Project Director

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Country: South Africa Organization: Pact Closing date: 21 Dec 2020 Project DirectorAt the heart of Pact is the promise of a better tomorrow. A nonprofit international development organization founded in 1971, Pact works on the ground in nearly 40 countries to improve the lives of those who are challenged by poverty and marginalization. We serve these communities because we envision a world where everyone owns their future. To do this, we build systemic solutions in partnership with local organizations, businesses, and governments that create sustainable and resilient communities where those we serve are heard, capable, and vibrant. Pact is a recognized global leader in international development. Our staff have a range of expertise in areas including public health, capacity development, governance and civil society, natural resource management, poverty, fragile states, monitoring and evaluation, small-scale and artisanal mining, microfinance and more. This expert…

Evaluation team for a final project evaluation

NGO Jobs / UN Jobs Vacancy



Country: Kenya
Organization: Fastenopfer
Closing date: 10 Oct 2020

Fastenopfer (Swiss Catholic Lenten Fund) is a church-based foundation founded in 1961, currently working with partner organisations in 14 countries and Switzerland. Fastenopfer started working in Kenya in the 1970s with pastoral activities. The 2017-2024 Fastenopfer Kenya country programme has three core themes: Agroecology, Savings Groups and Peace.

Fastenopfer is partnering with Caritas Nyahururu since 2010 to implement projects in Olmoran and Mochongoi divisions’ .CARITAS Nyahururu is a faith based organization managed under trusteeship of the Bishop of Catholic Diocese of Nyahururu, legally operating under the church leadership. Caritas Nyahururu has played its key objective of transforming livelihoods of entire people living in the area under jurisdiction of the Diocese (The diocese covers the whole of Nyandarua County and part of Laikipia and Baringo Counties of Kenya).

Caritas Nyahururu has been implementing a project titled: Common Actions towards Achieving Food Security in Nyahururu (Catafs). The overall objective of the Project is: Small scale farmers of Mochongoi and Olmoran achieve food security and healthier diets through application of agro ecology and are resolving their conflicts sustainable. The expected outcomes of the project are:

1. Community based peace building through peace committees ensured majority of conflicts are managed and resolved leading to access of water and pasture

2. Strengthened members of solidarity groups undertake common initiatives and common labour that ensure food security at household level both in quality and in quantity by end of project period.

3. The application of agro-ecological approaches and practices such as improved soil fertility, water harvesting/conservation, integrated pest management and diversification enabled 600 members’ of 52 solidarity groups to achieve food security and healthier diets

4. Members of 22 solidarity groups into savings groups tackle debts, cope with critical periods and ensure their right to food by year 2020

The project works through solidarity groups as units of community entry and implementation. In 2019, there were 39 Agro-Ecology SGs with 518 members, of which 385 (74%) women. 159 (76%) women occupied one of the 208 leadership positions in the SGs. The solidarity groups have accompaniers referred to as community animators. The animators facilitate training of groups, offer close monitoring and ensure the implementation of the trained approaches. The animators ensure that the groups are well coordinated; conduct trainings at group level and regularly conduct home visits to beneficiaries to ascertain progress of each group and each individual and address any emerging challenges. The community animators continuously visit the farms of their respective farmers to offer technical support and report on progress of each group on monthly basis outlining progress made and any challenges observed. The project has also organized the community into peacebuilding committee that enables discussions in relation to resource based conflicts within and without the communities living in the region.

The project team constitutes of: Programme coordinator who is also the Caritas Director, Project officer, Nursery managers and community animators. They meet once monthly for reporting and planning and also exchange on challenges and lessons learnt.

1. PROJECT CONTEXT

The target project areas especially in Olmoran are characterised with low unpredictable rainfall patterns which is in sufficient leading to crops failure drying up before maturity. Most farmers’ use conventional farming approaches by applying chemicals and fertilizers which have destroyed the soils and atmosphere, increased pests and deceases among others. There is also increased adoption of e***xotic varieties of crops*** by farmers. Traditional food crops have been abandoned and farmers have shifted to hybrid crops which are prone to pests and deceases, high capital intensive and not adaptive to drought.

Increased deforestation in the project area has led to open farms hence resulting to poor attraction of rainfall. Their farms lack cover crops hence quick loss of little moisture from the soils.

In the 2 target project areas, farmers over rely on one type of crop which in this case hybrid maize. This had made them vulnerable to food insecurity if affected by decease; pest or lack of rainfall, there is no back up. This also leads to over exploitation and losses during high season because all the farmers are producing the same type of crop. This also depletes essential nutrients from the soil making it unproductive.

Increased population pressure in the target project areas has over time induced the residents in to food insecurity. Before, the farmers have been cultivation large tracks of land, but increased family sizes; land fragmentation has seen one family rely on less than one hectare piece of land to cultivate food to feed between 5 and 10 family members. More productive and sustainable approaches need to be adopted to improve food production.

The above has greatly reduced land productivity has greatly affected access to food and incomes in the households of target beneficiaries and thereafter affecting overall wellbeing of the families at household level like health and education of children a situation if not checked is detrimental to the future development of the area.

Mochongoi Project area and population

Muchongoi location is located in Baringo County in Kenya. It has an approximate population of 27,746.The area receives rainfall twice annually, the long rains from March to May and the short rains from August to November. The average farm size is 2.5 ha.

The loss of forest cover over the years has led to flash floods, landslides and gulley erosion hence affecting productivity of land. Frequent social and political conflicts also affect Baringo which are as a result of cattle rustling and conflict over grazing resources such as pasture browse and water.

2. EVALUATION PURPOSE

The evaluation will be a final evaluation of the above-mentioned project phase in order to decide on adaptions to be made for the next phase. It should be both qualitative (looking at the changes observed in the lives if the target groups over the period they joined the project) and quantitative (collect outcome data aligned to each of the intended outcome as per the log frame and in relation to the baseline data collected at the beginning of the project). The overall purpose of the evaluation is to: assess the project’s achievements at outcome and impact level and document the key learnings from the project implementation processes. The secondary aim of the evaluation is to gain insight into the key elements of the implementation process which either explain why the reported changes occurred and shed light on how such changes were achieved. We expect that an assessment of impact and understanding of key processes will support the generation of Project recommendations that could be considered for the design of future project phases.

It is expected that both Fastenopfer and partners will play a key role in designing and carrying out the evaluation such as confirming the suitability of tools, introducing the consultancy team to the communities.

3. USERS OF EVALUATION

The primary users of the evaluation are:

· Caritas Nyahururu: project team and management

· Fastenopfer: country programme unit, programme manager and head office programme development team

· Fastenopfer programme development section

· Right holders especially members of solidarity groups involved in the project to best understand effective strategies for bringing about the effective change.

4. SCOPE OF EVALUATION

This being an external evaluation, it is expected to comply with the international evaluation standards (OECD), provide a space for learning around best practices for supporting target communities. The evaluation will be indertaken in Mochongoi and Olmoran locations. Fastenopfer is seeking to identify a consultancy team, which will undertake this end line evaluation within the agreed terms of reference. Selection of the study sites will be agreed upon with the consultancy team. The consultancy team has to prioritize the field research questions in order to maximize on time. The evaluation approach will entail a consultative process involving direct and indirect beneficiaries as well as other stakeholders.

5. EVALUATION QUESTIONS

In line with objectives of the evaluation, the evaluation will be expected to answer the following questions:

6.1 RELEVANCE

Analyse the appropriateness of the project design, activities, strategies and approaches in the light of the operational context, the timeliness of the response and its adaptation to the livelihoods security situations. It involves assessing the extent to which the activities are suited to the priorities and policies of the target groups, target HH and donors. Some key questions that should be addressed include:

  1. How far is the project design appropriate with regard to the intended outcomes?

  2. Was the project adapted appropriately to changing needs and context? What changes took place in the implementation of the project from its onset in 2018 which differed from the design?

  3. Was beneficiary targeting done in an effective manner that promoted community ownership?

6.2 EFFECTIVENESS AND IMPACT

The extent to which programme results are being achieved: Key questions to be addressed include:

  1. What is the degree of achievement of the planned results at outcome and impact level of the project?

  2. To what extent could the project build effective partnerships and strategic alliances (e.g. national partners, county partners etc.)?

  3. Are there any unintended project results either positive or negative?

6.3 EFFFICIENCY

  1. Are there any apparent project cost-minimizing strategies implemented, that did not compromise the social dimension of gender, youth and persons with disabilities (PwDs)?

  2. To what extend have coordination structures and competencies of other organizations been made use of during project?

6.4 SUSTAINABILITY AND LESSONS LEARNT

Assess the extent to which the project interventions took into consideration longer term needs of the target population and to what extent project results or benefits will be sustainable after project closure. The project has to be environmentally as well as financially sustainable. The extent to which these implementation mechanisms can be sustained over time: Key questions include:

  1. Did the project incorporate adequate exit strategies and capacity development measures to ensure sustainability of results over time (regarding the partner organisation and the target group)?

  2. Can this project be expanded in other geographic and programmatic areas in K based on need?

  3. Were there any unintended multiplier effects negative and/or positive?

6.5 ACCOUNTABILITY

  1. How effective was the community feedback mechanisms in place and capacity of Caritas Nyahururu to respond comments received? Is there any evidence that feedback is influencing decision making?

  2. How could the Monitoring system be improved?

6.5 GENDER SPECIFIC

  1. How have gender issues been addressed during project implementation?

  2. Are the objectives engendered

  3. How were the different needs of women and men integrated into the design and implementation of the project

  4. To what extent has the project contributed to women’s empowerment and furthering gender equality?

6. EVALUATION METHODOLOGY

The evaluation will be consultative and participatory, entailing a combination of desk review, key informant interviews, face to face household surveys, interviews and/or FGDs. While interviews are a key instrument, the evaluators will triangulate a range of data sources to ensure that the evaluation is sound and objective. The evaluators will extract a random sample from a beneficiary database of households targeted by the project. On the basis of the foregoing, the evaluators will further elaborate on the method and approach in a manner commensurate with the assignment at hand and reflect this in the inception report, which will subsequently be approved by the programme team in consultation with key stakeholders.

A final agreement on the evaluation design and methodology will be discussed on the basis of the submitted offer and/or the inception report.

The key inputs to the evaluation should be as follows:

· Interviews with key staff such as the Caritas Director, Project Officers, Project Technical advisor, community animators (trainers of trainers), Nursery managers and others deemed necessary by the evaluation team.

· Interviews with stakeholders including respective county government departments, and community leaders

Field visits, household surveys, interviews and/or FGDs in project sites in the project locations;

Desk review of project documents:

At Fastenopfer: Caritas Nyahururu project proposal and budgets, Log frame, baseline report, , annual and quarterly reports, study reports among other as shall be deemed necessary by the evaluation team.

At partners’ level: Monitoring reports, budgets, financial reports, narrative reports and project review reports.

7. DELIVERABLES AND REPORING DEADLINES

The following deliverables are expected to be produced by the evaluation team:

· Inception report (after initial meeting with the Partner organization and Fastenopfer)

The report will include a detailed plan on the evaluation process including feedback loops, plan of interviewees and sampling method and survey method and timelines, including an evaluation matrix stipulating for each evaluation question the data/methods that will be used, detailed plan on the evaluation process.

· Survey tools (with the inception report)

The tools should be developed in cooperation with Fastenopfer and the Partner organization. The field data collection should be based specifically on the output and outcome indicators of the project.

The survey tools and all raw data, statistical tables and coding lists (as appropriate), as well as transcripts have to be provided to Fastenopfer and the partner organization at the end of the evaluation.

Data has to be disaggregated according to location and gender (minimum requirement). The evaluation team can decide to further disaggregate data.

· Draft evaluation report 15-25 pages excluding annexes (after the field work) plus a power point presentation

The draft evaluation report is to be presented to the partner organization during a staff meeting to collect feedback. A PowerPoint presentation should be prepared in order to present the findings.

· Final evaluation report including PowerPoint presentation

The final evaluation report shall incorporate the feedback from the partner organization.

The PowerPoint presentation shall be adapted to these revisions.

SUGGESTED OUTLINE OF THE EVALUATION REPORT:

i) Cover page with name of the project, logos for partner organisation and donor, name and contact details of evaluator(s), including one representative photos of the project (best option: photo from the evaluation exercise).

ii) Executive summary (5 pages). This should be a section that can be used independently from the full report and should therefore cover: background to the programme, brief overview of aims of the evaluation, brief summary of the methodology, key findings per evaluation criteria and on the achievement of indicators, conclusions, recommendations and summary of management response

iii) Introduction (1page)

iv) Description of evaluation methodology (3 - 4 pages)

v) Situation analysis with regards to the outcomes, outputs and partnership strategies (2-3)

vi) Key findings, including best practices and lessons learnt (3 – 5 pages); This section of the report should be clearly structured to show levels of achievement against each indicator contained in the Results Framework, providing quantitative and qualitative evidence for achievement of impact for each indicator

vii) Conclusions derived from the findings; evidence-based answers to each evaluation question (4-6 pages)

viii) Clear and concise recommendations to provide guidance for future programming (3-5 pages)

ix) Annexes: Terms of reference; Data-collection instruments, incl. information on informed consent handling; Project planning matrix / logframe; Travel and work schedule; debriefing power point presentation (final version); Sources (e.g. bibliography, people interviewed); Management response matrix; maps, photos and **

8. DISSEMINATION OF FINDINGS.

After a validation and stakeholder workshop, the final report will be submitted to Fastenopfer headquarters for final review and endorsement by the Programme Development unit. This process will declare the report to the donors and the wider public.

9. CONFIDENTIALITY OF DATA

All documents and data collected will be treated as confidential and used solely to facilitate this evaluation. Interviewees and their pictures will not be quoted in the reports without their permission.

The deliverables as well as all material linked to the evaluation (produced by the evaluator(s) or the organization itself) is confidential and remains at all times the property of the contracting party.

10. TIMEFRAME AND REQUIREMENTS

The End of Project End line and Evaluation should take 17 days preferably beginning from October 19th 2020.

1-3 days:

Initial briefings of the Programme

Desk review of key documents

Draft inception report detailing evaluation tools

Final inception report before the start of the consultancy

Consultancy team for interview schedule and inception

Fastenopfer is responsible for sharing all relevant documents and arranging meetings with key staff and stakeholders

6 days:

Field work

Data collection

o Data collection

o Data analysis

o Draft evaluation report which is circulated internally for comments

Consultancy team

7days:

Presentation of key findings , feedback on draft evaluation, report , revision and lessons learnt

Partner organisation, Fastenopfer coordination office

11. EVALUATION TEAM COMPOSITION AND COMPETENCIES

The suggested team for this assignment includes:

i. An agro ecology or Sustainable agriculture (essential) expert

ii. MEAL (Monitoring, Evaluation, Accountability and Learning) Expert with experience in qualitative and quantitative research methods and data analysis (essential)

iii. A gender and inclusion expert with experience in rural livelihoods / development (essential)

The consultancy team should be mixed in gender.

12. INTELLLECTUAL PROPERTY

All the materials, information and reports, the output of the evaluation exercise shall be the property of Fastenopfer and the consultancy team is bound by Fastenopfer’s confidentiality requirements. All data sets and transcripts must be provided to Fastenopfer Programme Coordination Unit and Head Office in electronic copies and on a CD (2). The evaluators will not be allowed, without prior authorization in writing, to present any of the analytical results as his or her own or to make use of the evaluation results for private publication purposes

13. LABOUR LAW AND HUMAN RIGHTS

The evaluation team commits itself to conclude contracts with their employees which are in accordance with the local labour law, respect human rights and do not allow discrimination based on gender, lifestyles, ethnic origin, religious affiliation or political opinions. The partner organization will not tolerate sexual or other abuse.

The Fastenopfer Guideline on preventing and combating the abuse of power (2020) will apply to the contract.

How to apply:

Based on the above, Fastenopfer is inviting interested parties to submit expressions of interest entailing technical and financial proposals. Individuals or firms applying shall detail the following:
Consultants’ profile and Capability Statement describing the technical capacity and experience of the firm or group of individuals;

· Names and resume of individuals or team members proposed and their roles in the achievement of the assignment. This should also entail the proposed team structure for the evaluation;

· 3 professional referees (preferably previous clients) and sample reports of similar assignments taken in the recent past;

· Understanding of the Terms of Reference (TORs);

· Detailed evaluation design with implementation plan and timeframe;

· Quality Control and Quality Assessment for the Evaluation

· All field visits costs including meals , transport in the field and accommodation during the consultancy will be catered by the contracting agent

· Interested candidates should submit their application to the following email address: info@act4change.co.ke with “**EXTERNAL EVALUATION** CARITAS NYAHURURU2018 - 2020” as the subject of the e-mail. Deadline for submission is 10th October 2020.

Kindly don’t forget to submit samples of your previous work (reference calls shall be made to validate your work)



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