Consultancy to review the effectiveness & sustainability of Migrant Health Forums (MHF)

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Vacancy/Reference Number: CFCV/CO2021-03
Position Title: Consultancy to review the effectiveness and sustainability of Migrant Health Forums (MHF) established by IOM and government stakeholders in South Africa.
Duty Station: Pretoria, South Africa
Appointment Type: Individual consultant
Estimated Start Date: As soon as possible
Closing Date: 20th August 2021
Introduction:
Since 2003, when IOM commenced implementing migration and health programmes in South Africa, IOM has established Migrant Health Forums (MHFs’) in Johannesburg, Vhembe District, Mopani District and Ehlanzeni District, where IOM’s migration and health programmes have been implemented. The MHFs create a hub for stakeholders to deliberate and reduce the negative impact that migration can have on migrants and the host communities. They are structures that bring together government and civil society to deliberate quarterly. Migrant Health Forums bring together both health and non-health stakeholders working in migration affected communities to share information, promote cooperation, and unify action to address challenges related to HIV/AIDS, SRHR and migration.
In 2013 IOM commissioned a review of MHFs conducted by the University of Witwatersrand’s African Centre for Migration and Society (ACMS). Findings from the review revealed that the MHFs had made the following contributions.

  • They promoted collaboration and improved the understanding of migration and health amongst stakeholders such as government departments, academic institutions, and civil society. They reduced silo working and duplication of efforts amongst government departments and civil society.
  • They created spaces for stakeholders with different but interdependent mandates to sit and deliberate on ways of strengthening service provision as far as migration and health is concerned. For example, it was found that the government was able to interact with farm owners and the civil society on matters of mutual concerns.
  • The MHFs improved efficiency and action, particularly on reporting on early warning signs of public health emergencies and xenophobia.
    It is no doubt that MHFs are critical structures for strengthening coordination and collaboration amongst stakeholders, which contributes to improved service provision in migration affected community. For this reason, under the second phase of the SRHR-HIV KNB, IOM would like to review the current MHFs to identify how best to strengthen the established structures, particularly the Ehlanzeni MHF.

    Migration Context and Rationale:
    In 2001, the United Nations General Assembly held a special session on HIV/AIDS during it which it was agreed that the approach to address HIV/AIDS threats to human development was the establishment of a multisectoral mechanism.
    Similarly, the South Africa National Strategic Plan for HIV, TB, and STIs 2017-2022 has eight goals, and the sixth one focuses on improving collaboration and cooperation between government and civil society and development partners. One of the ways that IOM has contributed to strengthening coordination and collaboration is through the establishment of Migrant Health Forums (MHFs).
    The MHFs are multisectoral coordination and collaboration structures for advocacy, capacity building, and service delivery purposes. From the IOM’s experience, multisectoral structures are critical platforms that strengthen stakeholders’ collaboration, build capacity, and strengthen service delivery in communities where our migration and health programmes are implemented.
    Nature of the consultancy:
    The review aims to understand better how IOM and partners can strengthen structures such as the MHF so that they are effective and sustainable. Under the second phase of the SRHR-HIV KNB programme, the sustainability of results is a critical factor that IOM would like to ensure is integrated in programming. Therefore, it is envisioned that the MHF review will generate findings that can be utilised to inform the best approach to strengthen coordination structures sustainably. Besides this, we expect that the report will contribute to the body of knowledge that IOM partners can utilize to strengthen multisectoral structures.
    Therefore, the report should be utilisation focused and contain actionable recommendations to enable IOM and partners to establish effective and sustainable forums. Whilst the focus is on the Ehlanzeni District, where IOM has current migration and health programming, we envision that the review will examine the other MHFs established in Johannesburg, Vhembe, and Mopani districts. Doing so will generate invaluable insights on sustainability.
    Purpose of the Review:
    In the aspect of MHF the review will seek to answer the following questions:

  • Structure and formation
    a) Does how MHFs are formed influence partners participation.
    b) What level of government/department is best suited to lead with the MHFs coordination?
    c) How relevant is the MHF to the stakeholders in government and civil society?
    d) How can the MHFs ensure participation of relevant target audiences (Young and vulnerable people (YVPs) ages 10-29 years, migrants, and sex workers).
    e) How should MHFs relate to other coordination forums such as the Districts AIDS Councils and Local AIDS councils?
    f) How can MHFs promote access to SRHR, HIV, health, and other social services for vulnerable groups such as migrants, sex workers, Lesbian, Gay, Bi-sexual, Transgender, Intersex and Queer (LGBTIQ) YVPs
    g) How viable is the use of virtual meetings during these times of COVID-19
    h) What factors would influence the participation and sustainability of MHFs?
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  • Funding
    a) How do we ensure that the government budgets for the MHFs?
    b) What would be the ideal funding mechanism to ensure sustainability?
  • Sustainability
    a) Are the MHFs established in Johannesburg, Vhembe, and Mopani still in existence? How effective are they? If no longer in operation, what were the contributing factors to the status of the MHFs? If in operation, what factors have contributed to sustainability?
    b) How do we ensure sustainability in relation to the UN agency’s district model approach?
    c) What are the threats to the sustainability of MHFs?
    d) How can the MHF be supported to ensure they continue to exist post-2026?
    Core Functions / Responsibilities:
  • Develop an inception report demonstrating an understanding of the assignment at hand and the proposed approach to ensure the objectives of the assignment are met.
  • Conduct the assessment of the MHFs.
  • Prepare a detailed report with actionable recommendations.
  • Present the findings to stakeholders.
    Tangible and Measurable Outputs of the Work Assignment (total 60 calendar days or 16 weeks)
  • Expected outputs
    a) Inception report before commencing of the assessment (should include proposed technical and methodological approach to the assignment).
    b) A validation meeting during which a draft report will be presented to stakeholders.
    c) A detailed report that profiles MHFs and meets the objectives of the review exercise and proposes actionable strategies on how MHFs can be strengthened to assure sustainability.
  • Work, Duration and Payment Schedule with Deliverables
    a) The total man-day for this assignment is 60 working days distributed over two months. The table below shows the timelines and deliverables that are required:
  • Expected Deliverables:
    Within 60 calendar days, the following deliverables will be expected.
    a) Inception report outlining the terms of reference and proposed approach and methodology before commencing fieldwork. 20% payable upon submission and approval by IOM of deliverable
    b) Finalized data collection tools and a list of KII. 30% payment upon submission of approved data collection tools
    c) 30% payment of preliminary findings and submission of a preliminary report
    d) Submission of the final approved report. 20% of the payment.
    Performance indicators for evaluation of results (value of services rendered in relation to their cost:
  • Inception report outlining the understanding of the terms of reference and proposed approach and methodology prior to commencing fieldwork.
  • Submit finalized data collection tools and the list of KII.
  • Present preliminary findings for validation purposes.
  • Submit a validated assessment report.
    Realistic Delivery Dates and Details as to how the work must be delivered.
    Deliverable
    Date
    Inception report outlining the terms of reference and proposed approach and methodology before commencing fieldwork
    7 days
    Finalized data collection tools and a list of KII.
    10 days
    Conduct fieldwork and compile a draft report
    35 days
    Present preliminary findings for validation purposes
    1 day
    Incorporate feedback and finalize report
    6 days
    Submit a validated assessment report.
    1 day
    Required Qualifications and Experience:
  • Education: University degree in migration studies, social sciences and other related fields.
  • Experience: Demonstrated experience of minimum seven years in migration; an understanding of sexual and reproductive health, multisectoral coordination structures, HIV/AIDS and migration issues in the region will be an added advantage.
  • An understanding of South Africa’s government structures and systems and experience in working with multi-sectoral structures in South Africa and the SADC region.
  • Proven track record in systematic literature reviews, and Application of quantitative and qualitative data collection tools and analysis and participatory approaches
  • Strong track record on technical leadership and proven ability to produce demonstrable results.
    Languages:
    Fluency in English (both oral and written) required. Working knowledge of local languages is an advantage.
    Competencies:
    The incumbent is expected to demonstrate the following competencies:
    Values
    • Inclusion and respect for diversity respects and promotes individual and cultural differences; encourages diversity and inclusion wherever possible.
    • Integrity and transparency: maintain high ethical standards and acts in a manner consistent with organizational principles/rules and standards of conduct.
    • Professionalism: demonstrates ability to work in a composed, competent and committed manner and exercises careful judgment in meeting day-to-day challenges.
    Core Competencies – behavioural indicators
    • Teamwork: develops and promotes effective collaboration within and across units to achieve shared goals and optimize results.
    • Delivering results produces and delivers quality results in a service-oriented and timely manner; is action oriented and committed to achieving agreed outcomes.
    • Managing and sharing knowledge continuously seeks to learn, share knowledge and innovate.
    • Accountability: takes ownership for achieving the Organization’s priorities and assumes responsibility for own action and delegated work.
    • Communication: encourages and contributes to clear and open communication; explains complex matters in an informative, inspiring and motivational way.
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