Country: Jordan
Organization: UN Relief and Works Agency for Palestine Refugees in the Near East
Closing date: 22 Mar 2022

Posting Title : Organizational Change Consultant-Jordan Field Office
Department/ Office : UNRWA – Programme Relief & Social Services – Jordan
Location : AMMAN
Posting Period : 9 March 2022-22 March 2022
Job Opening number : 22-UNRWA – Programme Relief & Social Services – Jordan-
United Nations Core Values: Integrity, Professionalism, Respect for Diversity
Result Of Service
Remuneration (P5/S1) Months $11,333. In addition, a lumpsum travel and subsistence
allowance will be included in the remuneration.
Work Location
Jordan Field Office – Amman
Expected Duration
The duration of the Individual Service Provider Consultancy contract is 1.5 months (33
working days), with the expected start date of 15 April 2022.
Qualifications required
A minimum of 10 years of work experience included two years outside one’s home country in
designing and implementing organizational restructuring, including experience in
communications, engagement, and behavioral change.
Some experience of humanitarian operations and organization settings.
Advanced level of knowledge of Microsoft Office and related applications.
Duties And Responsibilities

The United Nations Relief and Works Agency for Palestine Refugees in the Near East
(UNRWA) was established as a subsidiary organ of the United Nations General Assembly on
8 December 1949 and became operational on 1 May 1950. UNRWA’s mandate, which has
evolved since its establishment, is to provide relief, humanitarian, human development and
protection services to Palestine Refugees and other persons of concern in its Area of
Operations – Jordan, Lebanon, Syria, the West Bank, and the Gaza Strip. There are 5.8
million refugees registered across the five fields of operation. As of December 2021,
approximately 2.4 million refugees are registered with UNRWA Jordan Field Office (JFO).
UNRWA services encompass education, health care, refugee eligibility assessment and
registration, relief and social services, camp infrastructure and improvement, microfinance,
protection, and emergency assistance. UNRWA is funded almost entirely by voluntary
contributions. UNRWA is the largest UN operation in the Middle East with over 30,000 staff,
mostly refugees themselves, working directly to benefit their communities – as teachers,
doctors, nurses, engineers, or social workers.
JFO Emergency Coordination Unit:
The Emergency Coordination Unit (ECU) was established in 2011 as the Unit responsible
for planning and managing humanitarian response to Palestine Refugees from Syria in Jordan
(PRS). The ECU manages cash components and social work for PRS, whereas the relevant
core programme departments deliver protection, education, and health interventions.
The ECU has a staff capacity of 22 staff, including 18 Emergency Social Workers in the
four area offices and KAP (King Abdulla Park), managing a caseload of 18,806 PRS (as of 31
December 2021). The total Emergency Appeal budget for 2021 was USD 14.0 million,
including USD 3.07 million for COVID-19 response. The Unit is entirely funded by
Emergency Appeal contributions on an annual basis.
JFO Relief and Social Services Programme:
The Relief and Social Services Programme (RSSP) provides a range of direct and indirect
social protection services. It provides quarterly cash assistance to the poorest Palestine
refugees in Jordan (PRJ); determines the eligibility and registration of refugees’ status, giving
them access to UNRWA services; maintains, updates, and preserves Palestine refugees’
records. In addition, it serves women and persons with disability in 10 official and 3
unofficial camps to promote development and self-reliance.
The RSSP has a staff capacity of 104 staff, including 32 Relief Workers, 26 Social Workers
and 4 Area Social Work Supervisors. The cash assistance from the programme benefits
58,889 individuals, with a total programme budget of USD 9.72 million (as of December
2021), including 7.76 million for the Social Safety Net Programme and approximately USD
120,000 in selective cash assistance. The programme is funded through UNRWA’s regular
budget and does not rely on Emergency Appeal funding.
The above has resulted in parallel organisational set up and procedures for cash transfers,
social services, monitoring and reporting on services, etc., to PRS and PRJ.
A list of key functions and organisational charts of ECU, RSSP, and overall JFO will be
provided to the successful candidate.
Decision to Review:
JFO commenced work on a draft integration plan in 2019 because a) protracted nature of
conflict in Syria requires continuation of humanitarian response, and b) need to continuously
improve quality, consistency, and efficiency of operations, including the application of
UNRWA and international standards. The work was hampered by the onset of the COVID-19
pandemic in 2020.
Because of relevance of the initiative, it was decided to conduct a review of the EA funded
programme components including relief assistance and case work/management needs in light
of newly built and the existing capacity in the RSSP, including relief programme capacity and
standing contracts with financial service providers as well as the ongoing social work reform.
The review will identify opportunities for integration of EA into RSSP and across other
programmes, namely Protection, Health, Education, and Environmental Health .
Expected Outcomes:
An integrated service delivery set-up (both structural and programmatic) for both PRS and
PRJ which enhances the efficiency and effectiveness of humanitarian responses by
maximising the impact at the operation level. The following are some of the expected
positive results of the change.
a. Standardisation and quality of services through the alignment of operational procedures and
organisational setup of Emergency Cash Assistance, RSSP Cash Transfer, Complaints and
Feedback, assessment/verification, and registration of PRS, and implementation of a uniform
Post Distribution Monitoring for PRJ and PRS.
b. Integrated and enhanced referral and case management services according to the
professional social work standards and procedures applied by RSS.
c. Determine the utility of and the need to use ActivityInfo, which has several features
necessary for tracking of difference activities funded from emergency appeal.
d. Cost-efficiency due to integration of functions, tasks, and service delivery mechanisms.
e. Identification of training needs of surplus capacities, if any, to maintain and /or enhance,
where needed, services to PRS and PRJ.
f. Improved programmatic and operational accountabilities across the programmes involved in
the delivery of EA related services.
In addition to the above, the planned change is expected to enhance the team spirit of all
relief, social and emergency social workers, meet the donors’ interest in strengthening
effective and efficient planning, managing, and monitoring of JFO humanitarian responses to
PRS and PRJ with proper mentoring, oversight and systems ensuring quality of services and
The following are some of the key issues the Consultant is required to pay attention to:
a. ECU manages donor-funded humanitarian response projects; therefore, the plan for
integration of its function into RSSP should adequately address the capacity and capability
needs related to design and management of emergency appeals, response to PRS needs and
meet the donor requirements, including reporting. Whilst the change should not affect the
current level of services to PRS, it should be equally mindful that services to PRJ are also not
b. Whilst implementation of education, health and environmental health interventions under
emergency appeal are already mainstreamed, the Emergency Social Workers under the ECU
implement some activities, especially protection casework, for Neutrality and Protection Unit
(NPU). In addition, the integration of ECU and RSSP functions should consider a)
uninterrupted provision of UNRWA services to the most vulnerable 640 refugees, including
165 PRS families with protection concerns, housed in King Abdallah Park, and b) the new
arrangement under which NPU’s role will be somewhat limited to advisory/technical support
for protection responses instead of case management — protection casework is being shifted to
RSSP social workers. As such, the case management capacity issue needs careful
examination taking the RSSP’s reform and Protection Strategic Framework, 2021 into careful
Preparatory Phase: 12 working days
a. Submit a work plan with methodology within the first 3 days detailing the key tasks,
processes, deliverables of each phase, and the number of days.
b. Study the draft plan titled: ‘Integration of JFO’s Emergency Coordination Unit Activities
into Relief’ to understand more about the context and the plan as of Q4/2019. Since that date,
the key development has been the commencement of the RSSP reform in 2021.
c. Convene a series of meetings in JFO to develop a sound understanding of operational
issues, such as interdependencies of EA components and regular programmes: Education,
Health, Relief and Social Services, Protection and Environmental Health, concerns and issues
related to the planned change, and accountability arrangement of the EA. The meetings will
take place with the following staff as well as any other staff as necessary:
i. Senior staff of Front Office, HQ Director of Relief and Social Services Department,
Coordinator of Emergency Coordination Unit, Chief of Relief and Social Services
Programme, Senior Coordinator and Team Leader of Neutrality and Protection Programme,
Chief of Education, Chief of Health, Chief of ICIP, Programme Support Office, Donor
Relations and Projects Support Office, Finance Office, and Human Resource Office and Field
Legal Office.
ii. Heads of division/functions in RSSP and ECU; and
iii. Focus group discussion with Area Relief and Social Services Officers (ARSSOs), RSSP
Social Workers and Emergency Social Workers.
d. Take stock of West Bank and Lebanon Field Office experience to a) understand the level of
integration of emergency services, monitoring and reporting arrangements, and organizational
setup and financial operations/administration in those Field Offices, and b) document lessons
for replication/adaptation in JFO. A series of virtual meetings will be necessary with the
stakeholders, namely, Deputy Directors-Programme, Chiefs of RSSP, Madad III Project
Manager in LFO, RSSP Division Heads (3 per Field Office), Programme Support Officers
(2), monitoring and reporting team, etc. In addition, a Focus Group Discussion with
ARSSOs, social workers would be beneficial to understand the social services to Palestine
Refugees in Lebanon and Palestinian Refugees from Syria.
Design Phase: 9 working days
a. Develop options for integration of the ECU and RSSP operations, programme management
and enhancement of current operational set-up, including accountability of all departments
implementing the EA. The options should include, but not limited to, the following elements:
i. Articulation of the financial (e.g., cost efficiency) and non-financial (e.g., capacity
enhancement, quality, and consistency, etc.) drivers for the change, problems to be addressed,
guiding principles and values (e.g., simplicity, effectiveness, fairness) for the change, success
criteria, pros, and cons of the options, etc. We expect the change proposition to look into
programmatic and operational issues, such as technical and managerial supervision, case
management workload, complaints and feedback, ECU database migration/integration,
including staff relations and team building, financial administration of cash distribution, other
logistical issues, analytical capacity, and project management skills, etc.
ii. Organizational design detailing how the key programmatic and operational functions will
be organized, responsibilities and decision-making authorities, interdependencies among
departments, accountability taking the JFO context and successes of Lebanon Field Office
into consideration.
iii. Assessment of capacity and capability and training/reorientation plan for effective
implementation of the change.
iv. Assumptions, if any, should be clearly stated.
v. Inputs/investments required to implement the proposed change and timelines.
vi. Cost-effectiveness and operational efficiencies of the models in line with the available
resources, which are finite.
vii. Risk assessment and management plan, including risks, management responsibilities, and
potential liabilities and impact if realized.
viii. Application of relevant lessons from of the Lebanon Field Office experience and other
best practices in the above.
Finalization Phase: 9 working days
a. Discuss the options and obtain the Front Office clearance; revise and discuss with the ECU
Coordinator, Chiefs of RSSP and other Programmes.
b. Finalize the option selected by the Front Office detailing the integration, overall
accountability arrangement for EA components, including organizational design and precise
definition of roles, responsibilities, and authority to be delegated, and communication
(internal and external) plan
c. Conduct a workshop with relevant stakeholders to share the final proposal, ensure
ownership and fine-tune the option.
d. Finalize and present the option to the JFO Front Office and HQ RSSD, make agreed
changes, and present to the JFO Chief and Deputy of RSSP, ECU Coordinator and Protection
Team Leader, and other relevant stakeholders.
e. Seek executive decision of Front Office if any of the differences could not be resolved by
the consultant.
Implementation Review Phase: 4 working days
a. Follow-up and review the implementation of the approved plan, identify gaps, and
recommend corrective measures.
The Consultant will report to the Director of UNRWA JFO, or the officer designated by
her. The incumbent will have weekly, or more frequent, meetings with the Director or the
officer designated by her to report and discuss observations and issues during the assignment.
Front Office will facilitate the Consultant’s daily work.
A comparison of key services being delivered by WBFO, LFO and JFO ECU, Protection
Unit and RSSP programs.
Options for enhancement of a) efficiency and effectiveness in operations of the ECU and
RSSP functions, and b) accountability of all other departments implementing EA.
Buy-in of the plan by RSSP, ECU, Protection leadership and other Departments who will
be impacted by the change.
Finalized, detailed plan for integration of functions.
A concise mission report highlighting the key activities and outputs produced at the end of
each stage of the Consultancy.
A detailed breakdown of above deliverables
Phase 1: Preparatory Phase No of Days: 12 Days
1 Detailed work plan with methodology. No of Days: 3 Days
2 Comparative analysis of key services delivered by relevant functions at JFO and LFO – 4
pages. No of Days: 9 Days
3 Refined work plan with methodology. No of Days:12 Days
4 Phase 1 report – 1.5 pages with deliverables as annexes. No of Days: 12 Days
Phase 2: Design Phase. No of Days: 9 Days
1 Stakeholders’ workshop and workshop report.
2 Options for integration and setup for enhanced accountability developed and presented. No
of Days: 8 Days
3 Phase 2 report – 1.5 pages with deliverables as annexes. No of Days: 9 Days
Phase 3: Finalization Phase. No of Days: 9 Days
1 Further detailing of the option selected by the Front Office. No of Days :3 Days
2 Stakeholders buy-in workshop and workshop report. No of Days: 6 Days
3 Finalize, present, and fine-tune the option selected by the Front Office. No of Days: 8 Days
4 A concise mission report highlighting the work done and outputs produced at the end of
each phase of the consultancy – 6 pages max — with deliverables as annexes. No of Days: 9
Phase 4: Implementation Review. No of Days: 4 Days
1 Review report with recommendations and action plan. No of Days: 4 Days
Qualifications/Special Skills
Academic Qualifications: 1. Advance university degree from an accredited educational
institution, preferably in organization and management, business studies, or a closely related
Experience: A minimum of 10 years of work experience in designing and implementing
organisational restructuring, including experience in communications, engagement, and
behavioural change.
Some experience of humanitarian operations and organisation settings.
advanced level of knowledge of Microsoft Office and related applications.
Language: Excellent written and spoken English.
Additional Information
Ability to speak in Arabic.
Organizational Development/Change management certification.
Goal Setting, Planning and Organising: Develops clear goals consistent with agreed
strategies, identifies priority activities and assignments, monitors, and adjusts plans and
actions as necessary.
Critical Thinking/Analytical Skills: Identifies, analyses, and manages issues, concerns, and
anticipated resistance.
Persuasive leadership: Getting people to change attitudes, behaviors or mindsets using
indirect methods and move toward a shared vision or goal
Interpersonal Skills and Communication: Ability to work with and effectively
communicate with stakeholders, with extra sensitivity, especially with those affected by
No Fee

How to apply:

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