PROJECT BACKGROUND 1. General background The global forced displacement crisis has grown in scale and complexity in recent years, with 117.3 million people forcibly displaced worldwide by the end of 2023 (UNHCR). Forcibly displaced persons (FDPs), including refugees and internally displaced persons (IDPs), face acute vulnerabilities such as loss of assets, psychological trauma, limited rights, protection risks, disrupted education, and uncertain futures. Host communities (HCs) likewise struggle to sustain their own development amid these challenges. In response to these considerable challenges, the ‘PROSPECTS’ Partnership — launched by the Government of the Netherlands in 2019 — brings together the International Finance Corporation (IFC), the International Labour Organization (ILO), UNHCR, UNICEF, and the World Bank. The partnership adopts a holistic approach across eight countries (Egypt, Ethiopia, Iraq, Jordan, Kenya, Lebanon, Sudan, and Uganda), leveraging each agency’s comparative advantages and expertise to improve access to  education, decent jobs, protection, and critical infrastructure for FDPs and HCs. In 2024, the partnership launched Phase II, building on the results and lessons learned from Phase I (2019–2023) to maximize impact. This new phase addresses core challenges through PROSPECTS’ three original pillars—education and skills, employment and economic inclusion, and protection and social protection—while introducing a fourth pillar on critical infrastructure to respond to evolving needs.   2. PROSPECTS in Jordan Under PROSPECTS in Jordan, the ILO focuses on strengthening the labour market and creating sustainable livelihoods for both Jordanian host communities and Syrian refugees. Interventions are structured around three integrated pillars: (1) Education and Learning, through market-driven skills training, recognition of prior learning, and career guidance to enhance employability; (2) Economic Inclusion, which includes improvements to labour market governance and employment placement services, promoting fundamental principles and rights at work; and value chain development using the Access to Inclusive Markets Systems (AIMS) approach (3) Protection and Social Protection, through strengthened social protection schemes for vulnerable groups including expanding social security outreach to workers and tackling child labour. Phase II (2024–2027) of PROSPECTS further expands on lessons learned while introducing new interventions aligned with Jordan’s evolving priorities. As part of its efforts to support employment under Pillar 2, the project aims to improve access to decent employment and training opportunities for Syrian refugees and Jordanians through key services provided through the ILO’s employment offices in the city of Irbid, and in the two refugee camps – Zaatari and Azraq.   ASSIGNMENT BACKGROUND   The past decade has been challenging for Jordan, particularly due to an unprecedented refugee influx caused by the war that started in 2011 in neighbouring Syria. By the end of 2024, Jordan’s population had passed the 11.8 million mark, with refugees and migrants accounting for at least 30 percent of the country’s population according to Jordan’s Ministry of Interior. This rapid and unanticipated increase in population, coupled with the structural economic challenges, has placed additional pressure on the Jordanian labour market. Unemployment rose from 12.2 percent in 2012 to 21.4 percent in 2024. Youth (46.6%), males (42.6%), and females (63.9%) unemployment have remained persistent challenges in Jordan (DOS data of 2024). Moreover, at 35.4%, the youth not in employment, education, or training (NEET) rate is among the highest in the region. Syrian refugees in Jordan continue to face significant barriers to sustainable employment. Labour market restrictions limit their job opportunities to specific sectors such as agriculture, construction, and manufacturing, while obtaining work permits remains both a financial burden with administrative hurdles. Informal employment is widespread among Syrian refugees, often resulting in significant deficits in decent work. In the past year, and in light of the fall of the regime in Syria in December 2024, the prospect of reurn for Syrian refugees has become a plausible option for many. The most recent Intention Survey administered by UNHCR in June 2025 indicated that while the vast majority of Syrians in the region hope to return to Syria “someday”, only 18 percent of Syrian refugees have the intention to return in the next 12 months (while 22% of the Syrian refugees in Jordan expressed the same intention). Furthermore, the Intention Survey found that 76 percent of Syrian refugees across the region do not intend to return in the next 12 months, and 6 percent are unsure. These findings in are the backdrop of a continuing challenging situation in Syria, with a fragile economy and limited decent work opportunities. The situation remains challenging for Syrians in Jordan. As the Intention Survey (2025) finds, 43 percent of Syrian refugees in Jordan report a lack of employment as the top difficulty endured in their daily lives. In response to the growing employment needs amongst Syrian refugees in Jordan, the ILO PROSPECTS project re-opened the Zaatari Office for Employment (ZOE) and the Azraq Center for Employment (ACE) during the summer of 2025, and intends to open a third office in central Irbid. The purpose of the employment offices is to facilitate employment, training, and awareness sessions for job seekers. Since July 2025, the two current offices in the camps have served approximately 750 beneficiaries. Due to the high demand for services, the ILO PROSPECTS project is now seeking a non-profit, nongovernmental implementing partner to manage and fully operate its three employment offices – ZOE and ACE. The third office in Irbid city will become available as of January 2025 to serve both Jordanians and non-Jordanians. ASSIGNMENT OBJECTIVES   ILO PROSPECTS in Jordan is soliciting the services of an experienced implementing partner (non-profit) to manage the ILO’s three employment offices in Irbid city, Zaatari camp, and Azraq camp. The management includes providing comprehensive services to job seekers and training seekers, as well as maintaining the operation of all three centres. The scope of work entails the following: A. Provide services for job seekers 1. Identify and advertise employment opportunities Identifying local vacancies in the areas surrounding the two camps and in and around the Irbid governorate. Job vacancies close to Zaatari and Azraq camps must be in sectors and occupations open to Syrian refugees in Jordan, as well as in occupations with employment potential in Syria for those intending to return in the next 12 months. In Irbid, job vacancies can be sought for Jordanians, as well as occupations open for refugees. Suitable employment opportunities for beneficiaries should be sought by regularly gathering relevant labour market information and actively engaging with employers and Chambers, and through conducting regular job opening surveys to explore current and decent job opportunities. These job vacancies should be sought on a regular basis, widely advertised through the centre and various channels (on a vacancy board/screen at the employment office, online, etc), and updated at least on a monthly basis. Where vacancies are no longer available, they should be removed. Consultations and dialogue need to be ongoing with employers to ensure that the positions on offer are decent, and in compliance with the Jordanian labour law, including a work contract, enrolment in social security, and payment of at least the minimum wage.   2. Register job seekers at each employment centre:   The implementing partner will register each job seeker who comes through each employment centre and complete a short Kobo questionnaire to identify suitable services the job seeker can be referred to, such as job-matching, skills training, awareness sessions, information, etc. 3. Job matching and referral to trainings and information sessions: Following the identification of employment vacancies and the registration of job seekers, ongoing job matching should take place at each employment centre from May 2026 through the end of April 2027 (12 months total). Each match made must be recorded for the ILO (template will be provided), with the employment status of each beneficiary tracked 3 months after the placement.   B. Provide awareness, guidance, and information for job seekers   1. Awareness sessions: The implementing partner is to provide regular awareness sessions to beneficiaries on the following topics:  Rights at work, in accordance with the Jordanian Labour Code.  Occupational Safety and Health (using ILO and MoL national guidance)  Social security – this session is provided by the Social Security Corporation once every two weeks.  Career guidance – group support on job opportunities, seeking employment, CV writing, preparing for job interviews, applications, etc. Raising awareness for these sessions can be done through several channels, including through UNHCR. The awareness sessions are to be held inside the ZOE and Irbid centre, which can accommodate 15-20 participants. At Azraq Camp, the sessions are held in a UNHCR centre (coordinated through UNHCR). At all locations, the space will be provided to the implementing partner at no cost. 2. One-on-one services: Aside from the job matching, referral, and support to job seekers, the employment centre is expected to provide the following two individualized services on a regular basis:  Career guidance (utilising ILO tools and methods)  Support with SSC accounts: SSC provides a “help desk” every two weeks in each employment office to support individuals with accessing their profiles and withdrawing their entitlements prior to voluntary return to Syria.   3. Referrals to training opportunities On a monthly basis, the implementing partner is to collect a list of training  opportunities (ranging from skills trainings, work-based learning opportunities, and entrepreneurship, etc) and advertise them widely through each employment office. These opportunities should come from the PROSPECTS partnership, wider international organizations, INGOs, NGOs, and government-sponsored trainings. All trainings should be at no cost to the trainee. In addition to making these trainings known to job seekers, the implementing partner should refer job seekers to trainings that fit their profile. 4. Providing relevant information Where possible, the implementing partner is to provide relevant information to job seekers on (i) employment opportunities in Jordan, (ii) employment services in Syria (based on ILOproduced information), and (iii) up-to-date information on return to Syria as per UNHCR information (referral to UNHCR offices is preferred). C. Management and running of the employment centres The role of the implementing partner will include the running, maintenance, and operations of the three employment offices in Zaatari camp, Azraq camp, and Irbid city. The three offices are exempt from paying rent. However, the implementing partner will need to ensure that all other running costs (electricity, gas, water, internet, stationery, ad hoc maintenance and upkeep, etc.) are covered. Security costs (guards) are required only for Zaatari Camp, where the ZOE needs 24-hour surveillance. Regular cleaning services are required for the three offices, along with the provision of cleaning and sanitation products. The three offices are fully furnished but do not include electronic equipment (laptops or printers).   D. Monitoring and evaluation The Implementing Partner shall establish and maintain a robust monitoring and evaluation (M&E) system to track the implementation and results of the three employment offices in line with the objectives, outputs, and reporting requirements of this initiative. 1) M&E objectives. a) Track progress towards the establishment and effective operation of three ESCs in ZOE, ACE, and Irbid. b) Monitor monthly achievements against agreed quantitative targets (e.g., job seekers registration, job placements, awareness sessions delivered). c) Generate evidence and lessons learned to guide adjustments in implementation and support policy dialogue. Highlight key lessons learned and good practices and offer recommendations for future programming and policy development. 2) Data collection and management a) The Implementing Partner shall use standardised forms agreed with the ILO to register jobseekers and employers, record job placements, and document awareness sessions. b) Attendance sheets, registration forms, and other primary documents shall be securely archived (electronically and/or physically) and made available to ILO upon request. c) All data shall be disaggregated at a minimum by sex, age group, nationality, education, governorate, and cleaned before submission to the ILO. d) Ensure compliance with data protection and confidentiality standards, particularly regarding personal data of workers and employers.   3) Employment status tracking for job-placed job seekers a) Develop and undertake rapid employment status trackers for all beneficiaries in all three employment offices at a 3-month interval from the placement date. b) Propose and draft a study questionnaire and data collection approach (e.g., phone surveys, online forms, in-person interviews) for validation by the ILO before roll-out. c) Ensure that the tracker tool captures data disaggregated by sex, age group, nationality, education, and location, and includes questions on (e.g., type of employment, contract status, wages, OSH, SSC, and reasons for job loss, if any). Page 6 of 14 4) Mid-term review The implementing partner will hold a mid-term review session with the ILO at the end of September 2026 to discuss challenges faced and corrective measures required. In preparation for the mid-term review, the implementing partner will review the monthly status updates and conduct one focus group discussion with a selection of those placed in employment. In addition, in-person interviews will be conducted with employers whose retention rates are low to understand the challenges they face. During these interviews, the implementing partner will provide information and materials on decent work (sensitizing employers). E. Sustainability The implementing partner will be required to devise a sustainability plan and report to the ILO on how the employment offices can continue running after the project’s end, independent of the ILO and/or donor funding. This will include a detailed methodology and costings. SCOPE OF WORK ( please refer to attached TOR for the details )    DELIVERABLES, REPORTING, AND TIMELINE OF ACTIVITIES    Monthly meetings with the ILO will be held to ensure communication and updates on the work plan and progress.  Progress narrative and financial reports as per the schedule below  The databases should be submitted to the ILO every month, regardless of the agreed progress narrative timeline.  The Final Report submitted on 1 May 2027 must cover the entire implementation period.  Reports submitted are to be in line with the reporting templates shared by ILO PROSPECTS and to include both technical narrative and financial reporting. REQUIRED QUALIFICATIONS: The bidder should be a registered non-profit organization with experience in the sector, particularly in the following areas: a. Demonstrated capacity and experience in implementing employability and employment programmes, specifically in facilitating employment (job-matching) b. Have all up-to-date information on the work permits and the work-permit application process for refugees c. Career counselling d. Rights at work training e. Occupational safety and health f. SSC g. addressing the needs of the Jordanian labour market h. Established presence within the refugee camps, complete with all necessary security clearances i. Strong relationships with the private sector, chambers of industry and agriculture, or any other private sector group in Jordan that can support in the identification of job opportunities for job seekers j. A proven track record in linking job seekers with on-the-job training or employment k. Experience in working with the UN or other international organizations in implementing programmes targeting youth and supporting them to transition to employment (through skills training, career guidance, counselling etc..) is a strong advantage.   SUPERVISION AND LOGISTICAL ARRANGEMENTS The implementing partner will implement this project under the direct supervision of PROSPECTS Employment and Employability Officer and the overall guidance of ILO PROSPECTS Jordan Project Manager. All technical clearances will be obtained by the concerned ILO Decent Work Team (DWT) Senior Employment Policy Specialist in the Regional Office for Arab States. TIME FRAME/EXPECTED DURATION   This contract will be implemented over a period from 01/03/2026 till 15/04/2027. including the preparation phase. Progress Technical and Financial reports are expected to be delivered to the satisfaction of the ILO once due, and a final report by 01/05/2027. APPLICATION PROCESS AND SELECTION CRITERIA Interested non-profit organizations and entities must submit technical and financial proposals in separate digital folders, naming each folder respectively “Technical Proposal” and “Financial Proposal”.   Proposals and queries should be submitted by email to the following: [email protected] Both proposals should be valid for 90 days. Technical Proposal: The Technical proposal is expected to be submitted in the following structure: 1. Organization’s profile demonstrating capacity and experience in providing comprehensive employment and training-related services to beneficiaries, including technical expertise and background in specific areas such as Rights at Work, occupational safety and health (OSH), and career counselling 2. Detailed description of relevant past works and assignments related to experience in implementing similar programmes in Jordan, including presence and activities in the refugee camps 3. Detailed description of relevant past work in establishing relationships with the private sector/chambers of industries/chambers of commerce, or any other private sector group in Jordan that can support the identification of local economic development needs and identification of job opportunities for the beneficiaries 4. Project Summary: An abstract of the proposal that should include a brief description of the rationale, goal(s), objectives, specific project activities, target beneficiaries, and expected outputs. 5. Project Narrative Description: This section should include the following: - Project Goals and Purpose: Project goal(s) must be clearly defined and directly relevant to the need(s) identified above. Project purpose must be measurable, realistic (aligned within the project’s period of performance), and directly relevant to the priority area identified. - Project Activities and Methodology: Discuss all proposed project activities and describe the methodologies to be applied to implement the project. In this section, the relation between project objectives, outputs, and activities should be clear. - Logical Framework and M&E methodology and plan: Describe the quantitative and qualitative outputs that the project expects to deliver. Explain how you will monitor progress, as well as the indicators that will be used to assess if the expected outputs are achieved. 6. Detailed work plan with a timetable related to the different activities. 7. CVs of staff involved in the project implementation demonstrating their capacity to conduct the assignment. 8. Risk registry and mitigation matrix highlighting expected challenges and obstacles during the implementation of the project and mitigation methods. Financial Proposal: The implementing partner should submit their financial proposal in accordance with the template in ANNEX 1. The bidders shall complete the financial proposal in Excel and submit both the Excel and PDF versions. The financial proposal shall demonstrate: Activity costs o Personnel costs o Operation costs associated with the project implementation (including utilities, cleaning, equipment, office supplies, etc.) o Overhead costs of the organization. Registration Documents   The Cumulative Evaluation Method will be used for this procurement exercise, and the contract will be awarded to the highest scorer(s) in cumulative analysis, considering Technical and Financial Evaluation:   A. Technical Proposal (70%) The Technical proposal will contain 70% weight, whereas the Technical Evaluation passing score is 70%. Any applying entity that scores less than 70% in the Technical Evaluation shall not be considered for the financial evaluation.   The deadline for submission of queries relating to the TORs is 15 January 2026 , 11.59 PM– Amman time. The deadline for submission of technical and financial proposals is 31 January 2026, 11:59 pm – Amman time. The organization will receive a confirmation email in return upon submission.   Please refer to attached TOR for more details