TERRE DES HOMMES - EXTERNAL EVALUATION OF DECENTRALIZED ORGANIZATIONAL MODEL

Organization: Terre des hommes Closing date: 31 Dec 2026 1.Presentation of Terre des hommes As he leading Swiss organization for children’s rights, created in 1960, the Terre des hommes foundation is committed to protecting children’s lives and their rights, and improving their well-being. We aim to do so through innovative programmes focused on health, migration and access to justice, specially designed to have both short- and long-term impacts. For more than 60 years, we have been working in difficult situations, in countries at war, regions devastated by natural disasters, and places where poverty and malnutrition force millions of children and their families to migrate elsewhere. We provide direct and indirect support to millions of children, their families and communities in around thirty countries every year, in close cooperation with our local partners. www.tdh.org 2.Context The Terre des hommes Decentralization Project (hereinafter ‘the Project’) is an organizational transformation project consistent with the evolution of the international development sector. The objective is to identify, build and implement a decentralized organizational model that empowers regions and countries and converts its headquarters in Switzerland into a centre of expertise. More specifically, the objectives of the Project are based on the following items: • Proximity to the field, improved context-specific knowledge, meaningful regional projects and consortia, and an improved response to children's needs. • Influence & advocacy in relation to regional policies of interest to Tdh, initiate and contribute to regional advocacy. • Positioning & visibility towards the regional aid and coordination agencies, recognition as a key organization in the field of children's rights, and authority based on our expertise. • Integration of local expertise into regional offices as much as possible. • Increased institutional fundraising, influence of donor strategies, strong relationships with key donors. • Efficiency through optimized functions, processes, with strong reliance on local expertise. The Project began in 2022, with a planned completion by the end of 2025; the roll out of the third and last Regional setup was delayed because of the reexamination of its modalities and reporting lines especially, and the new organizational model will be fully operational at the end of 2026 – please refer to the background documents listed under section 14 below. Terre des hommes is now undertaking an external evaluation to assess the relevance, effectiveness, efficiency, and fitness for purpose of the decentralized model in relation to its mission, strategy, and operating context. Consistent with OECD/DAC Evaluation Criteria, the evaluation is commissioned at a time of governance review, with the intention of informing decision‐making by senior management and the governing body. The evaluation will allow for significant developments in the global development sector in 2025 and 2026, that is, after its design and roll-out. Monitoring Under the sponsorship of the Director General, the Project Steering Committee the Directors of Operations and his Deputy, People & Culture, Finance & Logistics, Resource Mobilization & Communication, Digital, Innovation and ICT, and the Chief of Staff. An initial assessment was conducted in mid-2025, involving the then fully deployed Regional Office (MENA); in early 2026, an intermediate assessment was conducted involving all three Regions. Progress against three strategic KPI targets is monitored on quarterly basis. 3.Objective of the evaluation The purpose of the evaluation is to provide an independent, evidence‐based assessment of the decentralized organizational model and to generate clear conclusions and strategic recommendations to inform future organizational directions. As such, its main purpose is to inform the learning process; it does however pursue objectives of external and internal accountability (strategic, managerial, and financial). The evaluation will: • Assess how well the decentralized organizational model supports the organization’s mission, strategy, and objectives • Identify strengths, limitations, and risks inherent in the model • Provide practical recommendations for improvement or adaptation The specific objectives are to review and analyze: • The relevance and strategic alignment of the decentralized organizational model, in particular the achievements against the six objectives of the decentralization project. • Cross-region system coherence and adaptation to context, including the potential for cross-fertilization**.** • The effectiveness and efficiency of governance, management, and operational arrangements, including the existing process framework (steering mechanisms, including decision‐making, accountability, and coordination), resource use and cost‐effectiveness. • Organizational culture, ways of working, change management, and attitude to change. • Risks, mitigation measures and future considerations. 4.Scope of the evaluation Given the breadth of themes and organizational dimensions covered by this evaluation, the assessment is expected to focus on strategic and systemic analysis rather than an exhaustive review of all processes, functions and organizational units. The evaluation should examine the extent to which the decentralized organizational model is fit for purpose, identify key achievements, challenges, enabling factors and risks, and generate evidence-based insights to inform future decision-making. The Consultant is expected to balance depth and breadth appropriately, prioritizing areas of greatest relevance to organizational effectiveness, governance, sustainability and achievement of the decentralization objectives. The evaluation will cover: • Key processes • Management and operational roles and responsibilities • Relevant interdependencies • Periodic implementation reviews • Decision‐making and accountability arrangements • Resourcing (financial, human, ...) and efficiency • Organizational culture, leadership, and power dynamics Out of scope (unless otherwise specified): • Individual programme/project impact or sectoral effectiveness. • Detailed financial audits or compliance reviews. 5.Intended users of the evaluation, stakeholders & informants The intended users of the evaluation findings include all Terre des hommes staff at country, regional and HQ levels and the Foundation Board, in addition to key external stakeholders, such as selected strategic and/or local partners and institutional donors. Key stakeholders and informants include: • Country level: country directors, selected coordinators, first-responder and junior staff, local partners • Regional level: regional directors, regional coordinators and support staff • HQ level: sector staff (experts, all departments) Key informants include former Tdh staff who were involved in the design and/or roll-out of the decentralized organizational model. The evaluation results will inform the Tdh decentralized organizational model standard operating procedures; these will replace the 2023 Decentralization Guidance accordingly. 6. Evaluation Criteria and questions Criterion: • Criteria : Relevance -> Question: To what extent has the Project adequately targeted the real needs of the organization, allowing for existing constraints, potential and strengths? • Criteria : Coherence -> Question: How well does the Project fit with other similar approaches in the aid sector? What good practice can be integrated? To what extent is the cross-region system coherent, and how can it be improved? • Criteria : Effectiveness -> Question: To what extent have the Project’s objectives been met? • Criteria : Efficiency-> Question: Have available resources been utilized in the best way? • Criteria : Impact-> Question: What difference does the Project make? What are its broader, long-term effects (both intended and unintended, positive or negative)? • Criteria : Sustainability-> Question: Will the system last (foresight analysis)? 7. Methodology The consultant is free to define their methodology in dialogue with the team that accompanies the evaluation; the proposed methodology will be presented in an inception report, which will be examined and approved by the Tdh Evaluation Steering Committee. The proposed methodology will address the following items: • Analytical framework (evaluation matrix) Stakeholder mapping & engagement plan Data collection (methods and tools) Organizational model mapping Analysis & synthesis Judgment: i) options (scenarios/future models) and ii) resulting actionable recommendations • Working plan, including a timeline The evaluation will involve visits to Tdh Headquarters, the three Tdh Regional Offices (in Amman/Jordan, Dakar/Senegal and the Europe-Asia Region). 8.Deliverables The consultant is expected to deliver clear, usable evaluation products, as follows. • Inception (initial) report including a description of the proposed methodology, evaluation matrix, timeline and working plan, initial documentary analysis, and the proposed use of AI for analytical purposes (if any). • Full report (methods, findings, options max 40 pages): v. 1.0 • Executive summary (max. 5 pages) • Visuals (org maps, decision flows, dashboards) • Workshop to convert options into recommendations. • Final report (v. 2.0), including follow-up items and summary tables indicating the main conclusions and recommendations, separating: Short-, medium- and long-term items Lessons learned (including items for global standardization, those requiring regional adaptation, and those that should remain locally-defined) and roadmaps Annexes: technical details of the evaluation (including clean and raw data, rendered anonymous), terms of reference, surveys protocols and questionnaires, protocols of interviews and observation, tables or graphics, photographs, secondary review references, persons and institutions contacted, a PowerPoint presentation of the findings and recommendations. 9.Timeline • Phase I: desk review and inception report (May 2027) • Phase II: Field work, presentation and debriefing to the Evaluation Steering Committee (July 2027) • Phase III: analysis & report (August 2027). • Phase IV: workshop (conversion of options into recommendations, September 2027) • Phase V: final report and recommendations (December 2027). 10.Roles and responsibilities The Decentralized Model Evaluation Steering Committee (SC) manages the evaluation at Tdh. It comprises the General Direction and Operations, and reports to the Direction Committee CODIR: • Sponsor: Director General • Lead: Chief of Staff • Members: HQ Operations & Child Rights (1) People & Culture (1) Regional Directors (3) Quality & Accountability Sector (1) The Steering Committee responsibilities include: • Approval of the terms of reference for the evaluation; • Selection of the successful consultant(s): the Steering Committee kindly requests the support of the P&C Department for this item (short listing); • Pre-departure briefings and information throughout the evaluation; • Examination and approval of the inception report and subsequent deliverables; • Management of communications, organization and provision of the documentation required, logistic arrangements as necessary (responsibility and/or facilitation of transport, accommodation, organization of field work), translations; • Access to material at Tdh Headquarters as necessary (working space, etc.). The consultant will receive an onboarding briefing and commits to abiding by: • Specific procedures (e.g. Code of Conduct, behaviour towards the media and security measures). • Respect for the Child Protection Policy. • The climate, travel and socio-cultural facts that could influence the collection of data. • Ethics – confidentiality. 11.Profile of the Service Provider (team) qualifications and experience The assignment requires an independent consultant with strong expertise in organizational development and efficiency, and research within humanitarian, development, and private sectors. Qualifications Advanced university degree (Master's or PhD candidate) in fields such as Business and/or Organizational Development, Public Policy Development, Management Consulting, Public Administration / Nonprofit Management or equivalent. Experience and Expertise The consultant should demonstrate: • Strong academic and applied research experience • Proven experience conducting technical assessments, mixed-method evaluations, or validation of governance systems and organizational reform, especially in decentralized and/or locally devolved models • Experience working in a variety of cultural and business/organizational contexts • Experience working within humanitarian, development, safeguarding, or child protection-related environments is desirable Skills The consultant should possess: • Strong analytical and technical research skills • Excellent writing skills • Experience in comparative analysis and evidence-based reporting • Strong facilitation and stakeholder engagement skills • Ability to synthesize technical findings into actionable recommendations • Strong cultural sensitivity Language Excellent written and spoken English, and excellent spoken French are required. How to apply 12. Application procedures Applications shall be sent in electronic form to barbara.boylesaidi@tdh.org & cc: che.tenders@tdh.org by 31st December 2026. Only complete application portfolios will be considered. Application portfolios must include: • A technical offer comprising: An understanding of the objective of the study and the Terms of Reference (ToR); A tentative methodology and tools proposed (to be confirmed in the inception phase); A timeline showing details for the realization of each of the evaluation phases. The schedule proposed should include time for briefing and debriefing with the Tdh DP-ET as far as possible. • A financial offer with a budget detailed by item (fees, other costs); • Team composition (if applicable); • An updated CV; • An example of similar studies carried out (if possible); • Coordinates of three references.