The International Rescue Committee (IRC) responds to the world's worst humanitarian crises, helping to restore health, safety, education, economic wellbeing, and power to people devastated by conflict and disaster. Founded in 1933 at the call of Albert Einstein, the IRC is one of the world's largest international humanitarian non-governmental organizations (INGO), at work in more than 40 countries and 29 U.S. cities helping people to survive, reclaim control of their future and strengthen their communities. A force for humanity, IRC employees deliver lasting impact by restoring safety, dignity and hope to millions. If you're a solutions-driven, passionate change-maker, come join us in positively impacting the lives of millions of people world-wide for a better future.

1. Background/IRC Summary:
In 2007, the IRC began providing humanitarian assistance to vulnerable and crisis-affected people in Jordan in response to an influx of Iraqi refugees and the strain on host communities. Following the eruption of the Syrian war in 2011, hundreds of thousands of refugees crossed into Jordan. The ongoing insecurity in Syria and the growing needs of refugees have strained Jordan’s resources and infrastructure and exacerbated pre-existing issues like water scarcity and high unemployment.
As resources become more limited, refugees and host communities have fewer economic opportunities and become more vulnerable. The IRC’s strategy for Jordan shows our commitment to improving the safety, health, education, and economic well-being of people affected by conflict, in camp-based (Za’atari camp) refugees and urban-based refugees as well as vulnerable Jordanian host community, in coordination with the humanitarian community and the Government of Jordan. Simultaneously, IRC in Jordan is pivoting to a more long-term resilience/development programming responding to the context in Jordan and the worsening vulnerabilities faced by refugees and vulnerable Jordanians.
The International Rescue Committee (IRC) in Jordan is implementing an integration activity between its Economic Recovery and Development (ERD) and Early Childhood Development (ECD) programs, funded by the LEGO Foundation. The activity builds on capacity-building support previously provided to four community-based organizations (CBOs) under the ECD program and now seeks to help these CBOs implement a social enterprise model building a business that funds their social programs.

1.1 The “Social Enterprise” Model
The model to be applied is a mission-driven business approach that balances financial sustainability with social impact. It is designed to help civil society actors plan for sustainability beyond project funding; recognizing that CBOs and CSOs are heavily reliant
on external funding from international organizations and donors by exploring diversified, sustainable revenue streams, including potential private sector collaboration.
The model aims to address youth and women unemployment, support marginalized communities, and promote economic resilience, with the CSO sustaining its own running costs and reinvesting profit into the business and/or expand their community-based initiatives.
The four partner CBOs are in four different locations:

• Mafraq
• Rusaifa
• Jabal Nasr, Amman
• Ma'an

Each CBO received support through the initial ECD capacity-building phase prior to this activity. During the previous phase, the CBOs participated in a series of Early Childhood Development (ECD) trainings covering key topics such as Social and Emotional Learning (SEL), Learning through Play, and other evidence-based approaches to quality ECD programming. The CBOs subsequently implemented ECD activities for children aged 3 to 8 years within their communities. Throughout the implementation phase, IRC technical staff and the implementing partner conducted regular field visits to observe service delivery, provide coaching and constructive feedback to facilitators, and strengthen the CBOs' capacity to deliver high-quality, sustainable ECD services. The upcoming activity focuses on strengthening the long-term sustainability of the CBOs through social enterprise development.

2. Purpose and Objectives of the Assignment
The IRC is seeking a qualified national individual consultant to work directly with the four partner CBOs to develop viable, context-appropriate social enterprise concepts within a defined funding ceiling, build their capacity to implement them, and support IRC in identifying which CBOs are best positioned to receive follow-on implementation funding.
Specifically, the assignment aims to:

• Screen each CBO's legal and regulatory standing to confirm it can generate and retain commercial income under its current registration, without restructuring.
• Fully assess the proximity market and organizational readiness of each of the four CBOs.
• Facilitate a structured ideation process with each CBO to develop a social enterprise idea that fits within the maximum allocated budget per-CBO funding ceiling, prioritizing low-capex, asset-light, and service-oriented models.
• Build with the CBO a financial model for each business idea that fits within that same funding ceiling.
• Design and deliver a package of training combining joint (all-CBO) foundational sessions and separate, CBO-premise sessions customized to each concept and identified need.
• Design a profit governance and reinvestment mechanism for each CBO, consistent with the social enterprise model's principles.
• Screen each business idea for basic risk and Do No Harm considerations.
• Propose selection criteria and methodology, for IRC sign-off, and support IRC in a joint panel to identify the two CBOs with the highest potential to receive follow-on implementation funding.
• Ensure all four CBOs receive their full business concept note and financial model, regardless of the panel's funding decision.

3. SCOPE OF WORK:
3.1 Legal and Regulatory Screening
For each CBO, the consultant will complete a screening checklist (not a standalone legal opinion) covering the CBO's registration authority (Ministry of Social Development, Ministry of Interior, or Companies Control Department, as applicable), and whether its current registration permits it to generate, retain, and reinvest commercial income without triggering restructuring, loss of non-profit status, or unexpected tax exposure. Findings feed directly into the feasibility of the business idea developed.
3.2 Market and Organizational Readiness Assessment

• Conducting field visits to CBOs, the consultant will assess:
• Local economic activity, value chains and gaps, unmet needs, competition, and entry points in the CBO's operating area
• The CBO's organizational readiness: governance, financial management maturity, staff/volunteer capacity, existing assets and space, and risk appetite

3.3 Training

• Based on the findings of the Market and Organizational Readiness Assessment, the consultant will develop training plans for the four CBOs. Training will combine two formats:
• Joint sessions (all four CBOs together, shared venue): examples of training but not limited to: foundational content on social enterprise concepts, basic financial literacy, costing and pricing, and governance basics for running an enterprise alongside a CBO's core mission
• Separate, CBO-premise sessions: coaching customized to each CBO's specific business idea, sector, local market, and organizational gaps identified in 3.2
• IRC will arrange and cover CBO’s travel and venue rental costs for joint sessions separately and are not charged to the consultant’s fee. The consultant is responsible for own travel costs.

3.4 Ideation
Based on the Market Assessment, the consultant will facilitate a participatory ideation process with each CBO's leadership and relevant staff/volunteers to generate and select
one viable social enterprise idea per CBO. Ideation must observe the following constraints:

• Estimated startup cost must fit within the maximum allocated budget per-CBO funding ceiling
• Preference for low-capex, asset-light, or service-oriented models over capital-intensive options (e.g. equipment-heavy production, retail buildout, inventory-heavy trading)
• The idea must incorporate a gender and youth inclusion lens consistent with the models aim to address women and youth unemployment
• Before the concept note is finalized, the CBO must have had at least one real conversation with a potential customer or buyer to sanity-check demand; a lightweight validation step embedded within this phase, not a separate mentoring stage
• Each idea will be documented in a business concept note, validated with the CBO.

3.5 Financial Modeling
For each CBO, the consultant will build a financial model: startup costs, pricing, break-even point, and a 12–24-month cash flow projection that fits within the allocated budget ceiling. A standardized model template, lightly customized per CBO, should be used to keep this efficient within the assignment's day budget.
3.6 Profit Governance and Reinvestment Mechanism
For each CBO, the consultant will design a simple mechanism governing how business profit is allocated; covering running costs, reinvestment into the business, and/or reinvestment into other community initiatives including decision rights and basic financial transparency and controls.
3.7 Risk and Do No Harm Screen
A lightweight risk screen per CBO, with support from IRC team members, covering reputational risk (perceived profiteering), conflict-of-interest risk (e.g. board members personally benefiting), and community-perception risk (e.g. perceived favoritism), embedded within the assessment and ideation phases rather than run as a standalone task.
3.8 Selection Criteria and Panel
The consultant will propose a selection methodology applying the following weighting, for IRC's review and sign-off before the panel convenes:
Financial viability: 55%
Social impact potential: 25%
Organizational readiness: 20%
On completion of ideation, financial modeling, and training, the consultant will compile a comparative assessment of all four CBOs against these criteria and participate in a joint selection panel with IRC appointed staff. The consultant prepares supporting documentation and a recommendation; the final selection decision is taken based on a voting mechanism following the panel review. Regardless of outcome, all four CBOs receive their full business concept note and financial model to pursue independently.

4. Deliverables & Associated Activities

1. Inception Report
Refined methodology, workplan, and standardized templates, including the financial model, profit-governance mechanism, and screening checklists.
Timing: 10 days after signing

2. Combined Market and Organizational Readiness Assessment Report
Combined market and organizational readiness assessment report for each CBO (4 reports in total).

3. Legal/Regulatory Screening Checklist
Legal/regulatory screening checklist for each CBO, embedded within the respective assessment report.

4. Joint Training Session Materials and Attendance Records
Preparation and delivery of joint training session materials, together with attendance records.

5. Separate CBO-Premise Training/Coaching
Separate training and coaching sessions conducted at each CBO's premises.

6. Validated Business Concept Note
Validated business concept note for each CBO, within the allocated budget ceiling (4 concept notes in total).

7. Financial Model per CBO
Financial model for each CBO, developed within the allocated budget ceiling (4 financial models in total).

8. Profit Governance and Reinvestment Mechanism Note
Profit governance and reinvestment mechanism note for each CBO (4 notes in total).

9. Comparative Assessment and Selection Panel Document
Comparative assessment and selection panel document, including participation in the selection panel and recommendation of the top two CBOs.

10. CBO Coaching Records Report
CBO coaching records report covering all four CBOs.

11. Final Consultancy Report
Final consultancy report summarizing the methodology, findings, and outcomes.

5. Duration, Budget, and Logistics

Calendar duration is estimated at 4-5 months, allowing for sequencing across four CBO locations and joint training logistics.
CBO travel and venue rental (for joint and separate training sessions) are covered under a separate IRC budget line and are not part of the consultant's fee or responsibility.

6. Location and Travel

Fieldwork will take place in Jordan across four locations: Mafraq, Rusaifa, Amman, and Ma'an. Report writing and preparation may be conducted remotely. IRC will confirm logistical arrangements for venue rental and CBO travel costs for joint training sessions during contracting. Consultant accommodation in Ma’an is covered by the IRC (during visits and on-site training).

7. Management and Reporting Arrangements
The consultant will report to the ERD Program Lead. IRC will facilitate introductions to the four CBOs and provide access to relevant background documentation from the prior ECD capacity-building phase. The consultant is expected to maintain regular check-ins with IRC and flag any risks, delays, or scope pressures (e.g. a CBO requiring materially more time than budgeted) promptly.

8. Requirements:

• This assignment is open to national individual consultants with:
• Demonstrated experience in social enterprise development, business incubation, or micro/small enterprise support, ideally with civil society or community-based organizations
• Experience conducting local market and organizational capacity assessments
• Experience building simple financial models/feasibility analyses for small, low-capex enterprises
• Proven track record designing and delivering business/entrepreneurship training tailored to varying organizational capacities
• Familiarity with the Jordanian civil society registration landscape (Ministry of Social Development, Ministry of Interior, Companies Control Department) sufficient to conduct legal/regulatory screening
• Familiarity with the Jordanian civil society context; prior work in Mafraq, Rusaifa, Amman, or Ma'an is an advantage
• Fluency in Arabic (required for direct CBO engagement) and strong English report-writing skills
• At least two references from similar assignments, with contact details
• A sample of previous relevant work (e.g. a market assessment, business plan, or financial model the consultant has authored), where available

Working Environment: This assignment is based remotely with frequent travel to implementation sites. The security situation in the IRC intervention areas is calm and the security department of IRC shares regular security updates to keep the management and staff informed about the new developments.

Professional Standards: All International Rescue Committee workers must adhere to the core values and principles outlined in IRC Way - Standards for Professional Conduct. Our Standards are Integrity, Service, Equality and Accountability. In accordance with these values, the IRC operates and enforces policies on Safeguarding, Conflicts of Interest, Fiscal Integrity, and Reporting Wrongdoing and Protection from Retaliation. IRC is committed to take all necessary preventive measures and create an environment where people feel safe, and to take all necessary actions and corrective measures when harm occurs. IRC builds teams of professionals who promote critical reflection, power sharing, debate, and objectivity to deliver the best possible services to our clients.

Cookies: https://careers.rescue.org/us/en/cookiesettings