Audience reach
Jordan is young, urban, and refugee-sensitive
Population; 11.5m
Registered refugees; 615,715
Proposal meaning; audiences must be youth-heavy, Arabic-first, and sensitive to refugee and host-community differences.
Info and Stats; the compressed evidence dashboard
These are the numbers most worth carrying into the proposal. Use them to justify segmentation, channels, message framing, geographic focus, and KPI choices; not to overload the narrative.
Use rule: Each statistic should answer one drafting question; who to reach, where to focus, what barrier to address, or how to measure success.
RA1; access gap
KG2 access is unequal across wealth and nationality
Proposal meaning; RA1 messaging should segment by wealth, nationality, and location; not just by age.
RA1; learning case
Foundational learning still needs a strong public narrative
2+ years KG reading score; 417
1 year KG reading score; 377
Proposal meaning; the early-years campaign should connect KG2 uptake with school readiness, literacy, and future learning gains.
RA2; conversion story
TVET momentum exists; but perception and employability still need proof
Secondary VE share; 10.7%
BTEC enrolment; ~34,000
BTEC pass rate; 90%
BTEC dropout; ~9%
Proposal meaning; RA2 must fight stigma, show real pathways to work, and visibly involve employers and role models.
Gender and jobs
Labour-market gender gaps are too large to ignore
Women earn about 10% less
Youth under 25 among unemployed; 39%
Proposal meaning; speak to parents, girls, employers, and teachers in ways that address real labour-market anxieties and social norms.
Budget and trust
Funding pressure is real; trust targets are explicit
Student trust baseline
53%
Required target
73%
Proposal meaning; show cost-awareness, realistic delivery, and a measurement framework that can prove trust moved; not just reach.
What belongs in the executive summary; and what does not
- Keep the lead numbers tied to action; youth-heavy population, KG2 access gaps, weak foundational learning, TVET stigma plus low employability proof, and the 53 to 73 trust requirement.
- Do not dump macro context unless it strengthens a campaign choice; for example low participation, youth unemployment, or unequal digital access.
- When you cite statistics, link each one to a response; segmented messaging, governorate targeting, mixed channels, employer outreach, or perception tracking.
Which numbers fit RA1, RA2, and E-Tawjihi best
- RA1; KG attendance inequalities, KG capacity gaps, and the reading-score benefit of two or more KG years.
- RA2; secondary VE share, BTEC enrolment and pass rates, female under-representation, employability movement, and employer linkage needs.
- E-Tawjihi; the 53% baseline, 73% target, and the need to frame transparency, fairness, reliability, and data security as trust architecture; not promotion.
Regional and inclusion cues worth naming directly
- Amman, Irbid, and Zarqa hold most of the population; but national coverage still matters because the RFP expects governorate-wide implementation and public visibility.
- Accessibility cannot stay generic; ESA flags major school access and washroom barriers for persons with disabilities.
- Digital cannot be the only route; ICT use and school conditions are uneven, so offline and community channels must remain in the plan.
Source base used for this dashboard; ESA chapters on context, access, quality, inclusion, ECED, TVET, and labour-market dynamics; plus the RFP trust, workstream, and deliverable requirements.
Start here; what this proposal really is
This is not just a media campaign bid. It is a three-year strategic communications and implementation offer for the Ministry of Education’s MASAR reform. The proposal must show that the consultant can support behavior change, public trust, inclusive national outreach, government-safe approvals, and measurable results across early learning, literacy, TVET, branding, and E-Tawjihi.
In one sentence: Write the proposal as if the Ministry is asking; “Can this firm run a disciplined, bilingual, Arabic-first, evidence-based national reform communications program that changes attitudes and behavior; not just produce creative assets?”
RFP asks for
Behavior change
KG2 enrolment; early literacy support; TVET awareness, enrolment, and employer buy-in; E-Tawjihi trust-building.
ESA says
There are real gaps
KG attendance is still unequal; foundational literacy remains weak; TVET has a perception problem; labour market mismatch is strong.
Evaluator angle
Execution beats slogans
They will score how well you understand the assignment, how relevant your channels are, and whether your action plan is realistic.
Do not forget
Compliance can kill the bid
Wrong format, missing forms, price inside the technical offer, or weak CV matching can make the proposal non-responsive or weak.
Proposal DNA 1; Evidence-led
- Use ESA facts to prove the problem is real.
- Show that channel choice follows the audience evidence.
- Show baseline → activity → outcome → measurement.
Proposal DNA 2; Inclusive by design
- Segment by gender, disability, refugees, and geography.
- Design low-bandwidth and offline outreach; not only digital.
- Use accessible Arabic; not elite reform language.
Proposal DNA 3; Government-safe
- Build in approval gates and review time.
- Show coordination with DCU, MASAR, MoE units, RA leads, EMO.
- State that all produced materials become Ministry property.
What the proposal should sound like
- Not: “We will run awareness campaigns.”
- Instead: “We will run segmented, Arabic-first behavior-change campaigns targeted at specific bottlenecks; KG2 uptake in underserved and refugee-hosting areas; TVET prestige and conversion; employer participation; and E-Tawjihi trust.”
- Not: “We know digital.”
- Instead: “We will combine digital, radio, school-level, community, and governorate activations because school ICT integration remains uneven and target groups do not all consume information the same way.”
- Not: “We value inclusion.”
- Instead: “We will disaggregate audiences and build accessible formats and channels for girls, boys, people with disabilities, refugee communities, host communities, and governorates with lower access.”
Quick source map used for this guide
- RFP: invitation letter pp. 8–10; Data Sheet pp. 35–41; technical forms pp. 43–53; Terms of Reference pp. 69–81; contract appendix / payment-linked outputs around pp. 121–123.
- ESA: context pp. 25–39; access pp. 45–81; quality pp. 117–166; inclusion pp. 176–255; ECED pp. 258–290; TVET pp. 294–326; labour market pp. 356–376.
Built from the official RFP and ESA PDFs only. The guide intentionally filters out non-essential ESA content and keeps only what helps drafting a compliant and persuasive proposal.
Bid compliance; everything non-negotiable
This tab is the “do not get disqualified” zone. Every item below is either directly mandatory, or so close to mandatory that it should be treated as such. All hard requirements are underlined in red.
Fast rule: If a detail belongs to packaging, format, forms, signatures, language, timing, or expert substitution rules, treat it as a compliance issue; not a style preference.
RFP gate 1
Who can bid / how
- RFP is addressed to shortlisted consultants only; it is not transferable.
- Selection method = Quality and Cost Based Selection (QCBS).
- Technical format = Simplified Technical Proposal (STP).
- Contract form = Lump Sum.
- Financial Proposal must be submitted together with the Technical Proposal.
- International consultants without offices in Jordan must partner with a local firm.
- Association with non-shortlisted or shortlisted firms is allowed only with written client approval before submission.
RFP gate 2
Language, timing, delivery
- Proposal language = English; all correspondence = English.
- No electronic submission option.
- Technical proposal; 1 original + 2 copies + 1 searchable PDF on USB.
- Financial proposal; 1 original + 2 copies + 1 searchable PDF on USB.
- Submission deadline; 30 April 2026, 13:00 Amman time.
- Submission address; Procurement and Supplies Department, Building 4, 1st floor, office 123, International Tendering Department, Ministry of Education, Suliman Al Nabulsi St 10, Amman.
- Proposal validity = 180 days from submission date.
RFP gate 3
Mandatory contents and forms
- Power of Attorney to sign the Proposal.
- TECH-1, TECH-2, TECH-4, TECH-5, TECH-6.
- TECH-7 Code of Conduct for Experts using the supplied form; no substantial modifications.
- TECH-8 SEA/SH Performance Declaration.
- FIN-1, FIN-2, FIN-3, FIN-4.
- Statement of Undertaking is required.
- Technical Proposal must not contain material financial information.
RFP gate 4
Hard “do not do this” rules
- Do not submit the wrong technical format; wrong format may be deemed non-responsive.
- Do not propose alternative Key Experts; one CV only per key position.
- Do not subcontract the whole of the Services.
- Do not alter the proposal after the submission deadline, except for the very limited key-expert substitution rules.
- Do not try to influence the client during evaluation.
- Do not forget the same authorized representative must initial all pages of the original technical and financial proposals.
Financial proposal rules that matter while drafting the technical offer
| Rule | What it means in practice |
|---|---|
| Estimated total cost = USD 1,000,000 | This is indicative; it is not stated as a fixed budget ceiling. Build your own estimate. |
| Financial proposal currency = USD | Keep the pricing clean. Local costs do not need to be stated in Jordanian currency. |
| Price adjustment = No | Do not assume inflation escalation in remuneration rates. |
| Local taxes excluded during evaluation | Taxes are discussed and added separately at negotiations if awarded. |
| Reimbursables should be shown in FIN-4 | RFP explicitly lists likely reimbursables; per diem, travel, office, communications, equipment, report production, and other allowances if applicable. |
Submission and opening cheat sheet
- Seal the Technical and Financial proposals in separate inner envelopes.
- Place both inside one sealed outer envelope.
- Mark the technical envelope “DO NOT OPEN UNTIL THE DATE AND THE TIME OF THE TECHNICAL PROPOSAL SUBMISSION DEADLINE”.
- Mark the financial envelope “DO NOT OPEN WITH THE TECHNICAL PROPOSAL”.
- Technical opening is physical only; no online option.
- Financial opening online option = No; client will notify later.
Clarification, complaint, and negotiation contacts
- Clarifications by 17 April 2026 to Hamza Almuhtaseb / Procurement Officer; hamzah.almuhtaseb@moej.edu.jo and moe.tenders@moej.edu.jo.
- Procurement-related complaint route; Director of Development Coordination Unit; emails listed in the Data Sheet.
- Expected negotiations = June 2026; Ministry of Education, Development Coordination Unit, Building 1.
- Expected commencement = July 2026.
Technical proposal; what the evaluator is actually scoring
The evaluator gives 40 points to your methodology and work plan, and 60 points to the key experts. That means the proposal must not only look smart; it must be operationally believable and staffed by people whose CVs match the exact need.
Criterion (i); 40 points
Methodology + work plan
15
Understanding of objective
15
Creativity + relevance of activities/channels
10
Realistic action plan
Criterion (ii); 60 points
Key experts
| Role | Points |
|---|---|
| K-1 Team Leader / Strategic Communications Advisor | 12 |
| K-2 Behavior Change Communication Specialist | 10 |
| K-3 Media Relations & Content Specialist | 10 |
| K-4 Digital Engagement Specialist | 10 |
| K-5 Graphic Designer / Multimedia Producer | 9 |
| K-6 Communications Monitoring & Evaluation Officer | 9 |
Each CV is scored 20% on general qualifications, 70% on assignment fit, and 10% on regional / local relevance.
Scoring truth: The fastest way to waste points is to write a flashy methodology that is not clearly tied to the actual TOR outputs. The evaluator wants objective → audience → message → channel → output → KPI → approval flow → timeline.
What to put in TECH-4; Description of Approach, Methodology, and Work Plan
- Part A; Technical approach; explain your understanding of MASAR, the reform bottlenecks, the audience logic, the SBCC logic, channel mix, content logic, inclusion logic, approval logic, and measurement logic.
- Part B; Work plan + staffing; show the implementation sequence across 3 years, by workstream, by quarter, with review / approval gates and expert responsibility.
- Part C; Comments; keep this short. Use it only for smart, practical suggestions; for example approval workflow, coordination rhythm, or clarification of overlapping workstreams.
Very important: TECH-4 says; do not copy the TOR. Translate the TOR into a credible execution system.
What to put in TECH-5; Work Schedule and Planning for Deliverables
- Build the schedule exactly around the deliverables and campaign waves in the TOR.
- Show annual planning, campaign cycles, quarterly reports, annual reports, stakeholder events, governorate activations, and final handover.
- Insert MoE review / approval points explicitly; otherwise the schedule will look unrealistic.
- Do not forget monthly steering committee reporting, and bi-annual stakeholder workshops covering all 12 governorates over the project.
What to put in TECH-6; Team composition and CVs
- Match each expert exactly to K-1 through K-6.
- In the person-month table, show who owns which deliverable; not just a flat staffing block.
- In each CV, push assignments that prove government reform communication, behavior change, Arabic content, digital engagement, and M&E especially in Jordan or the region.
- Do not flood CVs with unrelated commercial campaigns; that adds volume but not score.
How to make the methodology score high
1; Show you understand the reform problem
Use ESA facts. Example; unequal KG access, weak early literacy, low TVET prestige, skill mismatch, digital trust issues, and inclusion barriers.
2; Show channel discipline
Use mixed channels. School / community / radio / TV / employer / digital / influencer / media. Do not act as if social media alone solves everything.
3; Show implementation realism
Include approval flows, content production cycles, event prep, governorate coverage, reporting, sentiment analysis, and asset handover.
Firm and key experts; what your CVs must prove
The RFP asks for a multidisciplinary team and a firm with strong government communications experience. If the firm profile or the CVs feel too commercial, too generic, or too light on Jordan / region / public-sector reform work, the score will drop.
Simple rule: In TECH-2, prove the firm. In TECH-6, prove the people. In both, prove public reform delivery; not just campaign production.
Minimum firm profile you should explicitly evidence in TECH-2
- At least 10 years of communications / PR / campaign management experience.
- Proven experience designing and implementing multi-faceted communication strategies for development programs or government reforms.
- Prior Jordan or Middle East experience is highly essential.
- Demonstrated Social and Behavior Change Communication experience; list relevant projects and impact.
- Demonstrated political communication expertise; strategic messaging, stakeholder engagement, advocacy for government reforms.
- Branding and communications for large-scale national reform / education programs with multiple stakeholders.
- Digital communications portfolio required; social strategy, websites or digital tools, analytics-based decision-making.
- Prior work with government ministries / public sector clients is an advantage; show ability to navigate approvals and collaborate with public teams.
- List similar assignments completed in the last 5 years only.
Key experts; minimum profile and what each CV should foreground
| Role | Minimum requirement in TOR | What to foreground in CV |
|---|---|---|
| K-1 Team Leader / Strategic Communications Advisor | Minimum 15 years; bachelor’s in communications, public policy, IR, political science or related; strong reform-program strategy leadership. | Government reform leadership; minister-level advisory; cross-workstream orchestration; risk and approvals management; Jordan / regional credibility. |
| K-2 Behavior Change Communication Specialist | At least 10 years; communication, social marketing, psychology, behavioral science, social work or related. | Audience research; message framing; community mobilization; campaigns that changed attitudes / actions; education or youth campaigns if possible. |
| K-3 Media Relations & Content Specialist | 5+ years; communications, PR, journalism or related; strong journalism / media background; excellent Arabic writing. | Press relations; op-eds; speeches; story pitching; bilingual narrative writing; Jordan media network. |
| K-4 Digital Engagement Specialist | 5+ years; digital media, communications, marketing, IT or related. | Social strategy; analytics; content production; youth channels; web / SEO / platform management; low-bandwidth audience adaptation. |
| K-5 Graphic Designer / Multimedia Producer | Bachelor’s in graphic design, digital media, visual communication, fine arts, multimedia design or related; can be part-time / on-call. | Arabic-first visual systems; infographics; short-form video; culturally appropriate design; accessible layouts; rapid campaign production. |
| K-6 Communications M&E Officer | Bachelor’s in statistics, economics, social sciences, M&E, business admin or related. | Baseline, KPI dashboards, surveys, focus groups, sentiment / social listening, outcome reporting, learning loops. |
Language and local relevance
- Team must collectively have strong Arabic and English capability.
- At least some members; especially those creating local public content; must be fluent in Arabic at native level.
- English is needed for reporting and international liaison.
- Use the 10% regional / local relevance scoring weight wisely; Jordan experience should appear in the CVs and firm references, not only in the narrative.
ESA evidence bank; only the facts that help this proposal
The ESA is huge. You do not need all of it. You need the pieces that justify the communications problem, the audience segmentation, the governorate / inclusion logic, and the need for behavior change and trust-building.
How to use ESA facts: Use them to explain why the reform matters, who needs to be reached, where bottlenecks are, and what kind of messaging is needed. Do not dump statistics for decoration.
Context that helps audience segmentation
11.5m
Population in 2023
Young, urban, and diverse.
90.3%
Urban population
Urban reach matters; but governorate differences still matter.
~30%
Non-Jordanian residents
Nationality and refugee status are not side issues.
615,715
Registered refugees / asylum-seekers
Jordan remains a major refugee-hosting context.
- Children under 15 make up 34.3% of the population; youth 15–24 make up another 19.9%. Your audience architecture must be youth-heavy.
- Three governorates; Amman, Irbid, Zarqa; hold most of the population. But the proposal should still show national governorate coverage because the RFP expects it.
Why it helps; it justifies regional segmentation, refugee-sensitive outreach, and youth-focused channels.
RA1; Early childhood + foundational literacy evidence you should actually use
Access gap
KG access is still unequal
- Kindergarten gross attendance rate reached 55.8% in 2023.
- Adjusted KG attendance in 2023; girls 46.2%, boys 46.4%; gender gap is tiny.
- Attendance by wealth is highly unequal; 31.2% for the poorest vs 64.1% for the richest.
- Jordanian children attend KG at 48.5% vs 30.7% for Syrian children.
- Syrian children in camps attend KG at 51.9% vs 26.4% in host communities.
Capacity gap
Scale is still a problem
- Existing MoE KG2 capacity was estimated at 65,969 children; only 22% of the KG2-age population.
- An additional 225,904 KG2 seats are needed for full coverage.
- Public share of kindergarten enrolment nearly doubled; 22.1% in 2015/16 to 40.6% in 2022/23.
- Kindergarten gets only 0.9% of the total education budget in 2023.
Learning benefit
Kindergarten attendance improves later reading
- Grade 4 reading score with two or more years of KG = 417.
- Grade 4 reading score with one year of KG = 377.
- Estimated average reading effect; 0.399 SD for 2+ years vs 0.169 SD for 1 year or less.
Foundational literacy problem
Early reading remains weak
- 2021 EGRA reading proficiency; Grade 2 = 10.7%, Grade 3 = 39.4%.
- 2022 LQAS reading proficiency; Grade 2 = 24.0%, Grade 3 = 52.5%.
- 2022 LQAS mathematics with understanding; Grade 2 = 12.6%, Grade 3 = 35.2%.
Drafting implication: RA1 communications should not sound like a soft “awareness” campaign. It should sound like a targeted enrolment + readiness + literacy + equity campaign. The strongest audience splits are wealth, Syrian / Jordanian status, camp / host location, and underserved districts.
RA2; TVET evidence you should use for the “Learning to Earning” story
Perception problem
TVET has a status problem
- ESA states TVET is still seen as less prestigious and less desirable than academic routes.
- This stigma reduces enrolment even though there is demand for TVET skills.
- ESA also notes active efforts on career guidance, private-sector engagement, and a national media and awareness campaign.
Participation + reform
BTEC momentum is real; but still early
- Formal vocational education represented 10.7% of total secondary enrolment in 2022/23.
- By 2024/25, close to 34,000 students were enrolled in BTEC Grades 10 and 11.
- Girls remain under-represented across TVET, and field segregation remains strong.
Quality signal
BTEC pass rates look good; retention does not
- First BTEC Grade 10 cohort average pass rate = 90%.
- 17,617 enrolled; 15,235 passed.
- Total BTEC dropout cited by ESA = 1,584 students, about 9%.
Employment problem
Employability story still needs proof
- MoE internal reports show vocational graduate employability improved from 5% in 2021 to 15% in 2022 and 2023; still low.
- ESA says private-sector linkages, work-based learning, and career guidance need strengthening.
- TVET funding share fell from 6.3% of education budget allocations in 2016 to 5.1% in 2023.
Drafting implication: The RA2 story should be; “TVET is no longer a fallback; it is a credible route to jobs, further training, and growth sectors.” Use employer voices, female role models, apprenticeships, career guidance, equivalency, and human stories. Do not market TVET only as patriotism or duty.
Cross-cutting inclusion; the proposal must show who gets left out
Disability lens
Accessibility and disability are not optional footnotes
- Students with disabilities enrolled in formal education reached 20,242 in 2022/23.
- About 44% of enrolled students identified as having a disability were diagnosed with learning disability / difficulty.
- Nearly half of schools with entrance corridors; 49.9%; lacked access ramps.
- 89.8% of indoor washrooms were not accessible for persons with disabilities.
- Students with disabilities had less than half the overall Tawjihi pass rate; girls with disabilities were especially disadvantaged.
Digital + infrastructure lens
Digital outreach must be realistic
- 95% of schools had internet, but 8% reported slow / unreliable connectivity.
- Only 30–40% of schools showed strong ICT use; 60–75% showed weak integration.
- Rural schools faced stronger deficiencies in utilities and learning spaces.
- Education infrastructure problems remain serious; safety, WASH, and accessibility issues are widespread.
Drafting implication: State clearly that the campaign system will use multiple access routes; digital, radio, community, school, and field activations; and that visual / written / video content will be designed for accessibility and low-bandwidth conditions.
Labour-market facts that make the TVET and reform case stronger
40.1%
Labour force participation
One of the lowest in the Arab region.
55%
Informal jobs in 2023
Up 10 percentage points since 2017.
39%
Share of unemployed under age 25
Youth pressure is very high.
~30%
Youth NEET (15–24)
Still a major concern.
- ESA says 69% of NEET youth completed only basic or less than basic education.
- ESA stresses persistent skill mismatch; soft skills, technical skills, and digital literacy all matter.
- ESA notes that increased investment in ECED has shown positive results in enabling women to join the workforce.
Drafting implication: The proposal should repeatedly connect reform messages to future employability; not as an abstract slogan, but as a concrete answer to inactivity, skill mismatch, and low trust in non-academic routes.
E-Tawjihi trust and fairness; what the ESA helps you say
- RFP requires a trust-building campaign around transparency, fairness, reliability, and data security.
- ESA shows that Tawjihi outcomes are not socially neutral; gender gaps exist across streams, and students with disabilities face far worse outcomes.
- ESA also says assessment data are not always sufficiently disaggregated. That strengthens the case for a better perception / listening / feedback system in the communications plan.
Drafting implication: Do not write E-Tawjihi as a normal promotional campaign. Write it as a trust architecture; baseline perception study, myth / misinformation mapping, audience segmentation, multimedia explanation, student dialogue, trusted messengers, and post-campaign measurement.
Deliverables and timing; what has to happen, and when
The TOR is output-heavy. Your schedule has to show annual rhythm, campaign waves, reporting rhythm, stakeholder engagement, and end-of-project handover. If your work plan feels too light, or too front-loaded, it will look unrealistic.
Month 2; Y1 Q1
- Inception Report and Communication Strategy.
- 3-year Strategic Communication Plan with situational analysis, audience research, stakeholder mapping, objectives, activities, timeframes, and M&E framework.
Month 3; Y1 Q1
- MASAR Brand and Style Guide; logo, identity package, templates, narrative guidance, bilingual style guide.
- Present for MoE approval, then deploy consistently across channels.
Every year
- Annual Work Plans and Content Calendars; submitted in January of each year.
- Quarterly Progress Reports.
- Annual Communication Impact Reports.
- Updated presentations / advocacy materials for different audiences as needed.
Every 6 months
- Stakeholder workshops / public forums at least bi-annually.
- Cover all 12 governorates over the project.
Monthly
- Monthly steering committee meetings where the vendor presents a progress report.
- Frequent coordination with MoE focal point, MASAR team, DCU, EMO, and RA leads.
End of Year 3
- Final report and handover package.
- All deliverables, editable files, templates, databases, creative assets, methods, and tools handed over to MoE.
- Final presentation to MoE leadership and stakeholders.
Workstream 1; Home to School / RA1 deliverables to mirror in the work plan
- Strategic communication and messaging plan + content package.
- National campaign on early childhood education; two waves.
- National campaign on literacy (KG2 + Grades 1–3); creative packages, videos, social, brochures, infographics.
- Stakeholder engagement and ambassador toolkit; stakeholder mapping, information sessions, training 24 ambassadors, toolkit.
- Media and PR outputs; press releases, media kits, speeches, talking points, media desk support.
- M&E framework and annual report.
Workstream 2; School to Work / RA2 deliverables to mirror in the work plan
- TVET Strategic Communication Plan.
- Regional activation and engagement campaign; 4 governorate activations + 1 parent-student open day + employer toolkit + televised panel.
- National TVET campaigns; wave 1 for awareness / perception, wave 2 for enrolment / conversion.
- Private sector and career guidance engagement; toolkit, roundtables, televised panel, annual school career-guidance activation.
- Student journey storytelling series; visual stories across TVET specializations.
- M&E framework, baseline, monthly tracking, outcome assessment, sentiment analysis.
Workstream 3; Cross-cutting branding, digital engagement, public outreach
- MASAR Brand and Style Guide.
- Governorate success stories; 2 stories per year.
- E-Tawjihi trust-building package; baseline perception report, strategy + action plan, communications materials, trust measurement tool, post-campaign survey, final evaluation.
- All deliverables bilingual; all public-facing materials in Arabic.
Contract appendix watch-out; output schedule mentions RA3 / Workstream four
In the contract appendix, the output schedule refers to “Full 3-year Strategic Communication Plans for RA1, RA2, RA3 and Workstream four (MASAR & Tawjihi action plan)”. The main TOR narrative, however, describes three substantive workstreams plus the broader MASAR / E-Tawjihi layers. Treat this as a drafting signal: your proposal should show some support logic for RA3 / internal reform communications and change management, even if the visible campaign outputs are concentrated in RA1, RA2, and cross-cutting branding / trust work.
Red flags, weak points, and clarifications worth sending
These are the places where teams usually get hurt; either by non-compliance, by weak scoring, or by not spotting an ambiguity in time.
Weak proposal traps
- Too much creative language; not enough implementation logic.
- No obvious use of ESA evidence in the problem framing.
- TVET pitch ignores stigma, gender segregation, or employer role.
- KG pitch ignores wealth / refugee / host-community barriers.
- E-Tawjihi section sounds like promotion, not trust repair.
- No clear KPI structure; no baseline, no sentiment, no social listening, no post-campaign learning loop.
- No approval workflow; assumes public content can move instantly.
- Digital-only plan despite uneven ICT integration.
- CVs do not obviously match the six scored roles.
Non-responsive traps
- Technical proposal includes price information.
- Wrong technical proposal format.
- Missing TECH-7 or TECH-8.
- Missing Statement of Undertaking.
- Alternative key expert CVs submitted.
- Unsigned submission / no power of attorney.
- Late submission or wrong envelope handling.
Clarifications worth asking before 17 April 2026
- Workstream naming inconsistency. Should the strategic communication plan explicitly include a separate RA3 / internal change-management workstream, or is RA3 only a coordination / stakeholder input layer?
- Local partner requirement. For international consultants without a Jordan office, does a sub-consultancy satisfy the local-partner requirement, or is a JV preferred?
- Existing materials. Are there any existing MASAR brand assets, E-Tawjihi perception studies, or audience research that the winning consultant may inherit after award?
- Priority geography. Are there preferred governorates / districts for the first-wave KG2, literacy, or TVET activations?
- Approval rhythm. What is the target review turnaround for campaign materials by type; routine, urgent, high-level?
Smart risk section to add inside the proposal
- Approval delays; managed through content calendars, approval matrices, and pre-cleared templates.
- Misinformation spikes; managed through rapid response, social listening, Q&A packs, and trusted messengers.
- Unequal reach; managed through segmented channels; school, community, radio, digital, and field activation.
- Reform fatigue; managed through human stories, governorate visibility, and benefits framed in everyday language.
- Weak conversion from awareness to action; managed through clear call-to-action pathways; enrolment steps, employer toolkits, guidance touchpoints, student ambassadors.
Copy-ready outline; use this to draft the proposal fast
This is a clean structure for TECH-4, TECH-5, TECH-6, and TECH-2. It is not final wording; it is the simplest structure that stays aligned with the RFP and the ESA evidence.
Executive framing
State that the assignment is a 3-year strategic communications and implementation program for MASAR. Say the proposal is designed around behavior change, inclusive public outreach, and measurable trust / perception shifts.
Understanding of the reform problem
Use ESA facts; unequal KG access, weak foundational literacy, TVET stigma and low employability evidence, youth labour-market pressure, digital access gaps, disability barriers, refugee / host-community differences, and Tawjihi trust issues.
Audience architecture
Break audiences into; students / youth, parents / caregivers, teachers / school leaders / field staff, MoE staff / officials, private sector / employers, government entities, civil society / community leaders, general public / media. Then show disaggregation by gender, disability, refugees, and geography.
Methodology
Present a method chain; diagnostics → audience insight → narrative / messaging → content system → channel mix → activations → monitoring / sentiment / trust measurement → adaptation. Explicitly show MoE review and approval gates.
Workstream 1; RA1
Show how messaging and campaigns will convert awareness into KG2 enrolment and support literacy-friendly behaviors. Tie the rationale to wealth gaps, Syrian / Jordanian gaps, camp / host differences, and the learning benefit of 2+ years of KG.
Workstream 2; RA2
Show how the plan will raise TVET prestige, improve conversion into TVET pathways, mobilize employers, and support career guidance. Use BTEC momentum, TVET stigma, gender gaps, and labour-market mismatch facts from ESA.
Workstream 3; MASAR brand + E-Tawjihi trust
Explain the national identity system, governorate stories, and the E-Tawjihi trust architecture; baseline, misinformation mapping, multi-channel explanation, student dialogue, trusted messengers, and trust measurement from 53 to 73.
Coordination and governance
Map how the firm will coordinate with the MASAR Program Director, DCU, EMO, RA leads, and relevant departments. Show meeting rhythm, approval matrix, and reporting rhythm.
M&E and learning
Define KPIs by workstream; reach, engagement, sentiment, perception, trust, event participation, employer uptake, conversion indicators, story coverage, and learning loops. Show baseline, monthly tracking, quarterly reporting, annual impact review, and Year-3 final evaluation.
Team and person-month logic
Assign one clear owner per deliverable cluster. Make the team multidisciplinary but lean. If K-5 is part-time / on-call, show how production continuity is still guaranteed.
Risk management
Include realistic risks and mitigations; approval delays, misinformation, unequal reach, reform fatigue, and channel inefficiency. This makes the action plan feel implementable.