push factors include environmental degradation, low agricultural productivity, inadequate social services, demographic pressure, land scarcity, lack of rainfall, recurrent droughts and conflict. Pull factors include public services, security and employment opportunities.

The gig economy is growing in both cities, as it functions primarily in the cities. Various platforms have been founded. At the same time, university graduates often lack knowledge of the platforms, the digital infrastructure or entry opportunities.

The 2020 Urban Unemployment and Employment Survey shows that the unemployment rate for young people in urban areas is 25.7%, with an even higher rate for young females (31.7%). Most young people in employment are in the self-employed category (34% of the 15-29 age group). This is followed by private companies (26.8 % for the 15-24 age group and 25 % for the 15-29 age group), and in third place are domestic workers.

Although the young population is an asset, it faces multiple socio-economic challenges. These include unemployment and underemployment, health problems, including inadequate access to sexual and reproductive health information and services, the spread of HIV/AIDS, substance abuse (especially khat, tobacco, alcohol and other drugs) and persistent gender inequalities.

 3.     Objective of the Study

Overall objective

STEP project is at its final stage, looking to document key lessons/learning to be scaled up, good practices to be replicated, success stories to be shared and documentary video to witness the project achievements. As such, SOS Children’s Villages seeks well-organized and sound independent consultants to produce  20 minute long documentary highlighting project milestones, achievements and impact and a magazine covering project and strategic pillars. This necessitates well organized and sound independent consultants having practical expertise in facilitating the entire process or cycle of lesson learning, identifying tailored good practices applicable for youth empowerment context, developing human touching stories, and producing quality audio visual documentaries and developing three-year impact stories. Moreover, the external consultant will capture lessons/learned, good practices, success stories and documentary video witnessing.

The overall objective of the Best Practice and documentation study is to document good practices, lessons and experience of STEP Project from the target area of Adama city and Addis Ababa City Administration.

Specific objectives

1. Document best practices, lessons learned, case stories, and high-quality videos and photos that highlight the STEP project’s impact, success, challenges, and contributions to youth employability, income sources and decent work environment, and improved wellbeing.

• Demonstrate the project's results and contributions toward improving labor ecosystem, skills and knowledge acquired in short term training, internship, life & employability and accessibility of finance (loan access) and local governance, utilizing case stories, audiovisual documentaries, lessons learned, and best practices.
• Publish practical evidence and documents including lessons learned, best practices, case studies, and audiovisual materials that showcase the benefits, impacts, and challenges of project interventions.

Project Outcomes and Outputs

The goal or impact of the project is Strengthening youth employment under decent conditions in Addis Ababa and Adama city.

The summary of project outcomes and outputs are listed as follows:

Project objectives/Outcome 1: 4500 young people utilize improved professional and/or entrepreneurial skills and established structures to earn a decent income.

• Sub goals/output 1: 2000 unemployed young people have acquired vocational qualifications.
• Sub goals/output 2: 800 unemployed young people have gained work experience.
• Sub goals/output 3:1,500 young entrepreneurs improve their capacities in the areas of demand-orientated services and business development.
• Sub goals/output 4: The state systems and structures for promoting the employment of young people have been strengthened.

4.     Scope of the Study

Sustainable Training for Empowerment and Promotion (STEP) project has been started since May 1, 2024, and will be completed on June 31, 2026. Geographically, the best practice and documentation study is limited to Adama City in Oromia region and Addis Ababa City Administration.

By pooling expertise and resources, the project will amplify its impact and outcomes, ensuring a synergistic, effective and efficient deliverable for youth people in target area.

5.     Methodology

Proposed Methodology is:

• Document Review: The consulting firm should refer to project proposals, reports, assessment report, case stores, PDM assessment, and other essential documents so that the consultant will understand the nature of STEP project, partnership dynamics, sector composition, project achievements and success factors. These documents will be shared with the consulting firms upon signing the agreement and data protection policy. 
• Interview with project participants: The project participants engaged in different activities will be interviewed with interview guides prepared as per various deliverables. The consultant should design interview guide, test the question and translate it into the local language. The participants for the interview session will be voluntarily.
• Interview with government stakeholders: The government stakeholders who are supporting the implementation of the STEP project will be selected based on their level of engagement, participation, understanding level of the project implementation, contribution they made to the STEP project achievements. The consulting firm should prepare guiding questions tailored to each of the stakeholders, engagement, participation and contribution.
• Interview with staff of the STEP Partners and members: The STEP partners and members staff will be selected for the interview based on their implementing sectors, their roles in STEP project, and experience with the STEP project. The consulting firm should prepare guiding questions tailored to each partner and members staff’ roles, implementing sectors and years of experience in implementing the STEP project.
• Observation: The consulting firm should first understand the context in the targeted location, target communities, and target participants. The targeted youth participants were from age 15 to 34 who participated in short term training, internship, gig works, Micro and Small Business enterprises that have been impacted because of the STEP Project intervention is essential to document learnings, goods practices and producing documentary videos.
• Document picture and record sound: Pictures witnessing the STEP project achievements and success will be taken from the interviewees where the STEP project implemented. The participants interview will be recorded to prepare documentary video indicating the STEP contribution and achievements. The consent will be received from each of the participants before any act of recording and taking pictures.

Proposed Standards of the Assignment:

In compliance with the partners’ communications & branding policy, the following standards are expected to be fulfilled:

• Aspect ratio should be 16:9 whereas exceptions could be tolerable in case-by-case situations based on the type of archive data to be inserted and/or based on the compatibility needs of the website/social media through which the good practice will be shared.
• Video quality (documentary video) 
• Video resolution produced should be recorded at a minimum of and exported at 1920x1080 HD quality
• No footage should be below 720p other than archival data
• The framerate of the video should be compatible with the current social media needs (24fps is recommendable)
• When possible, all video footage should be at the best bitrate. This will allow with better color and video quality
• It is part of documentary video production
• Audio quality (Documentary video)
• Avoid any background sound including Mic frequency

In case of sound effects, use clean and professional low bass sounds (consult SOS-CVE communication department)

It is part of documentary video production

Magazine quality (Good practice and Lesson learned)

• The magazine consists of various good practices, success stories and pictures.
• High-quality JPEG images with 3000pxl are recommended on the longest side resolution.
• Use the default RGB color space for color images and use whatever the default color space is for grayscale images.
• For case/success stories, try to take pictures of live moments (actions) of project participants.
• Use art paper to print the booklet 100gram with cover page of 250gram coated or hard back cover.
• The printing of the booklet shall be only with digital print with layout design and illustrations.
• Brand alignment with the SOS Children’s Villages brand should be added to the magazine requirements

Other technical specs to export

• Container: MP4 or MOV
• Audio code: AAC-LC
• Sample rate: 48khz
• Video Code: H.264

5.2. Sampling

The Commissioned consultant is expected to use appropriate sampling techniques and set a representative sample size for both qualitative and quantitative data collection methods. Based on the project objectives, results, Objectives and subgoals of the STEP Project.

The consultant should produce appropriate sampling methods from each subgoals and project locations and ensure representativeness of the sampled youth participants respondents, and the sampling frame.

Work Plan and Expected Deliverables

6.1. Work plan

The Best Practice and documentation study task is expected to be finalized within 45 days after the contract is signed.

The consultant is expected to develop her/his detailed work plan based on the following table.

6.2  Responsibility and Responsibility

a)     SOS Children’s Villages

• Will select the locations and facilitate all the personal contacts including interviewees and government officials and implementing project team to brief on the project approach.
• Will give general orientation and resource documents so that the consulting firm will have better understanding of the context STEP project implemented, the target people reached and the result achieved.
• Final acceptance of the good practices’ documentary video, lesson learned and case stories against the standard quality agreed by the terms of the agreement

a)     Role of the consultant:

• Will prepare detail work plan and submit it for discussions and joint agreement. This should include a written description of the methodology, costs of the production (professional fee, expenses for shooting/new footages, studio facilities, production cost and other related costs) as well as the list and profiles of the most important members of the production team (including the script writer, the narrator and director). The consultant shall also prepare and submit a detailed timetable of activities.
• Will thoroughly review all documents given by the SOS Children’s Villages and its partners for this assignment.
• Will prepare the script, present face to face presentation on how to implement the script and get approval from SOS Children’s Villages.
• Shall use the feedback given by SOS CVE technical team to further improve the quality of the work. Following the comments, the company shall polish and prepare the final work accommodating the feedback.
• Shall deliver the final documentary video in soft copy (compatible to social media, USB, CD/DVD, FTP, Dropbox and emailing) while that case stories and good practices will be shared with us in hard copy and soft copy as per the quality standards mentioned above.
• Displays the best resolution SOS Children’s Villages logo and SOS CVW logo & branding in all sessions of the production.
• Abide by the SOS Children’s Villages Ethiopia and partners child and youth safeguarding policy and branding.
• The consultants should use their own HD quality video camera and professional editing software for recording and editing.

Note that SOS CVE programme location-level staff (SOSCVE) will be available to help organize the interviews including contacting SOSCVE, announcing and local preparation of best practice documentation study, and linking to community duty bearers and national authorities. SOSCVE team will facilitate while the consultant collects data from project participants, partners and key government stakeholders.

 Report criteria:

The reporting criteria for STEP project best practice study shall be in line with the SOS Children’s Villages Ethiopia result based management (RBM) toolkit and should be shared with the winner consultant along with the data review process and/or for the preparation of the inception report.

6.3.  Deliverables

The commissioned external consultant must deliver the best practice & documentation study reports within 45 days of the contract signing. Based on the work plan, SOS Children’s Villages of Addis Ababa programme location Program team, the national office MEAL team and Youth empowerment portfolio teams expect the following deliverables:

1.  An inception report of 8 pages on the best practice and documentation study design, methodology, sampling frame, sampling technique, sample size, assessment tools and work plan.

• Draft best practice and documentation study report that have the following components.
• A master copy of the 20 minutes video for knowledge management but 5-7 minutes video for sharing with stakeholders the standards mentioned in this ToR from Adama City and Addis Ababa City Administration of project sites.
• The narration text or the full script used for the production with still pictures extracted from the footage
• Three 2-min cut down versions for social media promotion.
• A copy of the video in the formats explained in the TOR
• Versions provided should be compatible for internet and TV screening (compatible with social media, USB, CD/DVD, FTP, Dropbox and emailing)
• 25-both sides page digital printed Magazine having the contents of cases stories, good practice and lessons learned with 100 copies.
• Final Best Practice and Documentation Study Report - The findings of best practice and documentation study report including an executive summary and refined final reports that are listed in the above draft components.
• Raw data, including original field notes for in-depth interviews and focus group discussions, and recorded audio material), should be submitted with the report. SOS CVE will have sole ownership of all final data, and any findings shall only be shared or reproduced with the permission of SOS Children’s Village in Ethiopia.