International Consultant Regional Operations Manual for Migrant Resource Centre (MRC) in East and Horn of Africa

1. Background

Migration in East and Horn of Africa is a complex and multi-faceted phenomenon. The flows of people in, between and from countries in the region can be best characterized as mixed migration flows that encompasses refugees, asylum-seekers, and migrant workers. In 2019, the East and Horn of Africa sub-region hosted approximately 7.7 million international migrants, the highest share of the total migrant population in Africa (African Union, 2019). Most of these migrants (72 per cent) are estimated to be in working age, i.e., aged 15 years and older, and men account for 53 per cent. Number of migrant workers in Africa grew from 9.5 million in 2010 to 14.5 million in 2019. Although intra-regional mobility remains the main form of labour migration (80%)[1], migration to other regions, mainly the Arab States, is increasing, particularly for young workers and women employed in low- and semi-skilled occupations (construction, hospitality, facilities management, and domestic and care work).

With the increase in access to information, protracted conflict, and real or perceived opportunity for a better quality of life and high income combined with lack of adequate and decent jobs, more and more workers are looking for decent work opportunities outside their home countries.

Limited availability of regular labour migration pathways, alongside poor labour migration governance and protection mechanisms create specific vulnerabilities for men and women migrant workers. . A lack of regular migration pathways also has the potential to push migrant workers into irregular migration channels, including through the use of informal intermediaries and smuggling networks.

Access to accurate information and support services are critical to promote safe migration, fair recruitment and decent work, and to facilitate access to justice mechanisms for migrant workers throughout the migration cycle. However, migrant workers often have limited information about their rights and where to access support services. Migrant workers often rely on unofficial sources of information – such as family, community members or labour recruiters or intermediaries. In addition, migrant workers face a number of barriers in navigating services related to migration, health, legal matters, and skills training and recognition due to discrimination, language barriers or isolation in workplaces or along the migration journey. In line with the principles and strategy of the Fair Migration Agenda and Fair Recruitment Initiative, the ILO supports the establishment and operation of Migrant Worker Centres (MWCs)in Asia, Africa and in the Latin America and Caribbean.

The right to adequate and free information and services for migrant workers is stressed in international labour standards and guidance, including the Migration for Employment Convention (Revised), 1949 (No. 97), the Domestic Workers Convention, 2011 (No. 189), the General Principles and Operational Guidelines for Fair Recruitment, and the Global Compact for Safe, Orderly and Regular Migration, among others. Migrants require access to information and services throughout the migration cycle, hence the need for migrant resource centres.

Different types of information and services are needed throughout different stages of migration and also in different migration contexts including the following points:

1. Pre-Migration Phase: In the pre-decision and pre-employment phase, migrant workers need accurate information to make informed decision to migrate or not and if they choose to migrate, available migration programs/pathways and available job opportunities; necessary administrative processes and their costs; expected working conditions and wages; and realistic information about expectations
2. During Migration: During the recruitment/pre-departure phase, migrants will require information about labour migration policies and procedures, recruitment fees and related costs, licenced private employment agencies, training institutions, the country of destination’s labour/relevant laws, culture and customs, the specifics of their conditions of work as per their employment contract, and their rights and responsibilities as migrant workers. Critically migrant workers will require information on where they can turn to for support if they face abuse or exploitation at work. Many States choose to implement pre-departure orientation training in order to impart this information, with some State declaring it mandatory.
3. Post-Arrival and Integration: Post Arrival/Once in employment in the country of destination phase, migrant workers frequently lack legal knowledge, confidence and resources to claim their rights or engage in complaints mechanisms. Embassies of countries of origin, where they exist, can be sources of information and assistance, however their capacity to respond effectively may be limited. Migrant workers require information regarding national labour laws, sociocultural norms and practices and workplace expectation.
4. Return and Reintegration: Upon return, migrant workers require information about support/referral services available for psychosocial support, skills development and recognition as well as reintegration into the labour market.

Important considerations in the delivery of information and services are that they are accurate, up to date and free from bias. They should be delivered in a means that ensures inclusion of all potential/targeted beneficiaries, with considerations for gender responsiveness and differences in language and literacy levels taken into account. They should work towards addressing harmful misinformation, and work to challenge ingrained attitudes, expectations and practices related to migration, such as a preference for women in certain sectors, or payment of recruitment fees and costs by workers. Information and services may be provided for migrant workers through a variety of mechanisms – one of which is Migrant Resource Centres (MRCs).

1. Overview of ILO-supported MRCs in East and Horn of Africa:

In Kenya, the National Employment Authority (NEA) and Central Organization of Trade Unions (COTU) manage MRCs in Nairobi. The NEA MRC provides services to outgoing and incoming migrant workers, including information and counselling to potential migrant workers and facilitation for resolving different grievances of potential and in-service migrant workers. The COTU MRC is focused on providing access to information and reintegrating returned migrants into the labour market. The MRCs inform, orient and train migrants in preparation for employment and stay abroad and reintegration upon returning home.

In Uganda, the Uganda Hotels, Food, Tourism, Supermarkets and Allied Workers’ Union (HTS-Union) manage MRC in Kampala. The MRC provides counselling, pre-departure training, and addresses complaints concerning fraudulent recruitment activities by PrEAs. In 2023, the ILO supported the HTS-Union to develop standard operating procedures for the MRC.

In Ethiopia, there are a number of MRCs in Amhara, Oromiya, Tigray and SNNP regional states**,** which are managed by the Bureau of Labour and Skills. The MRCs provide information and pre-departure training for potential migrants and referral service to returned migrants. In 2019, the ILO supported the Government run MRCs in developing operational guideline to inform day to day running of the MRCs.

In Somalia, the Federation of Somali Trade Unions (FESTU) manage the MRC in Mogadishu, providing information, training and referral services for migrants, potential and returned migrants workers and their families.

In South Sudan, the ILO is providing support to Ministry of labour of South Sudan to establish MRC in Juba, which is expected to be launched before the end of 2024. The MRC plans to provide access to information and referral service for migrants, potential and returned migrants and their families.

For more information about the services being provided by ILO-supported MRCs in Africa, please see: ILO (2024) Migrant Worker Resource Centres (MRCs) in Africa

1. Building on lessons learned

The ILO FAIRWAY project undertook an assessment of MRCs in 2020.[2]The assessment identified key challenges as lack of clear mandate; lack of understanding of the role of the MRC among stakeholders (visibility of the MRC is weak); a need to strengthen and consolidate referral mechanisms, in particular in the area of access to justice, including through better communication between the MRC and other stakeholders; the need for greater digitization of services to improve gaps in outreach; and the need for more specialized capacity building (rather than ad hoc training), including on psychosocial counselling and pre-decision making counselling.

Based on the gaps identified by the assessment[3] and given the different services being provided by MRCs in East and Horn of Africa Region as indicated above, the ILO through the Better Regional Migration Management” financed by the UK Foreign Commonwealth and Development Office is seeking to engage the service of international consultant to map out the MRCs in East and Horn of Africa region and the service they provide as well as their capacity. Based on the mapping and good practices from Africa and other regions, the consultants will develop a regional Operations Manual to support MRCs run efficient and effective services by taking into account different context and addressing factors such as cultural sensitivity, language, infrastructure, technology, and socio-economic factors of the outgoing and incoming migrant workers. The consultants will further provide ToT on the Operations Manual to the MRCs in EHoA.

1. Objectives

The main objective of this assignment is to develop a comprehensive regional MRC Operations Manual to guide and inform an efficient and effective functioning of MRCs in EHoA that provide access to information and service that responds effectively to the needs of potential migrants, migrants, returnees and migrants’ families and communities. Overally the assignment contributes the broader strategy of improving migration governance in East and Horn of Africa, to facilitate a more humane and orderly labour migration that safeguards the rights of migrant workers and their families in country of destinations.

1. Key objectives

• Provide an overview of existing MRCs in East and Horn of Africa, the services they provide and capacity.
• Provide a critical tool for MRCs, providing a standardized framework for delivering access to information and services that effectively respond to the needs of potential migrants, current migrants, returnees, and their families and communities.
• Provide guidance on training of MRC staff on labour migration, service delivery approaches, and effective centre management.
• Develop outline procedures and a robust framework for effective operationalize running, and managing the MRC, including standard procedures for services and governance structures.
• be adapted to the specific socio-economic, cultural, and legal context of EHOA and ensure the MRC addresses the diverse needs of migrants.
• “Future” or “shock” proof the MRCs and ensure that they are equipped to respond to emerging trends and needs, including emergencies, drawing on lessons learned from the COVID-19 pandemic
• Provide tools, techniques, and a comprehensive monitoring and evaluation framework to facilitate the day-to-day work and management of the MRC.
• Provide guidance on how to promote referrals and collaboration with relevant stakeholders, including government entities, civil society organizations, international partners, trade union and employers’ organizations, to ensure the sustainable operation of the centre.

1. Key Areas to Focus

The Regional Operations Manual will provide a comprehensive framework, including but not limited to:

1. GENERAL GUIDELINES FOR MIGRANT RESOURCE CENTERS (MRCS)

This section outlines the key principles, operational and management aspects to ensure MRCs effectively serve migrant workers.

• Establishment of an MRC: Setting up the necessary foundational resources, staffing, and networking for effective operation. The MRC should be equipped to function efficiently, catering to the needs of migrants, returnees, and their families.
• Vision Statement: Define the MRC’s overall goals and long-term mission, ensuring they align with broader labour migration management strategies.
• Operations: Encompasses the day-to-day management tasks, including data collection, reporting, financing, human resources, and sustainability, to keep the MRC running smoothly.
• Sustainable Financing: The development and maintenance of MRCs should follow sustainable financial models. These may include diversified funding streams from government allocations, development partners, and the private sector. A sustainable approach ensures the long-term operation and impact of MRCs.
• Monitoring and Evaluation: Develop a comprehensive monitoring and evaluation framework for the MRC, including the tools that support MRC to capture data and information and identify performance indicators for monitoring, reporting, and evaluating MRC activities.
• Communications and Advocacy: Develop a communications and advocacy plan to raise awareness about the services provided by the MRC and the rights of migrant workers. This includes creating communication materials tailored to the local context, leveraging social media and traditional media channels, and conducting outreach programs to educate potential migrants, returnees, and their families about safe migration practices and their labor rights. Advocacy efforts will focus on influencing policy changes to enhance labor migration governance and protect migrant workers’ rights, engaging with government entities, civil society organizations, and international partners to build a supportive network for migrants.
• Partnerships and Networking: Establish and sustain partnerships with relevant stakeholders, including government entities, civil society organizations, international partners, trade unions, and employers’ organizations, to support MRC activities and expand its reach. As wela establishing Memoranda of Understanding (MoUs) and strategic alliances will enhance the capacity to deliver comprehensive services to migrant workers, addressing their legal, social, and economic challenges.
• Sustainability and Resource Mobilization: Develop strategies for resource mobilization and ensure the long-term sustainability of the MRC operations through efficient financial management and partnership building.
• Risk Management: Implement strategies to identify, assess, and mitigate risks associated with MRC operations to ensure resilience and continuous service delivery.
• Gender Responsiveness Strategy: Ensure that all MRC services are inclusive and gender-sensitive, addressing the specific needs of women and vulnerable groups, and promoting equal access to all services.
  1. SPECIFIC CONSIDERATIONS FOR THE HORN OF AFRICA

This section focuses on region challenges, service provisions and best practices for operating MRCs in the Horn of Africa.

• Cultural and Social Factors: MRCs must be sensitive to local cultural practices and social norms that affect migrant workers. This includes understanding gender specific challenges, social stigma associated with certain types of labor, and fostering community engagement in support of migrants.
• Rights-Based Approach: In alignment with ILO’s core principles, MRCs should promote a rights-based approach that emphasizes the protection of human rights and labor standards for all workers, irrespective of their migration status.
• Provision of information and counseling: Provide information and counseling for migrant workers in the pre-decision and pre-departure phases as well as information for returnees, their families, and communities. The MRC will provide accurate and up-to-date information on migration procedures, regulations, and available services, as well as offering counseling and support throughout the migration process in line with the local context.
• Provision of trainings: Offer soft and core skills training programs such as pre-departure, language, entrepreneurship, financial literacy and life skills trainings tailored to migrants’ needs, enhancing their skills and employability in both domestic and international labour markets in line with the local context. Language trainings will also be provided to migrant workers to facilitate their integration into the country in line with the local context.
• Access to reintegration support services: Facilitate access to reintegration support services through referral as well as through public employment services. Support in accessing training, finance, employment (wage or self-employment) alongside the support in social and community level reintegration.
• Referrals to specialized services: Facilitate referrals for potential migrants to access specialized services to facilitate their migration journey, including vocational skills training, and to returnees requiring specific support such as shelter, medical support, psychosocial and psychological health and legal aid services. The center facilitate referral to access to financial services, such as banking and remittance transfer to empower migrants economically in line with local context. Finally, promote initiatives and programs that encourage migrants to invest their remittances in productive activities, such as entrepreneurship, education, and community development in line with local context.
• Para/Legal and administrative assistance: Offer legal advice, assistance with documentation, and representation in legal proceedings to address migrants’ legal issues and protect their rights in line with local context. The service can also include mediation to resolve complaints of migrant workers.
• Psychosocial support linkages: Integrate Psychosocial Support Services in line with ILO guidelines, ensure that psychosocial support is a core component of the MRC services. This includes providing migrants with access to mental health care and emotional support throughout the migration process. Establish a safe and confidential environment where migrants can seek help without fear of stigma or discrimination.

Create linkages and collaborate with Mental Health Professionals through partnerships with local mental health professionals, psychologists, counsellors, and social workers to provide specialized care for migrants.

• Access to justice: Ensure that migrants have access to justice mechanisms to address grievances and violations of their rights. This includes providing legal advice, representation, and support in navigating the legal system. The MRC will facilitate access to legal aid services, assist with documentation, and offer mediation to resolve disputes. Collaboration with legal professionals and human rights organizations will be essential to uphold the rights of migrants and ensure fair treatment.
• Set of FAQs: Develop a comprehensive FAQ section to quickly address common questions and provide easy access to essential information for migrants.
  1. WORKER EMPOWERMENT AND TRADE UNION INVOLVEMENT

MRCs should actively contribute to the empowerment of migrant workers through enhanced collaboration with trade unions and social dialogue mechanisms. Trade unions play a pivotal role in the operation of many Migrant Resource Centres (MRCs), underscoring the significance of MRCs as vital spaces for worker empowerment and organizing. These centres are integral to the ILO’s mandate, serving as platforms that advocate for labor rights, provide essential support to migrant workers, and foster collective action. By empowering workers and enhancing their ability to organize, MRCs contribute to the broader mission of promoting decent work and social justice.

• Facilitating Union Connections: MRCs should act as facilitators in establishing connections between migrant workers and trade unions to promote collective organization and worker empowerment. This will allow migrant workers to gain access to legal representation, social protection, and advocacy platforms.
• Promoting Advocacy and Social Dialogue: MRCs should promote and facilitate social dialogue between migrant workers, trade unions, employers, and governments. This advocacy aims to improve labor conditions, ensure fair treatment, and foster an environment of mutual respect and compliance with international labor standards.

1. GOOD PRACTICES AND NETWORKING

Strengthening the exchange of knowledge and best practices between MRCs across different regions is essential to improving their operational efficiency and impact.

• Memoranda of Understanding (MoUs): MRCs should have the capacity to develop MoUs between trade unions in both countries of origin and destination. These agreements will enable a shared approach to the protection of migrant workers’ rights and the improvement of working conditions.
• Case Studies and Best Practices: The manual will include the case studies of successful MRC initiatives from other regions to serve as emerging best practices. Learning from these examples will help MRCs in the Horn of Africa and other areas adopt innovative solutions to common challenges.

1. Scope of work

The international consultant will collect data from potential migrants, and pertinent stakeholders from selected countries (Kenya, Uganda, Ethiopia, Somalia etc.) and best practices from existing MRCs in other countries including in other regions including Asia and Latin America and the Caribbean. The regional Operations Manual shall address the following key issues but not limited to:

• Mapping of MRCs in East and Horn of Africa: identify the MRCs in EHoA, review the management structure, service they provide as well as their capacity.
• Establishing a Migrant Resource Centre: deals with the purpose of the MRC, stocking the MRC with resources and assigning staff, networking for a new MRC. It is a guide for establishing an MRC and looks at some of the practical questions that need to be answered during the set-up of this service.
• Migrant Resource Centre services: presents services that an MRC offers to the community, especially potential and returned migrants. These can include information, training and outreach, legal counselling, document storage and referrals to other service providers in the area.
• Migrant Resource Centre management: looks at the management of an MRC and considers data collection and reporting, filing systems, budgeting and finance, and staffing. These are required to ensure smooth running of the MRC to do the core work of serving the community.
• Tools and templates indicated above that can be used in the establishment and management of an MRC.
• Compilation on labour migration (Legal and Policy frameworks): Compilation of regular labour migration, laws and policy and legal frameworks on labour migration, and irregular migration, trafficking and people smuggling and international standards on labour migration, and roles and responsibilities of different stakeholders in the labour migration management. Something that is simple to read and easily understandable by the MRC councillors.
• Frequently asked questions: used as a guide for responding to questions of migrants and their families when they visit the MRC. Information in this section can be used to directly answer questions during outreach activities and within the MRC itself.

1. Methodology

The development of regional operational guideline will involve the following methodology:

• Review existing ILO operational guidelines and relevant documents from different institutions.

Further to other resources, the consultant is expected to refer to the following ILO materials:

ILO (2024) ILO Guidance Note on Migrant Worker Resource Centres (MRCs)

ILO (2020) Migrant Information Center: Operational Manual (ILO Country Office for Ethiopia, Djibouti, Somalia, Sudan and South Sudan)

ILO (2014) Migrant Worker Resource Centre operations manual

ILO (2024) Assessment of MRCs in ASEAN (2024) (forthcoming)

ILO (2020) Migrant Resource Centre Rapid Performance Assessment and Strategy for Effective Management (Draft).

• Conduct consultations with key relevant stakeholders and partners, including, MRCs, Trade union, Employers, ILO, government representatives, migrants’ and returnees’ communities, NGOs and other stakeholders to assess local needs, challenges, and priorities as well as best practices.
• Ensure that the Manual is relevant to the context in EHoA, considering cultural nuances, legal frameworks, and institutional capacities.

1. Deliverables and Outputs

The consultant will be expected to deliver the following:

Development Process:

• Mapping MRCs & Stakeholder Consultation: Identify existing Migrant Resource Centres (MRCs) and consult with key stakeholders to gather insights.
• Inception Report: Prepare an initial report outlining the assignment’s scope and approach.

Manual Development:

• Creation of the Manual: Develop the complete manual, including all chapters and annexes. (including M&E Framework for MRCs)
• Final Version: Deliver the finalized, thoroughly reviewed version of the manual.

Validation Process:

• Technical Review & Consultations Workshop: Conduct a technical review of the manual and organize a workshop to validate the content through regional workers/ Trade unions in respective countries

Roll-Out Process:

• Testing & Training: Test the manual in real scenarios, conduct Training of Trainers (TOT) sessions, and produce a report on the TOT outcomes.

1. Deliverable, timeframe and payment schedule

This assignment will be completed within 30 working days, which will be distributed over three months. Starting from 11 November 2024- 24 February 2025.

The deliverables will be submitted according to the proposed schedule below.

Deliverable

Timeframe

percentage instalment

An inception report, which provides clarity of understanding of the assignment’s objectives and articulates the methodology, tools, stakeholders to be consulted and sources of information or data and draft outline of the report indicating major sections of the report. The inception report should not exceed 15 pages.

Annex: Mapping MRCs & Stakeholder Consultation report: Identify existing Migrant Resource Centres (MRCs) and consult with key stakeholders to gather insights.

2 weeks after signing the contract

15% upon submission of final inception report and Mapping MRCs &Stakeholder Consultation report annexed to the satisfaction of the ILO and regional workers/ Trade unions in respective countries.

Creation of the Manual: 1st Draft report of the regional operations manual for the MRCs

7th week after signing the contract

35% upon submission of first draft of the customized operational guideline incorporating comments from ILO

2nd Draft of the customized operational manual for the MRCs and presentation of preliminary results to be submitted for review by stakeholders in a validation workshop and the ILO

10th week after signing of the contract

35% upon submission of the 2nd Draft report to the satisfaction of the ILO and incorporating comments from stakeholders

Final Version: The final operations manual for the MRCs for East & Horn of Africa covering all the aspects contained in the ToR. The guideline should not exceed 150 pages including reference sections but excluding any annexes. The guideline should be concise and clear providing practical guidelines for its sustainable implementation and monitoring. The guideline will be accompanied by all relevant documents including meeting minutes, stakeholder feedback, and validation report.

Testing & Training: Test the manual in real scenarios, conduct Training of Trainers (TOT) sessions, and produce a report on the TOT outcomes.

12th Week after signing the contract

15% of total contract amount upon submission of the final guideline and (TOT) sessions report on the training outcomes to the satisfaction of the ILO and regional workers/ Trade unions in respective countries.

1. Supervision and coordination

The international consultant will work under the overall supervision of the ILO’s BRMM Chief Technical Advisor and the Project Technical Officer. The ILO will review progress of the work and provide feedback as necessary, ensuring payment of agreed amounts based on performance and deliverable assessments.

1. Evaluation Criteria

The international consultant will be evaluated based on the following criteria:

Description

Maximum score

Expertise/Qualification

Does the applicant have master’s in international development, Law, Social Sciences, Economics, Policy Development, Education or Migration Studies or any other related discipline. 10

Does the applicant have proven 10 years of international experience in developing operational resources, training and tools. This will be verified by specific description in applicant’s profile and sampled work annexed. 20

Does the applicant have Knowledge of Labour Migration: demonstrate experience of labour migration trends, policies, governance structures, particularly in relation to the East and Horn of Africa Region. 10

Does the applicant have experience of development and human rights work: Familiarity with East and Horn of Africa Region socio-economic, cultural, and legal frameworks, for adapting the guideline to the local context. 10

Maximum point 50

Proposed approach to deliver the ToR’s scope of work

The applicant demonstrates a clear understanding of the objectives and scope of the assignment through the detailed descriptions provided in their submitted technical proposal, highlighting the assignment’s objectives and its relevance to the intended use. 30

Applicants demonstrate a methodological approach, aligned with the objectives outlined in the ToR, through their submitted technical proposal. This includes measures to ensure that the Operations Manual is developed in a gender-responsive manner and that its contents support mainstreaming of gender responsiveness. Detailed data collection methods and tools, consultative processes, data sources, adaptive of ILO guidelines, and an analytical framework. 20

Maximum Point 50

Total for Both Section A (50 Points) and Section B (50 Points) 100

Minimum Acceptable Score for the Proposal to be considered for financial evaluation. 70

1. Recommended Presentation of Proposal:

Interested applicants must submit the following documents:

A. Technical Proposal: (which will include the following):

• The consultant’s understanding of the assignment,

• Brief Methodological approach on how the candidate will approach and conduct the work

• Proposed work, and work plan.

• Sample of the reports from similar assignments done previously.

• Personal CV: indicating the key qualifications, relevant experiences from similar assignments, and at least 3 references.

  Financial Proposal: The interested consultant is requested to provide a financial offer in USD. This should include a separate breakdown of professional fees costs, field mission dates and days, travel costs, and daily allowances if necessary. Please use the below table 1.

Table 1: Breakdown of Professional Fees and Other Costs

Description Unit of Measure Quantity Unit Price Total Amount

Professional Fees No. of Days

International flights No of trips

Subsistence allowance No. of Days

Assignment total cost:

Note: ILO will pay two types of payments, Professional fee and Travel expense reimbursement based on the below understanding.

Professional fee – the daily rate is expected to be all-inclusive except the travel expense when required. Thus, only a professional fee will be paid to a consultant.

Travel Expenses – Travel expenses apply if your methodology requires you to travel from your hometown.

[1] African Union Commission, Report on Labour Migration Statistics in Africa, third edition, 2019

[2] Migrant Resource Centre Rapid Performance Assessment and Strategy for Effective Management

[3] ibid

How to apply

All interested individual international consultants can send questions if any to ([email protected]) until 21 October 2024. Questions will be answered and shared with the interested individual consultant by the Close of Business on 23 October 2024. Completed technical and financial proposals are to be submitted to [email protected] by the Close of Business on 28 October 2024.

Note:

This is not a job post. Only individual consultant who submits a technical and financial proposal will be considered.

Offers from a firm and a group of individual consultants will not be considered.