TERMS OF REFERENCE

Independent Evaluation of the Volunteer Cooperation Program (VCP) – Equality in Action in Jordan

RFQ-JOAMM-26-0012

Oxfam is a global movement of people who are fighting inequality to end poverty and injustice. Across regions, from the local to the global, we work with people to bring change that lasts.

1. Background and context

1.1 Oxfam in Jordan and the VCP – Equality in Action Program

Oxfam in Jordan (OiJ) has been implementing the Volunteer Cooperation Program (VCP) – Equality in Action as part of Oxfam’s global VCP initiative for the period 2020–2027, funded through Global Affairs Canada and coordinated with Oxfam Québec. The VCP is a long-term partnership and capacity-strengthening program designed to reinforce the performance, sustainability, and influence of civil society organizations (CSOs) working to advance gender justice, inclusive governance, and social change.

The program puts local partners as central actors in shifting power, strengthening accountability, and influencing systems and norms. Rather than focusing on short-term service delivery, the VCP emphasizes organizational development, feminist partnership approaches, peer-to-peer learning, and influencing capacity as pathways to sustainable impact.

VCP TOC and Results Framework

The program is structured around two interlinked result levels:

Intermediate Results (Systemic Change)

Partner organizations demonstrate improved performance, governance, and sustainability, and are increasingly able to:

• Contribute to gender equality, women’s rights, and inclusive governance outcomes
• Influence policies, social norms, and public discourse
• Engage effectively in alliances, coalitions, and accountability mechanisms

These results reflect partners’ strengthened role as credible, autonomous, and strategic social change actors.

Immediate Results (Capacity and Practice Change)

Partners and volunteers show measurable improvements in:

• Organizational leadership, governance, and management systems
• Program quality, MEAL, learning, and adaptive management
• Feminist, gender-transformative, and inclusive practices
• Influencing, advocacy, and evidence-based engagement
• Financial management, compliance, safeguarding, and risk management

Progress is tracked through capacity assessments, performance reviews, and qualitative learning processes, complemented by quantitative indicators where appropriate.

The VCP in Jordan operates within a complex and dynamic context, characterized by civic space constraints, heightened safeguarding and duty-of-care considerations, and increasing donor scrutiny regarding governance, risk management, and accountability.

1.2 Rationale

The proposed independent evaluation of the VCP – Equality in Action Program in Jordan is commissioned to provide a credible, neutral and evidence-based assessment of program performance, governance arrangements, and supporting systems. The evaluation is an integral part of Oxfam Jordan Senior Management Team’s commitment to evidence-based learning, accountability, and continuous improvement. In addition, the evaluation shall be designed to address potential concerns and area of improvements including

• Volunteers Management, Care Support, and compliance with agreed procedures.
• Communication and Governance in program oversight: transparency & information sharing
• Financial and fiduciary control
• Key stakeholders engagement and confidence, including partners, donors , and gov’t

  Accordingly, the evaluation will generate clear evidence on what worked well, what did not work, and what must be strengthened to ensure compliance with minimum requirements for safe and accountable program implementation. Findings will provide a basis for organizational learning, risk mitigation, and decision-making.

An independent evaluation is required to:

• Assess the extent to which VCP systems and practices align with required standards, commitments, and donor expectations ( as put forth in VCP Result Framework , Program Implementation Plan , and other documents ) and identify strengths , gaps, and root causes affecting delivery and risk management
• Generate actionable recommendations to strengthen governance, oversight, duty of care, and fiduciary compliance

• Support Oxfam Jordan in responding stakeholders in a transparent and evidence-based manner

1.3 Objectives

Overall, the evaluation aims to independently assess the relevance, effectiveness, coherence, governance, and risk management of the VCP – Equality in Action Program in Jordan, and to generate clear, actionable recommendations to inform organizational decision-making, accountability, and learning.

Specific Objectives

A. Programmatic

• Assess the design, relevance, and operationalization of the VCP in Jordan against the Results Framework and Theory of Change
• Examine progress toward intended immediate and intermediate results, including capacity strengthening, partnership quality, and influencing outcomes
• Review the effectiveness of volunteer and advisor engagement, including recruitment, role clarity, performance management, and value addition.

B. Governance, Systems, and Risks

• Examine the adequacy and coherence of governance, management, and oversight mechanisms supporting VCP implementation
• Assess internal systems (HR, Finance, Logistics, Security, Safeguarding) in relation to duty of care, fiduciary risk, compliance, and accountability
• Analyze communication, coordination, and decision-making arrangements between Oxfam Jordan, Oxfam Québec, and other stakeholders.

C. Learning and Accountability

• Identify key lessons learned, good practices, and systemic gaps
• Develop prioritized, realistic, and time-bound recommendations
• Support Oxfam Jordan’s response to concerns raised by Oxfam Québec and external stakeholders

2. SPECIFICATION OF GOODS OR SERVICES REQUIRED

Oxfam in Jordan is seeking an independent evaluation consultant or form to deliver the following services and deliverables.

Service Required

• Design and execution of an independent evaluation of VCP in Jordan
• Facilitation of an inclusive consultation process during the evaluation and sharing the results of the evaluation
• Thorough analysis of program performance, governance and systems in place for VCP
• Developing clear and actionable recommendations
• Facilitate the presentation of the findings and recommendations to intended audience (OIJ, OQC, and OGB
• Produce final Evaluation Report

KEY DELIVERABLES

1. Inception Report (evaluation matrix, methodology, sampling plan, tools, workplan)
2. Desk Review Summary + emerging issues and risks
3. Debriefing Note / Preliminary Findings Presentation (PowerPoint + short memo)
4. Draft Evaluation Report (full report)
5. Validation Workshop (agenda, slides, participants list, summary of inputs)
6. Final Evaluation Report including:
   • Executive summary
   • Findings by scope area
   • Conclusions
   • Prioritized recommendations
   • proposed management action plan template

3. METHODOLOGY

3.1 Scope

The evaluation will cover two major dimensions: (1) Programmatic scope, and (2) Governance and systems, with specific attention to areas linked to duty of care, accountability, and risk management.

1. Programmatic Scope
2. Program Design and Operational Planning
3. Assess alignment of the program design with the VCP TOC and Results Framework, including assumptions, risks, and mitigation measures
4. Assess the plausibility and functionality of the VCP Theory of Change in the Jordan context, including key causal pathways linking volunteer support → partner practice change → organizational performance → influencing/sustainability outcomes.”
5. Assess the clarity and relevance of intended results at intermediate and immediate levels, and coherence with Jordan context
6. Examine how targets and partner priorities were defined and whether baseline/midline assessments informed planning
7. Assess whether program design and planning effectively incorporated learning and adaptation, including from mid-term review findings and emerging risks

1. Progress, Results and Effectiveness
2. Review progress against VCP targets, including capacity strengthening, partnership quality, influencing outcomes, and learning processes
3. Identify results achieved, gaps, and explanatory factors (internal/external)
4. Assess whether the program effectively strengthens partner capacity and sustainability in line with the Results Framework
5. Examine the adequacy of monitoring practices and whether evidence supports reported progress
6. Assess the sustainability and institutionalization of capacities strengthen through VCP, partners preparedness to continue without VCP support and Key sustainability risks and mitigations options

C. Volunteer and Advisor Delivery Model

• Assess demand-driven placement processes needs identification, recruitment, role definition, induction, and supervision
• Assess the quality and effectiveness of accompaniment, coaching, mentoring, and peer-learning practices embedded in volunteer engagement, beyond delivery of technical outputs.
• Assess the effectiveness of performance management, mandate follow-up, and support mechanisms
• Examine duty of care practices, volunteer wellbeing, and responsiveness to volunteer concerns
• Assess clarity of roles across Oxfam Jordan, Oxfam Québec, partners, and volunteers
• Review compliance with agreed procedures and operational standards as part of volunteer management and oversight

D. Coordination and Engagement between OiJ – OQC – Partners

• Review coordination and communication arrangements, information sharing, decision-making, and follow-up mechanisms
• Assess whether governance arrangements enable adequate oversight and timely responses to emerging risks

3.1.2 Governance and Systems

A. Governance and Oversight

• Review governance and oversight effectiveness across program implementation
• Assess escalation mechanisms, internal accountability, and decision-making processes
• Review whether roles and responsibilities are clearly defined and operationally functioning

B. Risk Management

• Assess duty-of-care measures and their consistency, including complaint handling and follow-up systems
• Review risk registers and mitigation practices (programmatic + operational)
• Assess compliance with donor expectations and readiness to respond to external inquiries

1. Financial Management and Fiduciary Controls
2. Review financial controls, segregation of duties, compliance systems, and fund tracking mechanisms
3. Review actions taken and safeguards strengthened in response to fraud case and related risks
4. Identify systemic weaknesses affecting financial accountability and program integrity

D. Support Functions (Systems Readiness)

• Assess coherence and adequacy of support functions (HR, Finance, Logistics, Security, Safeguarding) to enable safe and compliant program implementation.

1. Methodological Approach

The evaluation will adopt a mixed-methods and participatory approach, designed to ensure rigor, neutrality, transparency, and utility of findings. The consultant will ensure systematic triangulation across data sources, including documentation, stakeholder consultations and evidence verification.

The evaluation methodology must include:

A. Inception Phase

The consultant will develop:

• An evaluation matrix aligned with objectives and scope, including evaluation questions, data sources and methods
• A clear purposive sampling plan ensuring representation across:
  • Oxfam Jordan program and support departments
  • VCP partners (diverse size and capacity)
  • volunteers/advisors
  • Oxfam Québec
  • GAC Jordan delegation

• A risk and ethical management plan, including safeguarding and confidentiality procedures

B. Desk Review

A focused desk review will be conducted focusing on both programmatic performance and governance, including but not limited to:

• Program planning documents, annual plans, reports, and monitoring frameworks
• Baseline/midline and partner capacity assessments, and how they informed adaptation
• Communications and correspondence relevant to decision-making, coordination and oversight
• Documentation relevant to volunteer management procedures and follow-up
• Financial compliance documentation relevant to fiduciary controls and risk management

C. Primary Data Collection

The consultant will conduct:

• Key Informant Interviews (KIIs) (senior management, VCP team, HR/Finance/Safeguarding, partners, volunteers, OQC)
• Partners direct field visit and online survey- including confidential narrative survey with partners and advisers

D. Analysis and Triangulation

• Findings must be evidence-based and triangulated (desk review + interviews + cross-checking across groups)
• The report must clearly separate:
  • verified findings
  • perceptions/opinions
  • gaps in evidence and limitations

E. Facilitating Validation and Utilization of Learning

The consultant will:

• Present preliminary findings to Oxfam Jordan SMT and relevant stakeholders
• Facilitate a structured validation workshop including, OIJ, Oxfam Québec and OGB
• The evaluation should explicitly distinguish between design and implementation, and resourcing and oversight in presentation strengthens and weakness , and what worked well and what didn’t work & ensure accurate conclusions and actionable recommendations.
• A senior MEAL /program quality staff from other MENA country office could also be involved in supporting the consultant during the validation process, and during the consultation process.

4. TIMEFRAME AND PAYMENT SCHEDULE

PAYMENT SCHEDULE

Remuneration is based on submission of final deliverables according to the schedule below.