ACTED recrute 01 Consultant – Project Evaluation

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ACTED recrute 01 Consultant – Project Evaluation

In 2018 , WHH with other members of the 2015 Alliance ACTED and Concern Worldwide as well as COOPI formed a consortium that initiated this project “ Integrated support to the development of promising agropastoral and job-creation sectors “Yaka kinda yèrè” (AID-FAPCE)  financed by the EU/BEKOU trust fund. The division between the actors was rather geographical and the areas covered by the project are the prefectures with the greatest potential for rural development in terms of employment and growth, namely Ombella-M’Poko (Damara and Boali sub-prefecture) and Lobaye (M’Baiki and Boda sub-prefectures) for COOPI/Concern, Kémo (Sibut and Dekoa sub-prefecture) for ACTED, Bangui and its surroundings (Bimbo and Begoua communes) for WHH.

  1. Detailed information on the project
  • Project title CAF-1021 : Integrated support for the development of promising agropastoral sectors and job creation “Yaka kinda yèrè (AID-FAPCE)
  • Overall objective (impact): To contribute to economic recovery and the revival of productive sectors in the Central African Republic.
  • Specific objective (outcome): Promote sustainable growth and job creation through promising value chains in the prefectures of Ombella-M’Poko, Lobaye, Kemo and Bangui (CAR).
  • Expected results (outputs) :
  • Result 1: 4500 producers have improved their productivity through better access to means of production
  • Result 2: 156 POs are able to provide sustainable access to quality and proximity services to improve the productivity and profitability of 4500 producers.
  • Result 3: 66 post-harvest infrastructures are created/ rehabilitated/ strengthened/ revitalized
  • Result 4: 8 value chains are structured and strengthened (4 animal chains and 4 plant chains to be developed)
  1. Direct target group
  • (a) 156 farmers’ organizations
  • (b) 4,500 farmer and herder households (60% men and 40% women), i.e., 27,000 people
  • (c) 6 CBO umbrella organizations (local and national federations)
  • (d) 5,000 youth mainly in empowerment and CFW
  • (e) 28. 500 households benefiting from infrastructure (feeder roads, bridges, and processing units) in the project area
  • (f) Existing intermediary structures (ACDA, ANDE, ICRA, FNEC, CAEEFCPT, FMABE etc.) will improve their supply capacity, within their respective mandates, etc.

Indirect target group:  Total population of the project area covering 4 prefectures (Ombella M’Poko, Lobaye, Kemo and Bangui), i.e., approximately 224,132 households in the targeted areas.

  1. Purpose of the evaluation

The objective of the final evaluation covered by the Terms of Reference is to measure the level of achievement of the objectives and the changes in the living conditions of the beneficiaries brought about by the project measures on the basis of key questions and criteria. In addition, lessons learned, gaps and recommendations for the implementation of future similar projects should be formulated with a view to establishing a strategy for sustainable value chain development and consolidation of the project’s achievements. Thus, a determination of the consequences of the electoral crisis on the achievements of the project must be included.

Areas to be covered (depending on the security situation): Ombella-M’Poko (Damara and Boali sub-prefecture) and Lobaye (M’Baiki and Boda sub-prefectures), COOPI/Concern areas, Kemo (Sibut and Dekoa sub-prefecture), ACTED areas, Bangui and its surroundings (Bimbo and Begoua communes), WHH areas

  1. Scope of the evaluation

The actions to be evaluated are the results and changes throughout the project phase and the results/objectives achieved

  • This is a final evaluation, which aims to assess the performance of the implementation project.
  • The focus of an analysis is on the whole project phase (implementation difficulties, good practices and lessons learned), on issues of relevance, effectiveness, efficiency, impact, sustainability (OECD/DAC), learning and capitalization. The evaluation is expected to develop specific recommendations for future similar projects.
  • The purpose of the analysis of the actors and opportunities of the value chains is to propose a development and consolidation strategy for future interventions.
  • The period considered is the entire project implementation phase.

Four (04) outcomes are expected from this consultation:

  • Outcome 1: The following aspects of the project are assessed in detail: performance, adaptation, relevance, effectiveness, efficiency, impact, sustainability.
  • Outcome 2: The experience gained during the implementation of the project is recorded and can be systematically used for similar projects in CAR.
  • Result 3: Proposals are made to enable the elaboration of a value chain development strategy based on the project’s experience, its achievements and the country’s context is proposed to perpetuate the project’s achievements and measure the sustainability of activities.
  • Outcome 4: The results of the evaluation are documented and recommendations for the planning and implementation of similar projects are made.
  • Evaluation users
  • The primary users are: the project donor (EU), the WHH project/program team, ACTED, Concern Worldwide, Coopi, the beneficiaries who use the evaluation results for decision making and management of future projects.
  • Secondary users are WHH headquarters, ACTED, Concern Worldwide, Coopi and relevant government departments and local authorities who need to be informed about the assessment and its results.
  • The results will be used for decision making, project management, informing the donor, the consortium, partners, relevant ministries, and local authorities.
  • The actors of the value chains (farmers’ organizations, agricultural cooperatives, transporters, traders, processors) who will benefit from the orientations of the analysis linked to this evaluation and the strategy of sustainable development through the perpetuation which will be proposed.
  1. Evaluation questions and criteria

The project evaluation questions will be organized according to theOECD/DAC criteria  [1] of relevance, effectiveness, efficiency, impact, and sustainability.

  1. Relevance

Relevance examines the appropriateness of the action carried out in relation to the objectives and issues determined at the outset. As such, the consultant will examine the correspondence of the project with :

  • The needs and expectations of the beneficiaries, in particular the direct beneficiaries*
  • The objectives of WHH and its partners
  • National guidelines.
  • The context of intervention
  • Feasibility/means deployed, and methodology chosen in relation to the objectives

*Questions to consider:

  • How has the gender analysis of the context, sector, problem, stakeholders been taken into account in the formulation of the action? Has it been analysed how gender inequality intersects with different inequalities or discriminations based on (for example) ethnicity, age, sexual orientation, social groups, etc.? How has gender equality been integrated into the action (Theory of Change / Intervention Logic)?
  • Did the consultation process used for the formulation of the action include stakeholders and addressees of the action, including relevant civil society organisations (CSOs) working for gender equality and women’s empowerment (GEWE)? Were women and men of diverse social groups, ages and abilities represented in the process? Were cross-sectoral perspectives taken into account? What measures were taken to ensure meaningful stakeholder participation (i.e., timely notification, language, location, and timing)?
  • Has gender equality been considered and incorporated throughout the action (design, implementation, and monitoring)? How was this done? If not, why not?
  1. Efficiency

Efficiency appreciates:

  • The extent to which the project objectives and any unintended effects (positive or negative) have been achieved *
  • The rate of completion of planned activities
  • Project preparation and planning
  • The quality of the logical framework and its use for monitoring
  • The quality of the analysis of the target group, the actors and the situation
  • Steering by the WHH and cooperation with partners ACTED, Concern, Coopi; the Ministry of Agriculture and the Ministry of Education (focal points)
  • The quality of the project execution
  *Questions to consider: Ø   To what extent do the deliverables of the action contribute to the achievement of the expected results, for men/boys and women/young girls respectively, and for those who are marginalized or in a vulnerable situation? What expected and unexpected results have been achieved for women and girls, and men and boys, taking into account a cross-sectoral perspective, where appropriate? Who has benefited most, how, and why? What factors worked in favour of or against the achievement of the expected results, for men/boys and women/young girls respectively?  
  1. Efficiency

Efficiency studies the relationship between the resources used and their costs, on the one hand, and the achievements financed, on the other. The evaluation carried out by the consultant or team of consultants must make it possible to assess overall whether the necessary resources have been put in place, in good time and in the most economical way possible, in relation to the options available in the context*.

*Questions to consider:

  • Does the internal monitoring system incorporate and use gender analysis and, if so, how?
  • What types of services, infrastructure and/or goods were received by men and women, boys, and girls respectively as a result of the action?
  1. Impacts

Impact assesses the effects of the action. The consultant or team of consultants will analyze here mainly the immediate effects on the actors concerned, and in particular the final beneficiaries, which can reasonably be attributed in part or in full to the action evaluated. It will also assess the prospects for longer-term effects.

  • Direct, indirect, short-term, mid-term and long-term effects/impacts
  • Economic and financial effects/impacts; nutrition and food security
  • Socio-cultural effects/impacts
  • Organizational and institutional/political effects/impacts
  • Environmental effects/impact.
  1. Sustainability

The consultant or the team of consultants will examine whether the achievement of the objectives and the results and impacts obtained are likely to be maintained, or even increased, in the long term, and if so under what conditions

  • Economic-financial sustainability, nutrition-food security
  • Socio-cultural sustainability
  • Organizational, institutional, and political sustainability
  • Environmental sustainability

Note:  A disaggregated analysis that allows for an understanding of the specific effects on subgroups of participants and in communities at large is also required.

  1. Capitalization

To generate new knowledge, capitalization (specifically on the development of the value chains concerned) must include a critical analysis of the available information as well as the opinions or criticisms presented by all the interested parties and participants. It must involve the maximum number of stakeholders possible to truly capture the diversity of positions, viewpoints, and perceptions.

The consultant or the team of consultants will analyze whether the action has put in place a framework allowing a sustainable development of the supported sectors, and will make recommendations to reinforce this framework through the sustainability of the achievements by focusing on :

  • Strengthening of collaboration between key actors and identification of strong points for marketing, processing, packaging, and transport of products
  • Maintaining the positive effects of the change introduced by the project’s interventions by setting up and maintaining a system for monitoring the results and their appropriation by the actors
  • Institutionalization by integrating the activities arising from the project’s change initiative into the regular activities of value chain actors
  • The analysis of the capacity needs of POs and value chain actors to propose a capacity building and support plan for future interventions by the donor, NGO members of the consortium, the government, or other technical/financial partners.
  1. Learning

Learning contributes to the dissemination and proactive use of knowledge gained through MEAL activities to ensure that it contributes to the improvement of projects and influences the strategic development of future projects and activities. Through this evaluation, the consultant is expected to highlight aspects related to

  • Lessons Learned
  • Good practices
  • Cases of success and failure
  • Obstacles encountered in correcting their trajectory for future interventions
  • Prospects for rectifying failures and completing achievements/acquisitions
  • Evaluation design and methodology

The methodology proposed here is a suggestion. The evaluator may make other proposals for methodological approaches and tools.

  • Step 1: Analysis of the various tools and documents produced for the project to be evaluated: baseline data, activity reports, ad hoc evaluations, etc.
  • Step 2: Visits to project stakeholders (beneficiaries, authorities, key informants) and participatory analysis of findings with project beneficiaries. Structured and semi-structured interviews in the field.
  • Step 3: Interim report – drafting of the project evaluation report and formulation of lessons learned, conclusions and recommendations. This report will also be submitted to the donor for comments.
  • Step 4: Final report (validated and accepted by the country coordination programme team and the donor)

The evaluation will be conducted by an external consultant or team of consultants. Partners and beneficiaries will be involved in the evaluation process: planning, data collection, analysis and reporting of results.

  • Field mission

For a maximum duration of 36 days. The mission will be participatory and will include the project team members and other partners (technical, administrative and community). All areas of the project are to be visited so that all partners of the consortium are evaluated in the same way.

  1. Management Arrangements / Roles and Responsibilities

WHH will play an active role and interact with the consultant. WHH will organize the meetings necessary for the smooth running of the evaluation and will undertake to provide logistical support and any additional information requested by the consultant. It will also ensure the neutrality of the consultant and the implementation of the proposed methodology. WHH will ensure that the project stakeholders are available and open to the consultant’s approach.

  1. Deliverables and deadlines

The following deliverables should be produced by the consultant:

  • Initial or Inception Report  (3-5 pages for main text excluding cover page, table of contents and annexes).

The inception report should define the design and methodology planned to achieve the above objectives and answer the evaluation questions (It may also be the task of the consultant to unpack the overall evaluation questions and specify them further in the inception report). It should also consider the limitations of the proposed design and methodology and could consider answering the evaluation questions and reflect on the terms of reference, describe the overall evaluation approach and how data will be collected by providing a project evaluation matrix, suggested data collection tools such as questionnaires and interview guides as well as a tentative evaluation schedule. It may also indicate how the consultant intends to design the evaluation as a learning process (if applicable). The inception report follows a standard outline that will be provided to the consultant after contract signature and needs the approval of the contracting party

Deadline: 05 days after signing the contract

  • Draft and final evaluation report  (must be done in French, 30-40 pages main text, including the abstract except the first page, table of contents and annexes). The evaluation report must contain an abstract of maximum 5 pages and several mandatory annexes. The final report needs the approval of the Contracting Party. In case of dispute, there must be documentation of the issue.
  1. Available resources and data

The project team members will support the consultant team during the field missions. WHH will also provide logistical support. These different contributions will have to be taken into account in the financial offer.

  • Calendar / Calendar
Consultation period October/November 2021
Consultation with WHH/Partners 7 days
Literature review 3 days
Field mission 15 days
Provisional report to WHH, ACTED, Concern Worldwide, Coopi, and the donor (EU) 1 day
Initial, interim, final report 10 days
Total consultation time 36 days
  • Privacy

All documents and data acquired from documents, interviews and meetings are confidential and will be used only for the purpose of the evaluation.

The deliverables as well as all documents related to the evaluation (produced by the consultants or the organization itself) are confidential and remain at all times the property of the contracting party.

  • Expertise of the consultants (national or international consultants)

An evaluator whose area of expertise must cover the following:

  • Socio-economist; agro-economist or specialist in local development, experience in development programs with NGOs
  • Experience in project evaluation
  • Experience in the analysis of value chain development projects
  • Field experience of at least 5 years, if possible in CAR or in a similar context
  • Communication and analytical skills
  • Fluency in French. Knowledge of one of the local languages is an asset.
  1. Technical and financial offer

Consultants must provide:

  • Intervention methodology and related tools ;
  • The detailed indicative timetable of the mission ;
  • The human resources assigned to each activity (detailed CVs and certified copies of diplomas and certificates attached);
  • The technical part of the proposal should include reference to the perceived feasibility of the ToR (if necessary, including suggestions for specific evaluation questions). It should also include a brief description of the overall design and methodology of the evaluation and a work plan / work plan adaptation (4 pages maximum);
  • The financial part includes a proposed budget for the full evaluation;
  • The financial bid will include, in addition to the honorarium, transportation, travel and subsistence costs in the field, if applicable, of the persons assigned to the activities, related costs such as the cost of the representatives of the target groups during field missions and/or workshops, if applicable (transportation, travel, accommodation, coffee breaks, lunch breaks, dinner and breakfast, if applicable), room rental, supplies, if applicable, etc.
  • Contact details

Tenders must be submitted to the following email address:  [email protected]  and  [email protected]  by October 13, 2021. The words “Consultancy EU-Final Evaluation CAF-1021” must appear on the  subject line of the e-mail sent.

[1]  http://www.oecd.org/dac/evaluation/daccriteriaforevaluatingdevelopmentassistance.htm