Consultants to Conduct National Mapping (2 positions)

Job Description

Introduction

Established in 1951, IOM is a Related Organization of the United Nations and the leading UN agency in the field of migration. Working closely with governmental, intergovernmental and non-governmental partners, IOM promotes humane and orderly migration for the benefit of all. It saves lives and protects people on the move, drives solutions to displacement, and facilitates pathways for regular migration, while providing services and advice to governments and migrants. 

IOM is committed to fostering a respectful, inclusive and supportive workplace where all employees can thrive professionally and feel valued. By creating such an environment, IOM aims to better harness the full potential of migration and strengthen its support to people on the move.

IOM invites candidates from diverse backgrounds to apply and provides reasonable accommodation throughout the recruitment process when required. Learn more about IOM’s workplace culture at IOM workplace culture | International Organization for Migration

Project Context and Scope

Central Asian countries face complex migration dynamics that require stronger and more coordinated protection systems for all vulnerable migrants. While all five countries have adopted anti-trafficking legislation, broader categories of migrants in vulnerable situations, such as irregular migrants, stranded individuals, and migrant workers facing violence and abuse, often remain insufficiently covered in policy and practice.

Despite progress in legal frameworks and capacity-building, the identification and referral of vulnerable migrants remain inconsistent. Mechanisms such as National Referral Mechanisms exist across the region but are not fully operational, and implementation gaps continue to limit effective support. Institutional coordination also remains a challenge, with responsibilities spread across multiple agencies and often lacking clear procedures or accountability. This leads to fragmented responses, weak data collection, and reactive rather than strategic approaches. Similar gaps are evident in child protection systems, which are not always adequately adapted to the needs of children on the move. Service provision is uneven, with significant barriers to access for many vulnerable migrants due to legal, administrative, or geographic constraints. While some support services exist, their availability and accessibility vary, particularly in remote and border areas, limiting timely and comprehensive assistance.

Given these challenges, a comprehensive national mapping is required to address the persistent gaps between policy and practice across Kyrgyzstan. The mapping will systematically review and assess existing national frameworks, including legislation, policies, standard operating procedures, tools, and service provision mechanisms, to identify areas where implementation is falling short.

It will examine key questions such as the adequacy of legal frameworks in covering all forms of vulnerability, the availability of clear guidance and capacity for frontline actors to identify and assist vulnerable migrants, the effectiveness of inter-agency coordination and referral processes, and the extent of geographic and thematic service coverage. By identifying bottlenecks and gaps, the mapping will generate an evidence-based foundation to strengthen protection systems and improve outcomes for vulnerable migrants at the national level.

This initiative is closely aligned with a parallel regional assessment covering Central Asia, which analyzes cross-cutting trends and shared challenges across countries. The regional study provides a comparative perspective, while the national mapping offers a more in-depth analysis of country-specific contexts and institutional realities.

The two efforts are mutually reinforcing: insights from the regional assessment, including common challenges and good practices, will inform the national analysis, while findings from the national mapping will contribute to a more nuanced regional understanding. Coordination mechanisms will be established to ensure complementarity, facilitate information sharing, and avoid duplication of efforts.

The mapping will identify priority actions required to operationalize existing frameworks and address identified gaps, including the development of standard operating procedures, strengthening inter-agency coordination, enhancing service provision, and delivering targeted capacity-building. It will inform the development of practical, user-oriented SOPs and guidance tailored to the national context, supporting frontline practitioners in improving protection for vulnerable migrants.

In addition, the mapping will establish a baseline of existing capacities and gaps, enabling the measurement of progress over time. Overall, it will serve as a critical step toward translating policy commitments into effective, system-wide protection outcomes.

Objectives and Scope of Mapping
 

The assignment will pursue the following objectives:
•    Inventory of Frameworks and Tools: Systematically document and review relevant legal frameworks, policies, standard operating procedures (SOPs), and practical tools related to the protection of vulnerable migrants. This includes national legislation, government strategies, inter-agency protocols, and operational tools, providing a comprehensive overview of the existing protection architecture.
•    Assessment of Implementation and Gaps: Evaluate the effectiveness of implementation of existing frameworks and identify legal, operational, and resource gaps. This includes assessing alignment with international standards, the practical accessibility of rights and services, and the extent to which SOPs and guidelines are applied in practice.
•    Service Provision Mapping: Map available services and support mechanisms, assessing their capacity, accessibility, and geographic coverage. The analysis will also examine referral pathways and coordination among relevant actors, identifying bottlenecks and gaps in assistance delivery.
•    Focus on Vulnerable Sub-Groups: Analyze the extent to which existing systems address the specific needs of particularly vulnerable groups, including unaccompanied and separated children, victims of exploitation, and migrants in irregular or crisis situations, highlighting areas requiring targeted responses.
•    Identification of Priority Needs for SOPs and Guidance: Identify areas where new or strengthened SOPs, protocols, or tools are required, translating findings into concrete recommendations for improving operational guidance and strengthening protection systems.

Scope of Work: This is a national-level assignment focusing on Kyrgyzstan’s internal frameworks and practices. It will cover:

• All relevant governmental levels – from national ministries and their policies down to local agencies/provinces where services are delivered – to understand how national guidance is implemented locally and identify any local variances or challenges.

• Multiple sectors involved in protection – including immigration/border authorities, law enforcement, social services, child protection agencies, healthcare providers, labor inspectors, and judiciary (where relevant, e.g., in how courts handle trafficking cases or guardianship issues). The mapping will consider how these sectors interact in cases involving vulnerable migrants or trafficking victims.

• Time frame: The mapping will look at the current situation but will also take into account any recent changes (e.g., new laws or pilot programs introduced in the last 1-2 years) and incorporate lessons from recent events (for example, how the system responded during the COVID-19 pandemic or other crises, which might have exposed strengths and weaknesses in assisting migrant populations).

• Exclusions: This mapping will not duplicate the broader regional analysis of trends or engage in cross-country comparisons (except as context). It is centered on Kyrgyzstan’s situation. Also, while it will consider related areas (like labor migration governance or asylum procedures) insofar as they affect protection outcomes, it is not a general migration policy review; the emphasis will remain on protection aspects (safety, rights, services for vulnerable individuals).

  • National Legislation and Policies: Collect the texts (and any available analyses) of laws, regulations, and policy documents related to migrant protection, child protection, and anti-trafficking. This includes documents such as: the Law on Combating Trafficking in Persons (2024) and its implementing decrees; the Law on Migration or relevant immigration acts; labor laws governing migrant workers; the Law on Special Social Services (which underpins assistance to vulnerable groups, including any standards for trafficking victim care); child rights and child protection laws; and any national strategies or action plans (e.g., a National Action Plan on TIP, National Children’s Rights Strategy, etc.). If available, also review bilateral agreements or regional agreements that Kyrgyzstan is party to, that affect migrant protection (like labor migration agreements with destination countries, or regional cooperation frameworks via the CIS or Almaty Process).

  • Existing SOPs, Guidelines, and Tools: Gather any formal SOPs, referral mechanisms, or guidelines used in practice. For example, Standard Operating Procedures for the identification and referral of TIP victims if formally endorsed; guidelines for border officials on dealing with vulnerable individuals; procedural instructions circulated within ministries (like an internal memo detailing how police should handle cases of child trafficking, etc.) and tools like screening forms or databases. Also collect training materials or manuals that reflect the current practices and advice given to frontliners (for instance, training curricula for police or social workers on trafficking or child protection, which often summarize procedures).

  • Previous Assessments and Reports: Importantly, leverage the wealth of existing research relevant to this mapping. This includes prior national evaluations or studies – e.g., evaluation reports of past projects (such as IOM’s 2025 evaluation of victim identification efforts), NGO reports on service gaps, government or donor assessments, and international reports like the U.S. State Department’s annual Trafficking in Persons (TIP) Report for the country or UN Committee observations on child rights. The consultant will also use findings from the regional assessment and the 2017 IOM regional vulnerability study (which has country-specific insights) to inform the context. Another key resource will be IOM’s Migration Tracking/Displacement Tracking Matrix (MTM/DTM) data: any available country-specific MTM reports or datasets, such as Baseline Mobility Assessments or flow monitoring data that shed light on migration patterns, will be reviewed for relevant statistics (e.g., number of returnees, profiles of migrants). Government statistics on trafficking cases, migrants in vulnerable situations assisted, or hotline call data will also be collected if accessible.

  • International Standards/Best Practices: To form the benchmark for analysis, the desk review will include key international guidance documents. For example: the UN Trafficking Protocol and recommended practices for NRMs; UNICEF/IRC guidance on protecting children in migration; and IOM’s own frameworks like the Guidance for the Protection, Care and Assistance of Vulnerable Migrants or the IOM Handbook on Direct Assistance for Victims of Trafficking. This will help in evaluating whether Kyrgyzstan’s frameworks meet international norms and where adjustments might be needed (e.g., does the national law enshrine the principle of non-punishment for victims? Is there a policy for providing a reflection period? Are the SOPs gender- or child-sensitive as recommended?). The desk review phase will result in a synthesized baseline summary (to be included in the Inception Report and later the mapping report), listing what frameworks exist and highlighting known gaps from literature. It will also identify any contradictory or overlapping guidelines that need clarification during field inquiry.

In summary, the mapping’s scope is deliberately comprehensive within the country: it covers the legal/policy environment, the operational tools and practices, and the available services, all through the lens of protecting vulnerable migrants, children, and trafficking survivors from exploitation, abuse, and violence. The ultimate objective is to use this detailed picture to inform very practical outputs (like SOPs) that will improve daily practice.

Methodology

The consultants will use a mixed-methods approach to gather and analyze information. The methodology combines: (a) desk-based research; (b) stakeholder consultations (key informant interviews, focus groups); (c) field observations; and (d) collaborative validation and planning for SOP development. Throughout, the approach will be participatory, involving relevant national stakeholders to ensure accuracy and buy-in. Coordination with the regional assessment team will be maintained to share relevant data and avoid overlapping in efforts. Key components of the methodology are:

1. Desk Review of Documents and Data: A comprehensive desk-based review will compile and examine all relevant existing documentation, including:

2. Key Informant Interviews (KIIs):

• The consultants will conduct semi-structured interviews with a broad range of stakeholders who have first-hand knowledge of how protection of migrants, children, and trafficking survivors works in practice. Anticipated KII participants include:

  • Government Officials: from key ministries and agencies – for instance, the Ministry of Internal Affairs, the Ministry of Labor and Social Protection, the Ministry of Health (for healthcare access issues), border guard service leadership, and any national coordination committee/secretariats. Interviews with these officials will clarify official procedures, government perspectives on challenges, and planned reforms.

  • Service Providers and Local Authorities: frontline officials such as shelter managers (both state-run and NGO-run shelters), coordinators of crisis centers or trafficking victim support centers, managers of migrant resource centers, and local government social service departments. These interviews will yield insights into day-to-day operations, caseloads, and common obstacles encountered in assisting people.

  • Judiciary and Law Enforcement: judges or prosecutors who have handled trafficking cases (to discuss how victim protection is ensured during trials, etc.), and law enforcement representatives from specialized units (like anti-trafficking police, juvenile police, or immigration enforcement) at the operational level. They can speak to how cases are identified and processed, and any legal/procedural hindrances they see.

  • Civil Society and International Organizations: NGOs that work with migrants or trafficking survivors (for example, organizations running hotlines, legal clinics, or advocacy groups for migrant workers) and international agencies (IOM, UNHCR, UNICEF, UNODC, local Red Crescent, etc.). These stakeholders often have a holistic view of the system gaps and can provide case examples. They might also have data (like number of clients assisted, types of problems) that will feed into the mapping. For child-specific matters, organizations focusing on children’s rights or child protection will be included.

  • Migrant Community Representatives: where feasible, interviews will be sought with leaders or members of migrant communities or diaspora groups (e.g., an association of migrant workers from a neighboring country, or a community leader in an area with many returnees). Their perspective can highlight issues not visible to authorities, such as informal barriers or abuses that go unreported.

• A flexible interview guide will be used, tailored to each type of informant. For example, government officials will be asked about formal processes and coordination, whereas NGO staff will be asked about case experiences and practical gaps. At least 15-20 KIIs are expected, covering all key sectors and including multiple regions if possible (not just capital-based officials). Interviews will be conducted in the preferred language of the informant (with translation if necessary). All interviews will be conducted with informed consent, assuring anonymity in the report if requested.

  • One possible FGD is with frontline service providers (for example, social workers, NGO case managers, shelter staff) to map out the current referral process collectively – essentially a “walk-through” of what happens from identification to assistance, identifying points where things work or break down. This group setting can spark discussion about inter-agency cooperation and allow participants to build on each other’s inputs.

  • Another FGD could be with beneficiaries or community members – for instance, a group of returned migrants or family members of migrants in a community heavily affected by migration. Conducted carefully (and only if participants are willing), such a discussion can reveal how migrants perceive the accessibility and helpfulness of services. Alternatively, a focus group with trafficking survivors could be considered if an NGO can facilitate it ethically and if survivors are comfortable discussing general experiences (without detailing personal trauma). The aim would be to learn what helped or didn’t help them during their recovery.

  • If a formal FGD with beneficiaries is not feasible due to sensitivity, the consultant might consider group interviews with migrant community leaders or with people who can aggregate community views (like NGO outreach workers who regularly talk to migrants).

• All FGDs will be done in a safe, confidential setting. Especially for any involving vulnerable individuals, the environment will be non-intimidating (e.g., at an NGO center rather than a government office) and moderated by someone skilled in communicating with that group (for a women’s group, a female facilitator; for an adolescent group, perhaps a youth-friendly approach, etc.). The discussions will be semi-structured to cover topics like “knowledge of rights”, “experiences with authorities or services”, and “suggestions for improvement”.

  • Protection service facilities: such as a trafficking shelter, a migration “adaptation center” for migrants (if any exists), a child shelter or center that has hosted unaccompanied minors, or a one-stop service center for migrants. During these visits, the consultant can observe conditions, review any in-house procedures, and have informal conversations with staff (and possibly beneficiaries if appropriate) to gain insight into daily operations and challenges.

  • Border or entry/exit points: a visit to a major border crossing or airport immigration unit could be insightful to observe how vulnerable individuals might be identified (e.g., are there posters about trafficking, do border guards have any screening processes for minors traveling alone, etc.). If a direct visit isn’t possible, an interview with border officials combined with photographs or descriptions of the facilities can be a substitute.

  • Regional/local authorities: travel to one or two regions outside the capital where migration or trafficking issues are prominent (for example, a province with many labor migrants, or a town known as a transit point). Meeting local police, social services, and NGOs there helps to see how national policies trickle down and if there are local initiatives or obstacles. These observations will enrich the analysis with concrete examples and will be described in the report as short case vignettes (for instance, “Observation at X border checkpoint revealed no dedicated space or protocol for screening vulnerable travelers, highlighting a gap in front-line detection.”).

3. Focus Group Discussions (FGDs) and Community Consultations:
To supplement KIIs and capture interactive insights, the consultants will organize a few focus group discussions or group consultations:

4. Field Visits and Observational Research:

The consultants will undertake field visits to observe facilities and processes first-hand. Potential visits include:

5. Survey Questionnaires (if needed):

If some information is better collected systematically, the consultants may design short questionnaires to be distributed to target respondents. One idea is a service mapping survey to send to NGOs and government agencies in different regions, asking them to list what services they provide to the target groups, capacity (number of cases assisted, etc.), and their assessment of gaps. This can ensure that smaller or far-flung service providers’ perspectives are captured without needing in-person visits to all. Another could be a simple survey among front-line officials (anonymously) about their familiarity with SOPs or their training needs. The necessity and feasibility of surveys will be determined during inception – considering factors like internet access of respondents and language – and any such survey will be approved by the project steering team before dissemination.

6. Collaboration with National Authorities and Regional Team:

A core aspect of the methodology is close collaboration with national stakeholders throughout the process. Early on, the consultants will work with the commissioning agency to establish a National Reference Group or Task Force for this mapping. This group may include representatives from key government bodies (e.g., Ministry of Interior, Ministry of Labor, Social Protection and Migration, etc.), the office of the Chair of the Almaty Process (if they have a national focal point), and possibly civil society reps. The reference group will be consulted on the design (validating research questions and priority areas) and will facilitate access (e.g., endorsing official letters to invite participants to interviews/FGDs). This ensures government ownership and accuracy of information (members can point to the latest policy updates, etc.).
Coordination with the Central Asia regional assessment team will also be maintained. The consultants will share relevant findings from this national mapping that could feed into regional analysis (and vice versa). For example, if the regional team has data on migrant flows or common issues, the national consultants will integrate that context. Periodic check-ins (perhaps monthly) between the national and regional teams (if different) will help align findings and avoid duplication of contacting the same stakeholders twice with similar questions.

7. Data Analysis:

The consultants will analyze all collected data using a triangulation approach – comparing information from different sources to build a reliable picture. Qualitative data from interviews and FGDs will be coded according to themes matching the research questions. For instance, all mention of “lack of coordination” or specific phrases like “no clarity on who should…” will be grouped under the coordination theme. Particular attention will be paid to concrete examples provided by stakeholders (and some may be included as anonymized case studies in the report to illustrate points). Quantitative or categorical data (like number of services, statistics on victim identification, etc.) will be tabulated or charted to show patterns (for example, a table of how many victims were identified vs. assisted, to see attrition). Where possible, the analysis will identify root causes of gaps – distinguishing between issues of capacity (training/resources) versus issues of policy (legal barriers) versus issues of coordination. This cause analysis will inform the kind of solution needed (e.g., training vs. law change vs. new SOP). The MTM and official data will be used to contextualize and validate anecdotal evidence (for example, if interviews say “many migrants don’t have info”, and a survey finds only 20% know about a hotline, those reinforce each other). Throughout, the consultants will maintain a matrix linking each key research question to the evidence gathered, ensuring the final report systematically answers each one.

8. Validation and Feedback:

After drafting the mapping findings and preliminary recommendations, the consultants will convene a Validation Workshop (or a series of meetings) at the national level. This workshop will bring together the stakeholders – government officials, NGO representatives, and possibly some international partners – to review and discuss the findings. The consultants will present the key findings (gaps identified, etc.) and proposed areas for SOP development. Participants will be invited to verify the accuracy (correct any factual errors), and importantly, to give their input on the recommendations and next steps. This is especially crucial for the SOP/guidance development aspect: the workshop can include a brainstorming session on what the new or revised SOPs should cover and how to ensure they are adopted. For instance, if the mapping finds confusion in roles, the group might decide an inter-agency SOP clarifying roles is needed, and they might outline its contents right there. The feedback from this workshop will be documented and incorporated into the final outputs. Such participatory validation not only improves the quality of the report but also fosters consensus and momentum among stakeholders to implement the recommendations.

9. Developing SOPs/Guidance (Initial Drafting):

In parallel with finalizing the mapping analysis, the consultants will begin drafting the required Standard Operating Procedures or guidance documents identified as priorities. The methodology for this task involves working closely with the relevant agencies that will own those SOPs. For example, if one deliverable is a Revised National Referral Mechanism SOP for trafficking victims, the consultants might set up a small working group with members of the national TIP Commission or key ministries to co-develop the SOP, using the mapping findings as a guide to address previous shortcomings. If an SOP for handling unaccompanied minors is needed, the consultants will collaborate with the child protection authority and perhaps UNICEF experts to outline best practices. The idea is to ensure the SOPs are customized to local context (reflecting national legal terms, institutional names, etc., and realistic procedures given resources) while drawing from global best practices. The draft SOPs will undergo review by stakeholders (maybe the same validation workshop can double as an SOP planning session). Eventually, the consultants will produce finalized versions after incorporating all feedback. 

10. Ethics and Confidentiality:

The methodology will adhere to strict ethical standards. The mapping deals with sensitive issues of exploitation and abuse; thus, the consultants will ensure confidentiality of testimonies and data. Identifiable personal stories will not be publicized without consent; findings will be aggregated or anonymized. Any participation by vulnerable individuals will be on a voluntary basis with informed consent, and the consultant will coordinate with service providers to have support available if discussing traumatic experiences triggers distress. Data protection measures will be followed for any personal data collected. Additionally, to avoid assessment fatigue and duplication, the consultants will coordinate with ongoing initiatives (e.g., if another organization is simultaneously surveying migrant needs, efforts will be synergized). Finally, conscious of not raising unrealistic expectations, the purpose of the mapping will be clearly communicated to participants – that their input will feed into improved practices and possibly new SOPs, and that this is a diagnostic step, not an immediate service delivery.

By following this methodology, mapping is expected to yield a rich, well-validated set of findings. The approach ensures that both documentary evidence and ground realities are captured, and that stakeholders are engaged in the process (paving the way for smoother implementation of recommendations). It balances comprehensiveness with practicality – aiming to get the information that matters for making improvements. The combination of research and immediate follow-up drafting of SOPs means the project moves swiftly from analysis to action. All methods and tools used will be documented, and any limitations (like areas where data was not obtainable or stakeholders unreachable) will be transparently reported in the final report.

Organizational Department / Unit to which the Consultant is contributing: Protection and Crisis Response Unit, Enhancing Protection of Migrants from Violence, Exploitation and Abuse in Central Asia, PX0711.
 

Responsibilities

Category B Consultants: Tangible and measurable outputs of the work assignment

The consultant will deliver the following key outputs. The timeframe for this assignment is expected to be approximately 4 months (16 weeks) from the start date, with the possibility of a short extension for final SOP finalization if needed. Each deliverable will be submitted in draft form for feedback from the commissioning agency and relevant stakeholders and finalized thereafter. The anticipated deliverables and schedule are:

Note: The above timeline assumes timely availability of stakeholders for interviews and workshops. Should any delays occur (e.g., difficulty scheduling key interviews due to holidays or unforeseen events), the schedule may be adjusted in consultation with the commissioning agency. However, every effort will be made to adhere to the 4-month timeframe.

Throughout the assignment, the consultants will also provide brief informal updates (e.g., bi-weekly emails or calls) to the project manager to report on progress and any issues. This ensures transparency and allows for real-time troubleshooting (for example, if the consultant needs assistance getting data from a government office, the project can intervene).

Each deliverable is subject to approval by the commissioning agency (and, where applicable, by the government counterpart if they are formally involved in oversight). 

By the end of this schedule, IOM will have both a deep analytical report on its protection systems and a set of concrete tools (SOPs/guidelines) geared towards addressing the gaps identified – fulfilling the objective of moving from assessment to actionable improvement.

Performance indicators for the evaluation of results

The consultants will be responsible for conducting all aspects of the mapping and SOP development as per this ToR. This includes developing the detailed methodology and work plan (in the inception phase), carrying out the desk review and analysis, scheduling and conducting interviews/focus groups, visiting field sites (as agreed), and collecting all necessary information. The consultants will maintain detailed notes and records of findings to support analysis and citations in the report. They will lead the analysis and drafting of the mapping report and recommendations. Subsequently, they will draft the required SOPs/guidance documents, coordinating with stakeholders during that process. The consultants must ensure that all outputs are of high quality, delivered on time, and in line with the ToR. They are also expected to maintain regular communication with the commissioning agency, flagging any difficulties promptly (e.g., if certain data cannot be obtained). Moreover, the consultants will facilitate the validation workshop and any meetings, which involve preparing materials and guiding discussions. They should approach the role with sensitivity and professionalism, especially when engaging vulnerable groups, upholding ethical standards throughout.

Payment of milestones will be tied to the acceptance of key deliverables (see Budget Considerations). The Final Mapping Report and Final SOPs are the core outputs that signify the completion of the consultancy. 

Qualifications

Education, Experience and/or skills required

The consultants conducting this national mapping should possess a blend of expertise in migration protection, legal/policy analysis, and on-the-ground research skills. The required qualifications include:

• Educational Background: An advanced university degree in a relevant field such as Law, International Relations, Social Work, Migration Studies, Human Rights, Development Studies, or Child Protection. A combination of a Bachelor’s degree with additional years of experience in these areas may be acceptable, but a Master’s or higher is preferred for the consultants.

• Technical Knowledge and Experience:

  • At least 5-7 years of professional experience in fields related to migration, human trafficking, child protection, or social protection. The consultants should have demonstrable experience working on issues of migrant vulnerability and protection and/or counter-trafficking. For example, experience in developing or evaluating NRMs, victim assistance programs, or child protection systems will be highly valued.

  • Strong experience in conducting policy and legal analysis. The consultants should be comfortable reading and interpreting laws, regulations, and policy documents, and assessing them against international standards. Prior work on legal assessments or strategy development in the context of migration or TIP (like drafting a gap analysis of a country’s anti-trafficking law or reviewing the effectiveness of a migration policy) would be ideal.

  • Proven experience in qualitative research and assessment. This means the consultants has a track record of conducting interviews, focus groups, etc., and producing analytical reports. Publications or reports from previous consultancies (especially those involving mapping or needs assessments in protection areas) should be provided as samples. 

• Country/Regional Expertise:

  • In-depth understanding of the context of Kyrgyzstan and Central Asia. Ideally, the consultants have prior working experience in Kyrgyzstan or at least in the Central Asia region or CIS countries. This includes familiarity with the institutional structures and cultural norms of the country. For example, knowledge of how the social service system is structured (what ministries do what), or awareness of migration trends involving Kyrgyzstan, is important.

  • Existing networks or relationships in Kyrgyzstan (e.g., contacts in government or civil society related to migration/TIP) would greatly facilitate the work, although not strictly required.

  • If the consultant is not a Kyrgyzstan national, they should demonstrate an ability to quickly get up to speed with local context and ideally have conducted similar assignments in environments with comparable governance and social contexts.

• Language Proficiency:

  • Fluency in Kyrgyz/Russian is required for conducting interviews and reading local documents. Many official documents and discussions may occur in Russian, given its common usage in Central Asia. The ability to review materials and conduct discussions in these languages is crucial.

  • Proficiency in English is highly desirable for reporting purposes. The final report needs to be in English/Russian. English is also useful for engaging with international stakeholders and referencing international materials.

• Communication and Facilitation Skills:

  • Excellent interpersonal skills to engage a diverse range of stakeholders – from government officials to vulnerable individuals – with tact and clarity. The consultant must be able to conduct interviews and focus groups effectively, listening actively and asking the right probing questions.

  • Strong facilitation skills for the validation workshop and any group discussions. The consultant should be adept at presenting complex information in an accessible manner, and guiding discussions to be productive.

  • Strong analytical writing skills to produce clear, structured, and insightful reports and SOPs. The writing should be both technically sound and understandable to non-specialist readers (since the audience includes government officials who may not be experts in every area).

• Project Management and Organizational Ability:

  • Ability to work independently and manage the workload within the agreed timeline. The consultant should demonstrate strong organizational skills – planning field visits, scheduling interviews (and being persistent yet diplomatic in securing those meetings), and keeping track of large amounts of information (notes, transcripts, documents).

  • The consultant should also be flexible and problem-solving oriented – for instance, if a planned workshop is delayed, they adjust accordingly; if initial informants provide new leads, they can incorporate additional interviews within scope.

• Ethical Standards and Cultural Sensitivity:

  • Demonstrated commitment to research ethics, particularly when dealing with human subjects. Experience handling sensitive interviews (with trauma survivors, children, etc.) and training in ethical guidelines (such as not re-traumatizing victims, ensuring confidentiality) will be considered a plus.

  • Cultural sensitivity: The consultant should be aware of and respectful toward the cultural and social norms of Kyrgyzstan. This implies understanding how to approach discussions on topics that may be taboo or sensitive (e.g., sexual exploitation) in a manner that is acceptable locally. It also means being gender-sensitive and child-sensitive in approach.

  • The consultant should not have any conflict of interest (for example, not be a current employee of one of the agencies being assessed, unless explicitly agreed as a peer review role).

Candidates will be evaluated based on these qualifications. The CV/resume should clearly outline how the consultant meets these requirements, citing relevant experience and providing references or prior work samples. 

Budget Considerations

The budget for this assignment will cover the consultant’s professional fees as well as necessary expenses related to the research activities. While specific figures are omitted here, proposals should provide a detailed breakdown of costs. Key considerations include:

• Professional Fees: The consultant should propose a daily or monthly rate and an estimated number of working days for each major task (inception, data collection, analysis, reporting, SOP drafting). The total professional fee should be commensurate with the level of effort and in line with market rates for similar expertise in Kyrgyzstan or the region. (For context, consultancies requiring this level of expertise in Central Asia often range in the few hundred USD per day for senior consultants, but cost norms will be followed.) Competitive pricing will be a factor, but the emphasis is on value for money – strong expertise and efficient use of time.

• Travel and Field Costs: The assignment will likely require in-country travel. The proposal should budget for trips to at least 2 regions outside the capital (for example, travel to two provincial capitals or border towns for field visits). This would include transport (economy-class airfare or train far, or car rental/driver costs if by road) and daily subsistence (accommodation, meals) for each trip. The number of days per trip and number of trips should be estimated. All travel must align with the commissioning agency’s travel policies (e.g., economy class, UN DSA rates or similar per diems). If the consultant is international and not based in Kyrgyzstan, travel from home base to Kyrgyzstan should also be budgeted (economy airfare and accommodation for the on-site duration). However, the preference might be to hire someone already on-site or in the region to minimize travel costs, unless necessary.

• Workshops/Meetings: While the main validation workshop costs (venue, participant travel, refreshments) will typically be covered by the project separately, the consultant’s budget should include any costs for facilitation materials (e.g., printing handouts) and the consultant’s own travel & accommodation to attend the workshop (if not already on-site). If any smaller consultation meetings are planned (like a half-day roundtable with stakeholders during data collection), these will likely be arranged by the commissioning agency, but the consultant might include minor costs for materials or local travel within the city.

• Communications and Miscellaneous: This could include costs for interpreting or translating services if the consultant doesn’t cover all languages. For instance, if the consultant needs professional translation of key documents from Russian/Kyrgyz to English for analysis or translating the final report and executive summary, that should be budgeted. Interpretation during some interviews or the validation workshop should also be considered. Additionally, any costs for survey tool subscriptions or data analysis software can be budgeted if needed (though free tools will be preferred). 

• Payment Schedule: Typically, payments are tied to deliverables. A possible schedule is: 20% upon approval of the inception report, 30% upon submission of the draft mapping report, 20% upon completion of the validation workshop, and 30% upon approval of the final report and SOPs. The ToR might outline this, or the contract will specify. The consultant should plan cash flow accordingly (e.g., initial expenses will need to be borne before the first payment).

The consultant is expected to implement the assignment cost-effectively. Use of virtual communication where possible (e.g., some interviews via video conference to reduce travel) is encouraged, although on-site engagement is valued for depth. 

In summary, while exact budget figures are to be proposed by the consultant, the expectation is that the resources are adequate to cover thorough national data collection and consultation, including some travel and the production of high-quality outputs, without unnecessary frills.

Required Competencies

IOM’s competency framework can be found at this link. Competencies will be assessed during the selection process.

Values - all IOM staff members must abide by and demonstrate these five values:

• Inclusion and respect for diversity: Respects and promotes individual and cultural differences. Encourages diversity and inclusion.
• Integrity and transparency: Maintains high ethical standards and acts in a manner consistent with organizational principles/rules and standards of conduct.
• Professionalism: Demonstrates ability to work in a composed, competent and committed manner and exercises careful judgment in meeting day-to-day challenges.
• Courage: Demonstrates willingness to take a stand on issues of importance.
• Empathy: Shows compassion for others, makes people feel safe, respected and fairly treated.

Core Competencies – behavioural indicators

• Teamwork: Develops and promotes effective collaboration within and across units to achieve shared goals and optimize results.
• Delivering results: Produces and delivers quality results in a service-oriented and timely manner. Is action oriented and committed to achieving agreed outcomes.
• Managing and sharing knowledge: Continuously seeks to learn, share knowledge and innovate.
• Accountability: Takes ownership for achieving the Organization’s priorities and assumes responsibility for own actions and delegated work.
• Communication: Encourages and contributes to clear and open communication. Explains complex matters in an informative, inspiring and motivational way.

Notes

IOM covers Consultants against occupational accidents and illnesses under the Compensation Plan (CP), free of charge, for the duration of the consultancy. IOM does not provide evacuation or medical insurance for reasons related to non-occupational accidents and illnesses. Consultants are responsible for their own medical insurance for non-occupational accident or illness and will be required to provide written proof of such coverage before commencing work. 

Any offer made to the candidate in relation to this vacancy notice is subject to funding confirmation.

Appointment will be subject to certification that the candidate is medically fit for appointment, accreditation, any residency or visa requirements, security clearances.

IOM has a zero-tolerance policy on conduct that is incompatible with the aims and objectives of the United Nations and IOM, including sexual exploitation and abuse, sexual harassment, abuse of authority and discrimination based on gender, nationality, age, race, sexual orientation, religious or ethnic background or disabilities.

IOM does not charge a fee at any stage of its recruitment process (application, interview, processing, training or other fee). IOM does not request any information related to bank accounts.

IOM only accepts duly completed applications submitted through the IOM e-Recruitment system (for internal candidates link here). The online tool also allows candidates to track the status of their application.

No late applications will be accepted. Only shortlisted candidates will be contacted.

For further information and other job postings, you are welcome to visit our website: IOM Careers and Job Vacancies

Required Skills

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