Consultancy for developing behaviour change communication materials on Violence against Women

TERMS OF REFERENCE

Consultancy for developing behaviour change communication materials on Violence against Women.

1. Preamble

Oxfam in Tanzania is working on a focused Gender justice programme. The gender justice programme is working on 4 key issues namely ending violence against women, engendering change, leadership for social transformation and women’s economic empowerment.

As part of the efforts to end violence against women, Oxfam has been supporting the number of campaigns that seeks to change social norms and attitudes, which have set the boundaries of acceptability of VAW and convince people that violence is neither acceptable nor inevitable. One of the campaigns is WE CAN popularly translated to TUNAWEZA that aim to Change attitude and behaviour that perpetuate violence against women  at the level of the individual and finally community.

In Tanzania the campaign is implemented in three zones, namely Lake Zone coordinated by Kivulini, Eastern zone coordinated by WLAC and Northern Zone coordinated by CORDS. This campaign is supported by Comic Relief and Irish Aid

 2.1 Campaign Objectives
The overall objective of Tunaweza Campaign is to reduce the social acceptance of violence against women in Tanzania.

By end of 2014, the campaign aims at mobilizing directly  1.6 million change makers who make a commitment to make changes in their personal lives and through them to reach and influence 16 million ordinary men and women across Tanzania to take actions regardless on how small it is that aims at reducing  violence against women. The campaign aims to also influence social, economic and political changes within institutions that these people represent; are a member of; or interact with. The campaign attempts both to reach out at a scale to a variety of audience as well as effect change in deep seated attitudes, beliefs and practices.

2.2 Campaign Direction
Working through large scale public mobilisation followed by  sustained interactions triggering the cycle of change among individuals, communities and institutions , the campaign attempts to identify and challenge deep seated gender-based attitudes, customs, and practices that endorse inequity and discrimination in these societies.

2.3 Campaign Constituency
The campaign works to influence:

• Ordinary men and women to take a stand against violence against women, stop and prevent violent behaviour and influence their peers to do the same

• Young people to break the silence that surrounds violence against women, take a stand against it, adopt gender-equal values in their own lives and influence their peers to do the same

• Individuals in State and social institutions to develop and implement policies and programmes (norms and mores in case of social institutions) to prevent violence against women and provide adequate sanctions against perpetrators of such violence.

2.4‘We Can’ Communication Strategy
Change needs to happen at the level of the individual and at the level of the community, so campaign communications are directed at both.

Changing beliefs and practice is a long process and needs repeated engagement, through events, discussions, materials and actions, at both individual and community level.

 The campaign communication strategy thus recognises that individuals and communities will be willing to change if they feel that –
- Change is possible
- Change is positive

The communication strategy is rights-based, recognising that:
• Domestic violence affects everyone- women, men and children.
• Women and men are equally entitled to dignity, respect, freedom and safety.
• Society needs to recognise violence against women as a violation of women’s basic rights.

3.1 Guiding Principles
The following are the guiding principles of the communication strategy:
• Rights based
• Challenge stereotypes
• Inspiring, Engaging
• Non-judgemental, avoid blaming and accusations
• Positive, Practical
• Constructive approach
• Targeted, Cost effective
• Maintain dignity of characters
• Get people talking, encourage them to think and feel something


 3.2 Campaign Phasing and Messaging

The ‘We Can’ communication strategy aims to engage individuals and communities in personal and collective processes of reflection and critical thinking to inspire encourage and enable positive change in attitudes and behaviour. The communication strategy is linked to the campaign model of change, with targeted messages for the different phases of change, though there is inevitably some overlap and links to each other. The campaign has three phases that overlap each other and currently we are developing phase one two and three messages.

Phase 1 - Mobilising change makers: The change makers’ initial engagement with the campaign results in mobilisation and in this phase, the campaign aim remains to help the change maker’s move from pre-contemplation to contemplation as well as preparing them to take actions. Some change makers might start taking small actions in their personal sphere at this stage itself, while others might take longer to move to a stage of taking actions.
Alongside mobilising change makers, during this phase, the campaign alliance members also create a visibility for the campaign itself and mobilise other allies from diverse sectors – media, corporate sector, government bodies, large networks etc.  

The key messages of the campaign in this phase focus on:
• Basic information about ‘We Can’ campaign
• Call to join ‘We can’ campaign (for individuals as well as for potential allies)
• Creating an understanding of violence against women – different forms and everyday nature of violence
• Change makers making a visible, public declaration for not committing/ tolerating violence in their own life and talking to ten others about the issue
• Interactive materials that change makers can use for themselves as well as to initiate discussion with others around them
• Creating a sense that VAW is not acceptable and there is a need to change
• Change begins with me – I need to introspect and change my own attitudes, beliefs and practices before changing the society
• Interactive materials for public events
• Media materials



Phase 2 - Networking and Deepening of Change: Once change makers are mobilised and a basic awareness and understanding about violence against women is created, the change makers have to be re-engaged to deepen their understanding of violence, focusing on underlying power issues. Since this is a mass mobilisation campaign, the numbers of change makers to be re-engaged is very large and the communication vehicle has to be chosen strategically to meaningfully reach out and re-engage the change makers.
While the old change makers are re-engaged, the campaign continues mobilising new change makers through new alliance members as well as through the old change makers themselves.

The messages during this phase focus on:
• Strengthening campaign identity
• Re-engage change makers
• Deeper understanding of power issues underlying violence against women
• Creating and popularising alternate role models of equality and justice
• Document and share change makers stories
• Support change makers to take actions in personal life as well as in the community or institutions that they are part of
• Support change makers to engage new change makers
• Facilitate networking among change makers
• Ensuring the campaign message remains unchanged down the chain of change makers
• Interactive materials for public events
• Media materials

Phase 3 - Institutional change: While continuing to support individual change makers through their stages of change and different types of actions in personal and public spheres, this phase will have an added focus on engaging and supporting institutions as change makers. The ‘Tunaweza’ campaign has identified four institutions – police, local government authorities, schools and media that would be targeted as strategic institutions

The messages in this phase will focus on:
• Engaging institutions to get them interested in supporting the campaign
• Inspiring institutions to move from ‘support’ to ‘Being institutional change makers’
• Supporting material for active policy, programme change at institutional level
• Documentation and sharing
• Wider dissemination to other actors

In the past two years, several communication materials have been produced for the campaign. However, the campaign alliance members feel now there is a need to have a greater diversity of materials for phase 1 , 2 and fresh materials for phase 3.

4. Purpose and objectives of the assignment
The overall purpose of this assignment is to engage a consultant who will work closely with the alliance core group to understand the campaign, the specific needs of behaviour change messages and materials for publication pertaining phase 1, 2 and 3.

5. Methodology
1. The consultant will study the documents relating to the campaign globally and in Tanzania
2. The consultant will review the communication materials developed before
3. The consultant will hold discussions with Core alliance representatives to identify the current needs of the campaign
4. Based on discussions, the consultant will come up with ideas on how to go about it, types of messages and form of delivering the message.
5. Consultant will agree with the group on the materials to be developed  and messaging (at least one general campaign information material (e.g. brochure, flier); and some material for phase 1, 2  and 3 communication)
6. Develop materials as per the agreement and share with core alliance group members for verification and approval

6. Outputs
- BCC messages developed

7. Key Skills and Competencies Desirable in the Consultant
Communication is a critical element in the ‘We Can’ campaign and it is crucial to get it right. Therefore, we are looking for a consultant who:
• is well aware of the Violence Against Women issues, especially the underlying attitudes, beliefs and practices that result in violence against women
• Has good communication and training
• has a very good understanding of women’s rights, inclusiveness, diversity
• has an understanding of behaviour change communication
• has previous experience of conceptualising and developing communication materials
• is highly creative and participatory in approach
• has experience in developing material suitable in Tanzania context
• has experience in developing communication materials for large-scale campaigns targeting diversity of audience
• has experience in developing positive and interactive communication
• has experience using interactive multi-media formats


8. Duration and Time frame.

The exercise is projected to take 5 working days, but this will also be discussed between the consultant and Oxfam. We can add the following

The consultancy shall start immediately the contract is signed

Dates Activity
1st Sept, 2013 Signing of contract
7th Sept, 2013 Reviewing the available materisl etc
21st  Sept, 2013 Submit a first draft of BCC developed
25th Sept, 2013 Core alliance team  provide feedback and comments on  draft developed BCC
30th Sept, 2013 Final BCC materials submitted  to Oxfam


Logistics and Timeline
Detailed logistics and Terms of Payment will be featured in the Contract to be signed by both parties. .
• The Contract shall be read in conjunction with these Terms of Reference and the schedule of work enlisting all specific tasks and activities to be carried out.
• Upon signing, this ToR will be into effect from 20th August to 15th Sept 2013.
• The consultant will need to closely work with designated who will from time to time inform, update and advise Core Alliance Group accordingly.
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• Interested parties should submit a statement of interest including a methodological proposal, expected number of days, a budget detailing costs by activity (max. 3 pages) and the CVs of all team members by 274th June August 2013 to Furaha Kimaro, Gender Justice Programme Officer. Email: fkimaro@oxfam.org.uk copied jmnwele@oxfam.org.uk