Workload and Strategy analysis for WASH and Shelter in CWA Region.

1. 1 Background on the context

In the light of continuous insecurity in the funding landscape for the humanitarian response in the Central and West Africa region (CWA), the NRC Country Offices (COs) find themselves having to adapt swiftly in response to annual underfunding or budget cuts. These adaptations which, often, affect the team structures, do not have a common rationale and might have significant impact on the teams’ capacity to commit to quality implementation and programmatic development (including thematic standards and learning as well as external coordination and visibility). To date, neither WASH nor Shelter Core Competencies (CCs) have a systematic tool to estimate the workload, the human resources, and operational requirements for the various activities implemented under the two CCs. This tool would not only ensure that the team will be resourced enough to implement and monitor activities to reach a timely expected result while maintaining the adequate level of quality but will be used by the WASH/Shelter specialists/PDM (Program Development Manager) to advocate with senior management on adequate operational structure and programming strategies. Therefore, the WASH and Shelter CCs in CWARO aim to:

• Analyse and understand the workload per position for each of their response activities.
• Analyse the economy of scale and the bottlenecks in the current modus operandi to design more tenable approaches and geographic coverage.
• Analyse per “standard” type of activities and per different context the minimum human resource’s structure and to some extent the logistic capacity necessary to deliver timely and quality response.
• Develop and test a tool to be used by COs for planning annual master budgets, configuring the appropriate programmatic set-up and adapting to changes in funding landscape or urgent humanitarian needs.

1. 2 NRC’s activities and presence

The Regional Office in Dakar provides support to the region of Central and West Africa, covering a total of seven COs: Burkina Faso, Cameroon, Central African Republic, Democratic Republic of Congo, Mali, Niger and Nigeria. NRC has WASH and Shelter programmes in all seven countries, encompassing an array of soft and hard activities, that are often, but not always, integrated between the two Core Competencies (CCs). There is also a considerable collaboration with the Education CC on school construction and rehabilitation and in some extent with Livelihoods and Food Security (LFS), Information, Counselling and Legal Assistance (ICLA) and Protection. Furthermore, all country offices, except Nigeria, have combined Shelter and WASH teams, also technically supported by a joint WASH and Shelter Specialist or Programme Development Manager (PDM), in most cases.

1.3 NRC’s intervention specific to the mapping exercise

As the mapping exercise seeks to analyse the workload of all the activities implemented in CWA within the WASH and Shelter Programme Response scope, the evaluation will include all the activities, underneath the soft components of the projects: hygiene promotion, construction training, establishing of WASH committees, etc; as well as the hard component: construction of shelters, construction and/or rehabilitation of water points, construction and/or rehabilitation of sanitation facilities, construction and/or rehabilitation of schools, etc. for both emergency and recovery setup.

As a first step, the evaluation will not, however, cover all COs in the analysis, but will focus on two COs, probably Cameroon and Mali. However, on the best-case scenario, if this first testing phase is a success, a 2nd phase will include the dissemination of the tool to other COs with opportunity for refining the tool to different contexts. To some extent, this tool might be used by any COs globally which have Shelter/WASH programming and could be adapted to any other CCs as well.

1. Purpose of the evaluation and intended use 2.1Overarching purpose

NRC CWARO requires someone who can facilitate the analysis of the current workload and lead the design of a tool to be used by COs in the region

The process is expected to start from the beginning of August until end of November 2023 at the latest. However, having a minimum viable tool operational by end of October 2023 would allow COs to use the tool for the 2024 Human Resources Master budget design exercise as well as for next proposal season.

2.2 How will the evaluation be used?

This evaluation will first be used by the Regional WASH and Shelter advisors to ensure that the tool will be comprehensive and responding to COs needs. Throughout the mapping exercise, NRC CO teams and Technical Advisers will support the consultant in designing the program design tool. The aim of the exercise it to highlight, for piloted countries, the HR gaps, the workload and operational strategies option (geographical coverage Vs impact).

Upon testing in the pilot countries, the tool will then be fine-tuned to be rolled-out in the other COs for future decision making when it comes to staffing and planning of interventions across NRC’s areas of intervention in Central and West Africa.

2.3 Who will it be used by?

The primary and main users of the WASH/Shelter staffing design tool will be the COs; specifically by Specialists/PDMs and area managers with inputs from PM (Program Manager)/PC (Program Coordinator), HSS (Head of security and safety), HR (Human resources), and logistics teams. The recommendation provided by the tools will support CD and HoP (Head of Program) in validating WASH/Shelter structure and operational strategies.

This findings and tool will also be used by the Regional WASH and Shelter advisors to ensure that the tool will be comprehensive and responding to COs needs, as well as to enable RO (Regional Office) to provide evidence-based support to COs when it comes to project commitments, geographical coverage and human resources needed.

1. Scope and lines of inquiry 3.1 Scope:

• Dates of the evaluation: August 2023 – November 2023
• Geographical coverage: Two COs: Cameroon and Mali (To be confirmed)
• Projects: Ongoing projects in 2023 and previous projects and experience if necessary.
• Donors: All 3.2 Lines of inquiry

The main expected deliverable from this evaluation is the development of a tool (At minima in Excel or similar but we are open to other options) for the analysis of the workload that WASH and Shelter staff have to implement a set of activities in a given operational context, and the identification of the variables/parameters that facilitates the estimation of the required team structures and resources in future interventions. The tool will also provide strategic guidance such as informing the COs on operational cost efficiency as well as withdrawing from or extending to a new area or sub area(s).

The question that this evaluation will seek to answer is:

• To what extent are the current team structures enabling the participation of the people and communities we work with in support of effective, safe, and quality programming?

In addition to the above question, the evaluation will respond to the following questions:

• What are the key parameters that determine the workload and minimum resources needed for a field team implementing a specific set of activities in several areas? Some expected parameters are scope of need coverage, seasonality and access, complementarity of Shelter WASH services, proximity of areas, integration with other CCs, etc.
• What are the optimal team structures that enables both senior technical capacity, and field operational capacities to ensure satisfactory program design, implementation, and monitoring including integrated programming with other CCs or consortium, and satisfactory quality implementation?
• To what extent does the external coordination and communication Vs donors’ sectoral priorities and technical credibility impact the capacity to fundraise for standalone Shelter and WASH interventions with sufficient human resources, and to what extent can NRC improve its fundraising with an effective data management for donor and GORS reporting?

1. Methodology

Phase 1: Design of data collection tool:

Based on the modus operandi of NRC’s WASH and Shelter programmes in the COs, identify the set of information needed to analyse the workload requirements and impediments of each type of activity, such as: constraints, staff capacity and roles, procurement period, security lockdown, rainy season, cluster requirements and engagement, travel time, overnights, data management, fundraising and project formulation, M&E, reporting, etc.),

Confirm number of countries required for piloting needed, then at the level of the CO the # of grants, # areas and sub areas, type and # of activities by categories and operational methodology (community participation, soft, monitoring, sustainability, accountability, direct distribution or cash, direct implementation or contractors’ management)

Identify the type of data needed from COs, such as Log books to measure # Km Vs time, weekly workplan, work reports, attendance reports of community workers, Post-Distribution Monitoring reports reflecting satisfaction on time delivery, etc.

Based on the above, identify quantifiable parameters for the different activities Vs Effective time really spent in the field and the office. Then suggest the methodology to analyse the data, and the expected subject of analysis; for example: Cost of multi-location response Vs level of need coverage in the areas of implementation. Economy of scale can be but not limited to Human resource cost, transport cost, overnight cost, communication cost, etc.)

At the end of this phase, present the final methodology of analysis to the Steering Committee for feedback and final sign-off.

Phase 2: Preliminary Workload Analysis:

Based on quantifiable parameters determined in Phase 1, present an analysis of which activities are more demanding than others and what is the impact of field context on the level of complexity of their implementation.

Identify algorithm to determine the optimal structure and composition of the team based on the context and activities.

Look for other factors such as # of areas and sub areas, scale of activities, fundings Vs economy of scales to take strategic programming decisions.

Phase 3: Designing the tool

Based on the above analysis and determination of the main parameters governing the load on the implementation teams, through backward engineering, design a comprehensive tool or computer software into which the COs could estimate the minimum team structure requirements for optimal delivery of quality programming. The format of the tool is to be determined by the consultant (Access, excel, other programs) ensuring an integral estimation that provides adaptability and can account for the implementation barriers and challenges as mentioned above. Whatever program software is used, the use and configuration should be easy and intuitive at field level.

Phase 4: Testing and refining the tool

The consultant will pilot the tool in selected COs to triangulate results from various scenarios. They are then expected to represent the logarithm and findings of the tool to NRC to demonstrate the ability of the tool to provide reasonable estimation of the workload and the subsequent structures of the involved human resources. The tools should present options of programming by considering on economy of scale on activities implementation.

Phase 5 (Optional extra phase, not part of initial assignment): Analysis of potential scale up of the tool in other CWA countries or globally

Following the presentation of the tool to NRC and the comments provided by the latter on the acquired results from testing the tool with the COs, the consultant is expected to implement final adjustments to refine the tool as a prototype for future workload analysis in NRC globally. As part of the phase, the consultant will identify potential opportunities vs. barriers to the upscaling of the tool. This is expected to lead to the final refining of the tool to achieve a final product.

1. Evaluation follow up and learning

• The findings of the evaluation, including the methodology for analysis and the developed tool are intended to be used by the COs in the region, including the WASH and Shelter Technical Leads, the AM, the HoP and the HR management and in some extent the CD as strategic decision might need to be taken.
• The COs are also expected to use the tool for annual budgeting exercises, project proposals, budget revisions, team restructuring, etc.

1. Management of the evaluation

The people responsible for ensuring that this evaluation/ review takes place are the Regional WASH Adviser and the Regional S&S Adviser. The latter will be the evaluation managers who are appointed to internally coordinate the process and who will be the evaluation team’s main focal point.

An evaluation Steering Committee (SC) will be established by NRC, with the following members:

• Steering Committee chair: Regional Programme Director
• Evaluation manager: Regional WASH Adviser and Regional S&S Adviser
• Steering committee members: Focal person for minimum team structure vs project at HO level, 1 HoP, 1 AM, 1 WASH Specialists at CO,

The Steering Committee will oversee administration and overall coordination, including monitoring progress. The main functions of the Steering committee will be:

• Establish the Terms of Reference of the evaluation;
• Select evaluator(s);
• Review and comment on the inception report and approve the proposed evaluation strategy;
• Review and comment on the draft evaluation report;
• Establish a dissemination and utilization strategy.

1. Deliverables and reporting deadlines

During the bidding phase, interested bidders are expected to submit:

1. A financial offer
2. A programmatic technical offer as described in section 10.
3. An annex detailing: the intended methodological approach; expected challenges in the undertaking of the evaluation and mitigation measures to overcome these challenges.

During the bid evaluation phase, shortlisted candidates are expected to:

1. Submit an online technical evaluation
2. An interview with the selection panel
3. Reference checks

At the end of the evaluation, the consultant is expected to submit:

1. A workload analysis tool
2. A guidance note on the use of the tool
3. A report explaining the full process of the tool development
4. Timeframe
5. When will the evaluation start?

Ideally the evaluation should start in August 2023 as the results are expected to conclude in November 2023 prior to the preparation of the CO’s Master Budgets which outline the needed annual operational costs. Accordingly, July 13th midnight is a cut-off date for receiving the offers.

1. Workload analysis

• Methodology design –> 3 days (2 days designs + 1 day refining after Steering Committee comments)
• Tools for data collection –> 5 days (4 days design + 1 day refining after comments)
• Guidance on tools and data collection: 1 day with technical focal points for training on data collection then 3 days for daily support to the 2 countries. (0.5 days/week/country)
• Data collection (Work done by Cos thus minimum implication from the consultant) in 2 countries: Mali and Cameroon (TBC). Period: 3 weeks for field data collection
• Data analysis –> 2weeks
• Tools design –> 3 weeks
• Presentation of tools –> 1 day
• Piloting by countries –> No implication of consultant. Piloting period = 3 weeks
• Troubleshooting day during piloting –> 1 day
• Tools refining base on testing and feedback–> 4 days
• Final presentation –> 1 day
• 5 days margin
• Estimated working days during the contract period = 49 days.

1. Dates for presentations/ participatory meetings will be decided later on
2. Final report deadline : November 30th 2023.

As mentioned above, the evaluation, including the finalization of the workload analysis tool, is expected to be concluded in November 2023 where it shall be disseminated to the COs before their preparation for the Master Budget 2024 exercise. However; having a minimum viable product by October would be better.

1. Evaluation consultant team

NRC seeks expressions of interest from people with the following skills/qualifications

External

Proficiency in French and English. Mali = French. Cameroon (Both French and English)

Experience in organisational management and strategies.

Proven knowledge in management of multi-location multi-activity projects, preferably in Shelter and WASH sectors.

Experience in hard-to-reach areas and implementation in hardship locations

Managing pilots/ strategic projects

Senior humanitarian professional – minimum 10 years’ experience

Conducting organizational reviews or evaluations

Strong analytic skills

Abilities to understand standard NGOs tools for project and program management.

Strong MS Excel skills is compulsory.