Vacancy
Final Evaluation of KAICIID’s Strategic Plan 2024-2027
Consultancy
Executive Office of the Secretary General (EOSG)
King Abdullah bin Abdulaziz International Centre for Interreligious and Intercultural Dialogue (KAICIID) is seeking two experienced consultants to undertake an independent evaluation of its Strategic Plan 2024-2027. The evaluation will provide a comprehensive assessment of the implementation and results of the Strategic Plan, as well as the organizational effectiveness and institutional arrangements that have enabled its delivery. To ensure the required breadth and depth of expertise, KAICIID is inviting individual applications for two complementary consultancy positions:
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Strategic Programme Evaluation Consultant and
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Organizational Effectiveness and Institutional Development Expert. The consultants will be selected individually and, upon selection, will constitute the Evaluation Team, with the Strategic Programme Evaluation Consultant serving as Team Leader.
BACKGROUND
King Abdullah bin Abdulaziz International Centre for Interreligious and Intercultural Dialogue (KAICIID) is initiating the evaluation of its Strategic Plan 2024–2027 as a part of its regular strategic planning and management cycle. As the current Strategic Plan approaches completion and ahead of the development of the Centre’s next Strategic Plan, which will be developed in 2027 for implementation from 2028, the evaluation is intended to provide an independent and evidence-based assessment of progress, results, lessons learned and get recommendations for continued strategic and institutional strengthening.
KAICIID is an intergovernmental organization established in 2012 to promote interreligious and intercultural dialogue as a means of social cohesion, fostering mutual understanding and respect, addressing conflict and other contemporary challenges and strengthening peaceful coexistence among people of diverse religions and cultures. Having a unique governance structure, comprising a Council of Parties representing Member States (Kingdom of Saudi Arabia, Kingdom of Spain and Republic of Austria) the Holy See as founding observer, and its multireligious Board of Directors, KAICIID serves as a platform for dialogue across religious and cultural lines, among religious leaders, policymakers, international organizations, academia and civil society. The Centre works globally through capacity building and regional programmes in Africa, the Arab Region, Asia and Europe, while expanding its engagement with partners in other regions, including the Americas.
Following its relocation to Lisbon, Portugal in 2022, and building on more than a decade of experience in promoting dialogue for peace and social cohesion, KAICIID adopted its Strategic Plan 2024–2027 to provide the strategic direction for the Centre during its new development phase. The Plan reflects both the evolving global context and KAICIID's ambition to strengthen its position as a leading international organization promoting interreligious and intercultural dialogue.
The Strategic Plan recognizes that the contemporary global environment is characterized by increasing polarization, violent conflict, forced displacement, identity-based tensions, and declining social cohesion, where religion and culture are often misused. At the same time, it acknowledges the growing importance of interreligious and intercultural dialogue, partnerships and multistakeholder cooperation in addressing these complex challenges. The document is aligned with the Charter of the United Nations, the 2030 Agenda for Sustainable Development, and relevant international frameworks related to peacebuilding, human rights, freedom of religion or belief, women, peace and security, youth, peace and security (for reference, on the international frameworks see Appendix A of the Strategic Plan), and the promotion of intercultural and interreligious dialogue.
The Strategic Plan articulates KAICIID's vision of a peaceful world where people of different religions and cultures live together in harmony, recognizing their shared humanity and working towards common goals. Its mission is to promote interreligious and intercultural dialogue as a means of building understanding, respect and peaceful coexistence while empowering individuals and communities to engage in constructive dialogue, develop conflict prevention and mediation skills, and build diverse networks of trust and cooperation.
To achieve this vision, the Strategic Plan adopts an outcome-oriented approach centered on two strategic outcomes:
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Outcome 1: Effective environment for intercultural and interreligious dialogue.
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Outcome 2: Individuals and communities empowered to transcend conflict through dialogue.
The Strategic Plan also recognizes that the achievement of these outcomes depends on strengthening KAICIID's institutional capacity and external positioning. Accordingly, it includes strategic priorities aimed at enhancing the Centre's credibility and visibility as a global leader in intercultural and interreligious dialogue, while ensuring a fit-for-purpose organization through strengthened governance, organizational effectiveness, accountability, innovation and operational excellence. The Strategic Plan further emphasizes results-based management, organizational learning, accountability, innovation and evidence-informed decision-making. It introduces strengthened monitoring and performance measurement systems intended to improve the assessment of strategic outcomes, organizational performance and institutional effectiveness throughout implementation.
For more information see: KAICIID’s Strategic Plan 2024-2027.
PURPOSE AND OBJECTIVES OF THE EVALUATION
The purpose of the evaluation is to provide an independent, credible and evidence-based assessment of the implementation and results of KAICIID's Strategic Plan 2024–2027. The evaluation will assess the extent to which the Strategic Plan has remained relevant in a changing global context, achieved its intended outcomes, contributed to KAICIID's vision and mission, and strengthened the Centre's organizational effectiveness and strategic positioning.
The evaluation serves both accountability and learning purposes. It will provide an independent assessment of KAICIID's performance against the Strategic Plan while generating strategic insights, lessons learned and recommendations to inform the design and implementation of the Centre's next Strategic Plan.
The evaluation will adopt a utilization-focused approach to ensure that its findings and recommendations are practical, evidence-based and responsive to the information needs of KAICIID's governing bodies, senior management and key stakeholders.
Specific objectives of the evaluation are as follows:
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Assess the relevance of the Strategic Plan in relation to KAICIID's mandate, the evolving global, regional and local contexts, and the needs and priorities of its key stakeholders and partners.
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Assess the coherence of the Strategic Plan, including the extent to which its strategies and programmes, partnerships and institutional functions have worked in a complementary and mutually reinforcing manner, while also examining KAICIID's alignment and collaboration with international frameworks and partner organizations.
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Assess the effectiveness of the Strategic Plan in achieving its intended outcomes and strategic priorities across the four strategic pillars.
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Assess KAICIID's organizational strategic positioning, including its comparative advantage, visibility, credibility and contribution as an international organization promoting interreligious and intercultural dialogue.
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Assess the efficiency of implementation, including human and financial resource allocation, partnerships, operational systems and processes, internal coordination, monitoring, knowledge management and communication in supporting the delivery of strategic results.
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Assess the organizational fitness for purpose during the Strategic Plan Period, including organizational structure, and decision-making arrangements, functions and accountabilities, human and financial capacities, business processes, digital and information systems, and other enabling functions in supporting KAICIID’s ability to fulfil its mandate and deliver its strategic priorities.
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Assess the sustainability of results achieved through the Strategic Plan, including the institutional capacities, partnerships, dialogue platforms, knowledge products and networks established or strengthened during the implementation period.
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Identify lessons learned, good practices, innovations and factors influencing performance to support organizational learning and continuous improvement.
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Provide actionable recommendations to inform the development of KAICIID's next Strategic Plan and strengthen the Centre's strategic focus and contribution to results through dialogue, as well as appropriate options for organizational arrangements.
The evaluation is intended to support strategic decision-making, organizational learning and institutional accountability. The primary user of the evaluation will be KAICIID, in particular: the Council of Parties, the Board of Directors, the Secretary General and Deputy Secretary General, Senior Management; organizational divisions and staff.
SCOPE OF THE EVALUATION
The evaluation will cover the implementation of KAICIID's Strategic Plan from January 2024 until the end of 2026 and will assess the extent to which the Centre has achieved its intended strategic outcomes and priorities during the implementation period. The evaluation will adopt an organization-wide perspective, examining both programmatic and institutional dimensions of performance, including the full range of operational and enabling functions that support the delivery of the Strategic Plan, while recognizing the context in which the Strategic Plan has been implemented. The evaluation is expected to assess not only the achievements of the Strategic Plan but also the strategic choices, implementation approaches, organizational capacities and external factors that have influenced the Centre's performance and contribution to intercultural and interreligious dialogue.
Where appropriate, the evaluation may draw on evidence from initiatives launched prior to 2024 that continued during the Strategic Plan period or whose results contributed to the achievement of strategic outcomes.
Geographically, the evaluation will cover KAICIID's global portfolio of work implemented under the Strategic Plan, including activities undertaken through its regional programmes in Africa, the Arab Region, Asia and Europe, as well as global initiatives and emerging engagement in other regions where relevant to implementation of the Strategic Plan.
To complement the overall assessment, the evaluation will include two thematic case studies that will provide an in-depth analysis of selected strategic interventions, organizational processes or areas of work. Final decision on the themes will be made during the inception phase, prioritizing areas that were insufficiently covered by previous evaluations.
EVALUATION APPROACH
To reflect the multidimensional nature of the Strategic Plan, the evaluation will be organized in two complementary analytical streams. The first stream will assess the implementation and results of the Strategic Plan from a programmatic perspective, focusing on progress towards the intended strategic outcomes, partnerships, programming and KAICIID's contribution to results through intercultural and interreligious dialogue The second stream will assess organizational effectiveness, efficiency and fitness for purpose, examining organizational structures, business processes, operational performance, institutional capacity, strategic positioning, external relations and other enabling functions that support the implementation of the Strategic Plan. Findings from both analytical streams will be integrated throughout the evaluation to provide a comprehensive assessment of KAICIID's overall performance and inform recommendations for the next Strategic Plan.
To undertake the evaluation, KAICIID invites individual applications for two consultancy positions: (i) Strategic Programme Evaluation Consultant and (ii) Organizational Effectiveness and Institutional Development Expert. The consultants will be selected individually and are not expected to apply as a pre-constituted team. Upon selection, the two consultants will constitute the Evaluation Team and will work jointly throughout the assignment. The Strategic Programme Evaluation Consultant will serve as the Team Leader, while the Organizational Effectiveness and Institutional Development Expert will serve as a Team Member. Hereafter, the two selected consultants are collectively referred to as the “Evaluation Team” or “Team”. The respective areas of expertise and responsibilities of each consultant are specified in the sections below.
Methodologically, the evaluation will adopt a theory-based approach, using KAICIID's Strategic Plan, results hierarchy and the organizational theory of change as the primary analytical frameworks for assessing progress towards the Centre's intended outcomes. The evaluation will examine the logic underpinning the Strategic Plan implementation and assess the extent to which it has contributed to the achievement of its expected results, while considering the influence of contextual and internal factors.
Given the complexity of intercultural and interreligious dialogue, peacebuilding and social change, the evaluation will apply a contribution analysis approach and assess the plausibility of the Centre's contribution to the intended outcomes through its programmes, partnerships, convening role, policy engagement, knowledge generation and capacity building and institutional strengthening.
The evaluation will employ a mixed-methods design, combining qualitative and quantitative data from multiple sources to ensure a comprehensive and balanced assessment. Evidence will be collected through a combination of document review (including annual work plans, reports, previous evaluations and reviews), analysis of monitoring and performance data, interviews, surveys, focus group discussions, case studies and other appropriate methods proposed by the evaluation team. Findings will be validated through systematic triangulation of evidence from different sources and stakeholder perspectives.
In developing its conclusions, the evaluation is expected to assess the strategic, programmatic and organizational factors that affect KAICIID’s ability to deliver its mandate effectively. In line with the conclusions, the recommendations should address critical gaps, constraints and opportunities, including those related to effective approaches, sustainability perspectives, strategic prioritization, organizational capacities and functions, coordination, resource adequacy and allocation, internal processes and ways of working. These should be sufficiently specific to support the leadership and management in the development of the next Strategic Plan.
The assessment of organizational efficiency and fitness for purpose is not intended to constitute a management audit or an organizational restructuring exercise. Rather, it forms part of the strategic evaluation and will assess the extent to which KAICIID’s organizational and operating arrangements, and the full range of relevant operational and enabling functions, have supported the effective and efficient implementation of the Strategic Plan and the delivery of the Centre’s mandate. The evaluation should identify strengths, significant organizational and operational gaps, constraints and opportunities for improvement and, where supported by evidence, provide actionable recommendations or strategic directions for consideration. Specific proposals regarding the Centre’s future organizational structure and staffing model, are not a part of this exercise and will be determined in the context of the development and implementation of the next Strategic Plan.
The consultants will work collaboratively throughout the assignment, including during the inception, data collection, analysis, and reporting phases, to ensure methodological coherence, avoid duplication, and enable programmatic and organizational findings to inform one another. Findings, conclusions, and recommendations from both streams will be synthesized into a single evaluation report that reflects the interrelationship between strategic results and the organizational arrangements and capacities that enable their achievement. The consultants will undertake an in-person visit(s) to KAICIID’s Headquarters in Lisbon to engage with leadership and staff, review the institutional and operational context, and conduct interviews and consultations with key stakeholders. Potentially, one additional field visit for the team leader to a project location will be organized. Headquarters and field visit-related costs, such as travel and accommodation, should not be included in the offer and will be covered by KAICIID separately in line with organizational policies and procedures.
The evaluation will be conducted in accordance with internationally recognized evaluation principles and standards, including the Organization for Economic Co-operation and Development / Development Assistance Committee (OECD/DAC) Evaluation Criteria, KAICIID’s Monitoring and Evaluation Policy and other internationally accepted norms and standards (e.g. UN Evaluation Group Norms and Standards and Ethical Guidelines), ensuring independence, impartiality, credibility, confidentiality, and respect for cultural and religious diversity throughout the evaluation process.
Evaluation Criteria
The evaluation will be guided by the OECD/DAC evaluation criteria of relevance, coherence, effectiveness, efficiency, and sustainability, adapted to the context of KAICIID's mandate and Strategic Plan. In addition, organizational fitness for purpose will constitute a distinct analytical dimension of the evaluation, assessing the extent to which KAICIID’s Secretariat organizational and operating arrangements enable the Centre to fulfil its mandate and deliver its strategic priorities effectively and efficiently. All criteria and the organizational assessment form an integral stream of the evaluation, with appropriate methodological attention, evidence collection and analysis, and will inform the evaluation’s overall findings, conclusions and recommendations.
The evaluation will also examine the extent to which cross-cutting principles - including inclusion, women’s and youth empowerment, partnership, innovation, organizational learning, and human rights-based approaches—have been integrated throughout the implementation of the Strategic Plan, where relevant to KAICIID's mandate and programming. During the inception phase, the evaluation team may refine the evaluation questions in consultation with KAICIID to ensure they adequately address the priorities of the Centre and key stakeholders.
Key Evaluation Questions
Relevance
The evaluation will assess the extent to which the Strategic Plan responded to KAICIID's mandate, the evolving global context and the needs of its stakeholders.
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To what extent has the Strategic Plan remained relevant throughout the implementation period?
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To what extent are the Strategic Plan's vision, mission, outcomes and strategic priorities aligned with KAICIID's mandate and comparative advantage?
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How well has the Strategic Plan responded to emerging global, regional and local needs by fostering intercultural and interreligious dialogue?
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To what extent has KAICIID adapted its strategic priorities and programming to different and changing contexts and emerging opportunities?
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To what extent do stakeholders continue to perceive KAICIID as responding to priority needs within its areas of work?
Coherence
The evaluation will assess the extent to which implementation of the Strategic Plan has been internally coherent and complementary with external partners and international frameworks.
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To what extent have the strategic outcomes and their interventions functioned as mutually reinforcing components of the Strategic Plan?
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To what extent have capacity building and regional programmes, global initiatives and institutional functions complemented one another in delivering strategic results?
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How effectively has KAICIID collaborated with Member States and the host country, international organizations, religious institutions, civil society organizations and other strategic partners in delivering its mandate?
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To what extent has implementation of the Strategic Plan contributed or supported relevant international frameworks?
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To what extent has KAICIID leveraged partnerships to enhance the reach, effectiveness and sustainability of its work?
Effectiveness
The evaluation will assess progress towards the achievement of the Strategic Plan's intended outcomes and strategic priorities.
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To what extent has KAICIID achieved the intended outcomes of the Strategic Plan? What have been the principal achievements of the Strategic Plan?
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Which strategic priorities have been most successful and why? What were the most effective implementation approaches?
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Which factors have facilitated or constrained implementation?
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To what extent did the Strategic Plan's Theory of Change and underlying assumptions prove valid in achieving the intended strategic outcomes?
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To what extent have monitoring systems adequately captured progress and results?
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What evidence exists regarding KAICIID's contribution to interreligious and intercultural dialogue, peacebuilding and social cohesion?
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To what extent has the Centre strengthened its strategic positioning as a leading international organization enhancing intercultural and interreligious dialogue and to what extent has that contributed to the achievement of Strategic Plan’s intended outcomes?
Organizational Efficiency
The evaluation will assess the extent to which KAICIID has used its resources, systems and implementation arrangements efficiently in delivering the Strategic Plan, including whether resources and operational processes have supported timely and cost-effective delivery of strategic results.
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To what extent is the allocation of financial, human and technical resources aligned with strategic priorities, programme requirements and organizational workload, and how efficient have these resources been utilized in implementing the Strategic Plan?
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How efficiently have programmes, regional initiatives, grants and partnerships been managed and delivered?
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To what extent have KAICIID’s implementation arrangements and ways of working supported timely and efficient delivery, and what factors have contributed to delays, administrative burden or inefficient use of resources?
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To what extent have available systems, information and technology supported efficient implementation and timely management decision-making?
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What opportunities exist to improve the efficiency, timeliness and use of resources in implementing future strategic priorities?
Organizational Fitness for Purpose
The evaluation will assess the extent to which KAICIID’s organizational and operating arrangements, capacities and enabling functions to have been fit for purpose in enabling the Centre to fulfil its mandate and deliver its Strategic Plan 2024-2027 effectively and efficiently. It will also examine the extent to which various systemic organizational measures, including the Cost Efficiency Plan, have been implemented to date. The assessment will cover organizational structure, decision-making and accountability, functions and responsibilities, organizational capabilities and resources, internal coordination, internal processes, digital and information systems, and the full range of relevant operational and enabling functions.
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To what extent are KAICIID’s organizational structure, and management arrangements, functions and accountabilities fit for purpose in supporting effective delivery of its mandate and Strategic Plan, and where are there significant gaps, overlaps or fragmentation?
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Are roles, responsibilities, decision-making authority, delegation and accountability sufficiently clear and appropriately distributed across senior management, programme, operational and enabling functions, and do current approval arrangements support timely implementation or create unnecessary bottlenecks?
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To what extent does KAICIID have the organizational capabilities, skills and workforce capacity required to deliver its mandate and strategic priorities, and what significant capability or capacity gaps should be considered in the next strategic cycle?
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How effective are coordination, communication and ways of working across programme, operational and enabling functions, and where do unclear interfaces, duplication or organizational dependencies constrain effective delivery?
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To what extent are key operational processes and arrangements - including financial management, procurement, administration, events management and other relevant enabling services - clearly defined, proportionate, consistently applied and supportive of effective delivery, and where are they fragmented, duplicated or overly dependent on individual staff members?
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To what extent are digital and information systems, monitoring and evaluation, knowledge management, communication and other enabling functions appropriately positioned, integrated and fit for purpose in supporting organizational management, learning and strategic delivery?
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What organizational capabilities, structural principles and operational improvements should be considered in preparing the organization for the next strategic cycle?
Sustainability
The evaluation will assess the likelihood that the results achieved through implementation of the Strategic Plan will continue beyond the evaluation period.
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To what extent are the results achieved under the Strategic Plan likely to be sustained?
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How sustainable are the partnerships, dialogue platforms, networks and institutional relationships established or strengthened during implementation?
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To what extent have capacities developed through KAICIID's interventions been institutionalized among partner organizations and beneficiaries?
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How sustainable are the organizational improvements introduced during implementation of the Strategic Plan?
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What factors are likely to influence the sustainability of KAICIID's future strategic results?
Cross-cutting Considerations
Across all evaluation criteria, the evaluation will examine the extent to which the implementation of the Strategic Plan has:
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promoted inclusion and meaningful participation of diverse religious, cultural and social groups;
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integrated gender equality and the meaningful participation of women in dialogue and peacebuilding processes;
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promoted the engagement and leadership of young people;
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fostered innovation, organizational learning and adaptive management.
THE EVALUATION PHASES AND DELIVERABLES
The evaluation will be conducted through the following three phases:
Phase 1: Inception
The inception phase will establish the foundation for the evaluation and ensure a shared understanding of the evaluation scope, approach and expectations. It will include a review of relevant documentation, consultations with KAICIID's Monitoring, Evaluation and Learning, Programme, External Relations and Partnerships, and other relevant organizational units, as well as initial stakeholder mapping.
During this phase, the evaluation team will refine the evaluation design, methodology and develop the evaluation matrix and data collection tools and prepare a detailed work plan. Any refinements proposed during the inception phase shall remain consistent with the purpose and scope of the evaluation set out in these Terms of Reference and shall not materially alter the scope, level of effort, timeline or contract value. Any proposed material changes shall be subject to prior agreement with KAICIID and, where applicable, a formal contractual amendment. As part of the theory-based evaluation approach, the evaluation team will review and validate KAICIID’s Theory of Change, including its underlying assumptions and results pathways, to inform the analytical framework for the evaluation.
The inception phase will result in the submission of an Inception Report, which will include the refined methodology, evaluation matrix, stakeholder mapping, sampling strategy, data collection instruments, work plan, and proposal for two thematic case studies that will be undertaken during the evaluation.
Phase 2: Data Collection and Analysis
During this phase, the evaluation team will undertake comprehensive data collection using a combination of qualitative and quantitative methods. These are expected to include, but are not limited to, an in-depth desk review, key informant interviews, focus group discussions, online surveys, and analysis of monitoring and performance data.
Evidence collected will be systematically analysed and triangulated to assess progress towards the Strategic Plan's intended outcomes, examine KAICIID's contribution to the observed results, and identify factors that have enabled or constrained implementation. Attention will be given to organizational effectiveness, strategic positioning, partnerships and the sustainability of results.
The evaluation team will prepare and present preliminary findings to KAICIID's management and relevant stakeholders through a validation meeting or workshop. This process will provide an opportunity to discuss preliminary conclusions, verify factual accuracy, address information gaps, and strengthen the evidence base prior to preparation of the draft report.
Phase 3: Reporting
The evaluation team will prepare a draft evaluation report that will constitute a single, integrated document synthesizing the findings, conclusions and recommendations of both the programmatic evaluation and the Organizational Fitness for Purpose assessment. The Team Leader will be responsible for ensuring the overall coherence and substantive integration of the two analytical streams into the draft and final evaluation reports.
The report will include:
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Executive Summary;
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Introduction and evaluation purpose;
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Background and context;
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Evaluation approach and methodology;
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Limitations of the evaluation;
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Assessment of the Strategic Plan's Theory of Change;
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Findings organized according to the evaluation criteria;
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Conclusions;
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Lessons learned;
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Actionable recommendations to inform the next Strategic Plan;
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Annexes, including the case studies, extended annex on organizational efficiency and effectiveness with conclusions and recommendations, list of documents reviewed, stakeholders consulted, evaluation tools, survey results (if applicable), terms of reference, consultants’ CVs and other relevant supporting information.
Following receipt of feedback from KAICIID, the evaluation team will address all substantive comments and submit the Final Evaluation Report.
Management Response
Following completion of the evaluation, KAICIID will prepare a formal Management Response to the evaluation recommendations. The Management Response will identify the actions to be taken in response to each recommendation, assign responsibilities and indicative timelines for implementation, and will be communicated internally to support organizational learning, accountability and the implementation of improvements arising from the evaluation.
MANAGEMENT ARRANGEMENT
The evaluation will be conducted under the overall authority of the Secretary General, who will provide strategic oversight and formally accept key evaluation deliverables.
The Monitoring and Evaluation Officer will be responsible for the day-to-day management and coordination of the evaluation. This will include managing communication with the evaluation team; facilitating access to relevant documentation, data, staff and stakeholders; coordinating consultations; monitoring progress against the agreed work plan and deliverables; and coordinating and consolidating organizational feedback on key evaluation deliverables; and providing quality assurance to ensure that the evaluation process and deliverables comply with the Terms of Reference, agreed methodology and applicable evaluation standards.
KAICIID’s Senior Leadership Team (SLT), comprising Heads of Sections and Units, will serve as the organizational coordination body for the evaluation. The SLT will ensure that relevant programmatic, operational and enabling-function perspectives are represented in the evaluation process; support organization-wide engagement; provide relevant institutional and subject-matter perspectives; review and discuss key evaluation deliverables at appropriate stages; and contribute to the validation of factual information and consideration of preliminary findings. Relevant staff and functions across KAICIID will provide information, technical inputs and access to documentation and stakeholders as required by the evaluation. Feedback from the SLT and other relevant staff will be coordinated and consolidated through the Monitoring and Evaluation Officer.
The evaluation team will remain responsible for the quality and integrity of the evaluation methodology, evidence, analysis, findings, conclusions and recommendations. The Team Leader will be responsible for ensuring the overall methodological coherence and substantive integration of the programmatic and organizational analytical streams into a single, integrated evaluation report.
To safeguard the independence and impartiality of the evaluation, no individual organizational function or unit subject to the evaluation will exercise editorial control over the evaluation process or its findings. Review and validation of deliverables will focus on factual accuracy, completeness of evidence, quality and practical usefulness and will not require agreement with the independent findings, conclusions or recommendations of the evaluation team
EVALUATION RISKS
The following risks are identified at this stage (the consultants should further explore the risks in the inception phase):
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Risk |
Mitigation strategy |
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Bias |
The evaluation team shall ensure that findings, conclusions and recommendations are evidence-based and supported by systematic triangulation of qualitative and quantitative data from multiple sources. KAICIID will facilitate access to relevant documentation and stakeholders, while maintaining the independence of the evaluation. Quality assurance will be provided by the Monitoring, Evaluation and Learning function throughout the evaluation process. |
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Variable quality and availability of data |
The availability, completeness and quality of monitoring and performance data may vary across programmes and organizational functions. KAICIID will facilitate access to available documentation and data. The evaluation team should use multiple data collection methods, including interviews, surveys and document review, to validate findings and address information gaps. |
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Limited stakeholder availability |
The availability of key internal and external stakeholders may be constrained by competing priorities, travel or time zone differences. KAICIID will support the scheduling of interviews and consultations, while the evaluation team should ensure flexibility in planning and utilize virtual consultation methods where appropriate. |
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Challenges in assessing contribution |
Given the complexity of contexts in which intercultural and interreligious dialogue have been applied and the influence of external factors, it may not be possible to attribute observed changes solely to KAICIID's interventions. The evaluation will apply a theory-based approach and contribution analysis to assess KAICIID's plausible contribution to strategic results while considering contextual influences. |
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Organizational sensitivity |
The evaluation includes an in-depth assessment of KAICIID's Secretariat organizational effectiveness, which may involve sensitive issues. The purpose, scope and boundaries of the organizational assessment will be clearly communicated to staff and management. The evaluation will assess organizational fitness for purpose, including organizational arrangements, functions, capabilities, capacities, processes and enabling systems, but will not constitute a review of individual posts, grades or individual staff performance, nor will it design a detailed future organizational structure or staffing model. The evaluation team shall ensure confidentiality as appropriate, maintain impartiality and independence, and present balanced, evidence-based findings supported by multiple sources of information. |
ETHICAL CONSIDERATIONS AND CONFLICT SENSITIVITY
The evaluation shall adhere to the principles of independence, impartiality, integrity, confidentiality and informed consent. Recognizing that KAICIID works with diverse religious and cultural communities, including in fragile and conflict-affected contexts, the evaluation team shall apply a conflict-sensitive and culturally responsive approach throughout the evaluation.
Particular attention shall be given to:
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respecting religious, cultural and social diversity;
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ensuring meaningful and inclusive participation of different stakeholder groups;
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applying the Do No Harm principle throughout data collection and stakeholder engagement;
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protecting the confidentiality and safety of participants, particularly where discussions may involve sensitive issues or contexts;
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identifying and mitigating any potential risks arising from the evaluation process; and
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ensuring that findings and recommendations are presented in a balanced, respectful and evidence-based manner.
The evaluation team shall also comply with KAICIID's applicable policies and procedures relating to ethics, safeguarding, data protection and confidentiality.
EXPECTED DELIVERABLES AND TIMELINES
The overall effort is estimated to take 65 (sixty-five) workdays over the maximum period of six months (Team leader - Strategic programme evaluation expert: 35 (thirty-five) workdays and Organizational effectiveness and institutional development expert: 30 (thirty) workdays). The deliverables shall include an inception report, presentation of preliminary findings and lessons learnt and a draft and final evaluation report in accordance with the following requirements and timeline:
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Deliverable |
Tasks |
Workday allocation |
Tentative Deadline |
| Inception Report |
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Team leader / Strategic programme evaluation expert: 6 days Organizational effectiveness and institutional development expert: 6 days |
20 days after the contract signature |
| Data collection and validation of preliminary findings and lessons learnt |
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Team leader / Strategic programme evaluation expert: 19 days Organizational effectiveness and institutional development expert: 17 days
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Four months after the contract signature |
| Final evaluation report (with annexes) |
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Team leader / Strategic programme evaluation expert: 10 days Organizational effectiveness and institutional development expert: 7 days |
Six months after the contract signature |
| Total | 65 |
KAICIID will provide consolidated feedback on each deliverable within 10 working days of receipt.
The evaluation is expected to be conducted over a period of approximately 6 months from the date of contract signature, tentatively starting in November 2026. The presented indicative timeline may be refined during the inception phase in consultation with KAICIID.
Payments will be made upon satisfactory completion and acceptance of the following deliverables:
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Deliverable |
Payment |
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Acceptance of the Inception Report |
20% |
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Completion of agreed data collection and submission/presentation of preliminary findings and analysis |
40% |
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Submission of the draft Evaluation Report |
20% |
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Acceptance of the final Evaluation Report |
20% |
REQUIRED QUALIFICATIONS AND COMPETENCIES FOR THE EVALUTION CONSULTANTS
Consultant 1: Team Leader - Strategic Programme Evaluation Expert
The Team Leader will lead the evaluation and be primarily responsible for assessing the Strategic Plan's programmatic dimensions, including relevance, coherence, effectiveness, sustainability, partnerships, strategic positioning, and KAICIID's contribution to the achievement of its intended strategic outcomes. The Team Leader will also ensure the overall methodological coherence and substantive integration of the programmatic and organizational analytical streams throughout the evaluation, including the synthesis of their respective findings, conclusions and recommendations into a single evaluation report.
Qualifications:
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An advanced university degree (master’s degree or higher) in international development, evaluation, peace and conflict studies, international relations, political science, social sciences, or another relevant discipline.
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At least 10 (ten) years of progressively responsible professional experience conducting evaluations of strategies, programmes or portfolios for international organizations, multilateral institutions or development agencies.
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Demonstrated experience leading complex strategic or corporate evaluations using internationally recognized evaluation methodologies.
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Excellent knowledge of results-based management, programme management, and in particular evaluation;
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Strong knowledge and practical application of the OECD/DAC evaluation criteria, theory-based evaluation, contribution analysis and mixed-method evaluation approaches.
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Demonstrated experience in one or more of the following areas: peacebuilding and conflict prevention; intercultural or interreligious dialogue; social cohesion; international development; partnership development.
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Excellent command of written and spoken English. Working knowledge of other major language, namely Arabic, Spanish, German and Portuguese is desirable but not mandatory.
Consultant 2 – Organizational Effectiveness and Institutional Development Expert
The Organizational Effectiveness and Institutional Development Expert will lead the assessment of KAICIID's organizational effectiveness and efficiency, including governance, organizational structures, business processes, institutional capacity, strategic planning, results-based management, monitoring, organizational learning, communication and other enabling functions supporting implementation of the Strategic Plan.
Qualifications:
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An advanced university degree (master’s degree or higher) in organizational development, public administration, business administration, organizational psychology, management, evaluation, or another relevant discipline.
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At least 10 (ten) years of professional experience conducting organizational and operating model assessments, institutional reviews, organizational effectiveness assessments, business process reviews, or comparable organizational evaluation assignments, preferably in international organizations.
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Experience in assessing strategic planning, results-based management, organizational performance measurement, monitoring, knowledge management and organizational learning systems.
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Demonstrated experience in assessing organizational structures, governance and decision-making arrangements, functions and accountabilities, business processes and operational arrangements, resource allocation, organizational capabilities and workforce capacity, and enabling functions;
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Experience in assessing strategic planning, results-based management, organizational performance measurement, monitoring and learning systems.
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Experience working with international organizations, public institutions or non-profit organizations.
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Knowledge of the international interreligious and intercultural environment may be an added value;
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Excellent analytical, facilitation and report-writing skills.
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Excellent command of written and spoken English.
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Experience supporting organizational transformation or institutional reform processes is desirable.
Competencies for both consultants:
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Strong inter-personal skills and ability to interact with a wide range of stakeholders including international organizations, governments, civil society organizations;
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Working relationships with members of multi-cultural with sensitivity and respect for diversity;
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Excellent facilitation and communications skills;
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Strong analytical, synthesis and writing, reporting and presentation skills in English;
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Efficiency in fulfilling commitments, observing deadlines and achieving results.
HOW TO APPLY
Interested and qualified candidates should apply via KAICIID’s career section webpage for the respective consultancy positions for which they wish to be considered, attaching the following documents:, attaching:
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Brief (maximum 1 page) cover letter highlighting your motivation and key assets for this consultancy and indicating financial offer (daily fee). Travel related costs will be covered by KAICIID separately and should not be included;
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A brief technical offer with expert’s CV (3 pages, excluding CV) – The technical offer should cover consultant’s understanding of the ToR and operational methodological approach (these can include but is not limited to the description of design, what data collection tools and analytical frameworks will be used, any risks or adjustments needed to the evaluation approach, value add of the proposed methodology). This should be followed by consultant’s CV that clearly highlights required qualifications.
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Two samples of work demonstrating your analytical and report-writing skills, as follows:
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For the Team Leader and Strategic Programme Evaluation Expert: two strategic or organizational evaluation reports for which you were the lead or principal author.
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For the Organizational Effectiveness and Institutional Development Expert: two organizational assessments, institutional reviews, organizational development reports, corporate evaluations, governance reviews, or similar analytical reports for which you were the lead or principal author.
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Submitted reports will be treated confidentially and made available to the selection panel and Human Resources Section only. Sensitive information or any confidential data in the reports can be anonymized as needed.
Applicants should clearly indicate the position for which they are applying in their cover letter. Interested candidates who meet the eligibility requirements for both roles may apply for both positions but must submit a separate application for each assignment. Each application will be assessed independently against the respective selection criteria. A candidate may be selected and contracted for only one of the two assignments. Team applications may be submitted; however, each expert will be evaluated individually. The submission of a team application does not guarantee that all proposed team members will be selected or contracted together.
Incomplete applications and applications submitted by any other means will not be considered.
Selection Process:
Applications will be reviewed and applicants shortlisted against the following criteria:
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A brief technical offer (Weight 30%) – will be assessed based on the quality and appropriateness of the proposed technical approach, methodology and work plan
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Consultant’s CV (40%) – will be assessed based on qualifications and relevant experience of the expert relevant to the evaluation assignment
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Samples of Work (Weight: 30%) - will be assessed based on the quality of the submitted work, including methodological rigor, analytical strength, clarity of presentation, and the relevance, practical utility, and quality of the findings, conclusions, and recommendations.
Conflict of interest:
To ensure the independence and integrity of the evaluation, individuals who are currently employed or have been employed by KAICIID in the past, or who are or have been directly involved in the design, management, or implementation of the programmes under the Strategic Plan 2024-2027, are not eligible to apply.
Previous engagement as an independent evaluator of KAICIID programmes or projects does not constitute a conflict of interest.
Applicants must disclose any actual, potential, or perceived conflicts of interest as part of their application. KAICIID reserves the right to determine whether any disclosed conflict affects an applicant's eligibility.
KAICIID is committed to diversity and inclusion and encourages qualified female and male candidates from all religious, ethnic, and social backgrounds to apply.
DEADLINE FOR APPLICATIONS
Friday, 9 October 2026, 23:59 (GMT)
