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Technical Assistance for
Civil Society Organisations
Regional Office
This project is funded
by the European Union.
Technical Assistance Service Contract for the implementation of the project
“Capacity Building of Civil Society in the IPA countries and Territories (Albania, Bosnia and
Herzegovina, Croatia, Former Yugoslav Republic of Macedonia, Kosovo under UNSCR 1244/99,
Montenegro, Serbia and Turkey the former Yugoslav Republic of Macedonia)
EuropeAid/127427/C/SER/Multi
TERMS OF REFERENCE
Senior expert(s) for the assignment
Feasibility study of TACSO’s exit strategy
Background of the assignment
The general objectives of the TACSO project is to strengthen the overall capacities and
accountability of the Civil Society Organizations (CSOs) within the IPA beneficiaries and to
guarantee the quality of services of CSOs and a sustainable role of the CSOs in the democratic
process. The main purposes of the project are to:


Increase and improve the capacity and actions of CSOs and to
Improve the democratic role of CSOs.
The TACSO project is implemented by a consortium of organisations during an agreement period of
four years, i.e. August 2009 - August 2013. The project is implemented in collaboration with a range
of organisations and institutions in the Western Balkans and Turkey. Services are provided from the
regional office in Sarajevo as well as from a national office in each country (two in Turkey). In
addition, due to its desire to provide services that will serve to the local needs, each national office
has its reference groups, so called Local Advisory Groups (LAGs), which provides the TACSO
national teams with advices and support.
TACSO services are intended to contribute to the creation/strengthening of the enabling
environment for civil society as well as capacity development of civil society organisations. They
include individual and organisational capacity development, help-desk support, monitoring of CSO
implemented projects funded by the EU, partnership and networking activities, organisation of
information events, support for the further refinement of civil society related legislation and
strategies, facilitation of regional cooperation, communication and visibility actions, and other similar
support services. Gradually, the volume of TACSO support in relation to interventions by the
concerned EU Delegations has increased. With few exceptions, the TACSO support services have
been produced with participation of national and regional experts and resource organisations based
on priorities set by the national LAGs.
Through the TACSO web-site, organisations have access to a range of information services and
databases. As a routine, TACSO services and calls are published on the web-site, thereby offering
all interested parties the same opportunity to benefit from the support.
In 2011, TACSO funded the development of an exit strategy for its services. The assignment was
undertaken by an external consultant. The strategy document identifies alternative solutions for
sustained services at national level as well as for the functions performed by the regional office. The
exit strategy was presented and discussed at a regional event in Pristina in October 2011. It is
assumed that selected project activities will be transferred to national institutions during a new
phase of TACSO, which is anticipated to start in August 2013.
SIPU International AB Sweden • Civil Society Promotion Centre Bosnia and Herzegovina • Human Resources Development Foundation Turkey
Foundation in Support of Local Democracy Poland • Partners Foundation for Local Development Romania
Objectives
The experience has shown that the services provided by TACSO are highly relevant to the needs of
the CSOs in the region and that the needs of CSOs for such services will remain in the future. The
purpose of this assignment is to assess the feasibility of the TACSO exit strategy elaborated in
2012. The expert(s) will reconfirm the relevance, effectiveness and efficiency of the options
identified in the exit strategy including legal, institutional, financial and technical sustainability
aspects. This assignment is expected to serve as an input to the development of the ToR for
continued assistance.
The work of the expert(s) will be coordinated by the TACSO team leader supported by the
administrative staff at the regional office.
Specific objectives of the assignment are:

To reconfirm the relevance of the sustainability options identified in 2011, in particular taking
into consideration the on-going assistance as well as the fact that continued assistance is
envisaged through a new phase of TACSO beyond August 2013.

To assess the main strengths and weaknesses of the various options offered. The expert(s)
should develop criteria for the final selection of exit alternative. Procedures for the final
selection of those should be suggested by the expert(s).
Activities
Under the overall guidance of the TACSO regional office, the duties and responsibilities of the
expert(s) are as follows:

Participate in a briefing session with the TACSO Team Leader and other staff members at
the regional office in Sarajevo as well as with a similar briefing session with DG ENLARG in
Brussels.

Study background materials including the project’s ToR, the inception report, the 2011 exit
strategy and minutes from the LAG meetings.

Further gathering of information through meetings with TACSO staff members and
stakeholder representatives (including EU delegation officials) in all the beneficiary countries
should be undertaken. This activity should also include a broad consultation with a large
number of CSO leaders in each country via a large meeting organised in cooperation with
the respective EU delegation. A certain number of interviews with LAG members and other
stakeholders not visited could be conducted through Skype.

Assess the exit options for each national TACSO office as well as for the regional level
activities. The assessment should include legal, institutional, financial and technical aspects.
Particular attention should be given to the following issues:
i)
The relevance of the proposed exit options considering that DG ENLARG intends to
fund continued support. The interdependency of the activities undertaken should be
considered as well as the project’s gradual shift from training and individual services
towards broader institutional capacity development challenges and the relevance of
the exit options in that context. Services that require independence from particular
civil society clusters should be identified by the expert.
ii)
The strengths and weaknesses of the various options offered. This could be done
through a SWOT-analysis. The expert(s) should develop a list of criteria for the final
selection of exit alternative as well as criteria for the identification of organisations
that could absorb and assume responsibility for the services provided by TACSO.
The expert(s) will reconfirm that organisations exist in each country that fulfil the
criteria listed and are interested to assume responsibility for and absorb into their
SIPU International AB Sweden • Civil Society Promotion Centre Bosnia and Herzegovina • Human Resources Development Foundation Turkey
Foundation in Support of Local Democracy Poland • Partners Foundation for Local Development Romania
own programmes and services the activities conducted by TACSO. Procedures for
the final selection of those should be suggested by the expert(s). An important
consideration is that the organisations selected are willing to apply open and
transparent processes and procedures for distribution of services in order to benefit a
cross-section of civil society.
iii)
The role of the LAGs in the phasing out process should be discussed in the expert’s
report.
iv)
Verify whether a government or state body could play this role (absorbing and
assuming the responsibility for TACSO services) based on criteria including (a)
current and past experience of work with CSO, (b) transparent and comprehensive
public image, (c) acceptability by majority of CSO.

Document all important observations and considerations as well as conclusions and
recommendations in a report.

Prepare and submit a draft report addressing the above listed questions and requirements
and assessing the various options contained in the 2011 exit strategy. The draft feasibility
report should be made available no later than 25 March 2013. Incorporate comments into
the draft report and submit a final report within two weeks of receiving consolidated
comments from the regional office.

Debrief with the TACSO RO in Sarajevo and DG ENLARG.
Deliverables/results as well as location of the assignment.
By the end of the assignment, the expert(s) should deliver a draft report and subsequently a final
report which takes into account the comments received from TACSO and DG ENLARG. The
expert’s base of operation will be Sarajevo. The expert(s) will be requested to undertake missions to
the other TACSO beneficiary countries. A maximum of 35 person days are available for the
assignment.
Duration and timing of the assignment
The expert(s) will have to be contracted through a legal entity. The assignment is planned to take
place during the period January to April 2013.
Qualifications of the expert(s):
 University degree in a field relevant to the assignment.
 At least ten years working experience in the field of the assignment including examples of
assignments undertaken with the same or similar purposes.
 Experience of undertaking assignments and drafting reports commissioned by international
organisations.
 Good understanding of the context in which CSOs in the region operate. Knowledge of the
national contexts in the eight beneficiary countries is an advantage.
 Excellent English drafting skills. Knowledge of a national language (IPA region) is an
advantage.
Proposals will be evaluated against the above criteria, suggestions regarding the methodology and
brief action plan as well as the proposed budget for the assignment.
Applicants must be independent and free from any conflict of interest. Note that civil servants and
other staff of a beneficiary public administration may not be recruited as experts unless prior written
approval has been obtained from the Contracting Authority.
Coordination and monitoring of the assignment
SIPU International AB Sweden • Civil Society Promotion Centre Bosnia and Herzegovina • Human Resources Development Foundation Turkey
Foundation in Support of Local Democracy Poland • Partners Foundation for Local Development Romania
The work of the STE will be coordinated by the TACSO team leader supported by the administrative
staff at the regional office. The activity will be monitored by the TACSO team leader. The TACSO
capacity building advisor or other staff members might participate in some of the meetings and other
activities conducted by the expert.
Application
Applications must be in English and entail the following:
 Letter of intent and availability.
 Proposed methodology and brief action plan for implementation of the assignment
 Financial offer (enclosed as separate document) specifying the daily fee as well as
reimbursable costs.
 CV in EU format
 Three references from similar assignments
The application should be sent not later than 11 January 2013 at 08:00 by email to
palle.westergaard@tacso.org.
Call published 19. December 2012
SIPU International AB Sweden • Civil Society Promotion Centre Bosnia and Herzegovina • Human Resources Development Foundation Turkey
Foundation in Support of Local Democracy Poland • Partners Foundation for Local Development Romania