Strengthening human and institutional capacities for improved economic governance, policy formulation, strategic management and coherent implementation of development programmes is central to the Government of the Gambia. The ultimate aim is to ensure effective, efficient, responsive, accountable and transparent delivery of public goods and services to the populace for socio-economic development of the country at large. The PRSP II, which builds on the long-term development Vision 2020 of the Gambia and geared towards achievement of the MDGs emphasizes improved public sector management as a primary means to achieve economic growth and poverty reduction. On the other hand, the PRSP II also outlines some major constraints faced for implementation, such as human resource capacity and declining absorptive capacity, aggravated by scarce technical and financial resources, and incoherence in sector investment programmes. The Public Sector Reform & Institutional Capacity Development (PSRICD) project aimed at laying foundation for development, financing and implementation of a long-term strategy for public service reform and institutional capacity development under strengthened government leadership. The project expected outputs include:
The PSRICD Project commenced in April 2009 and ends December 2011. The project funding is majorly from the Spanish DG TTF (USD 1,450,000) and UNDP TRAC (USD 350,000), with thirteen partners/benefitting government institutions that include: i) Ministry of Health & Social Welfare; ii) Ministry of Basic & Secondary Education; iii) Ministry of Agriculture; iv) Ministry of Finance & Economic Affairs; v) Ministry of Local Government & Lands; vi) Ministry of Youth & Sports; vii) Ministry of Information & Communication Infrastructure; viii) Public Service Commission; ix) Management Development Institute/MDI; x) Personnel Management Office; xi) Office of the President; xii) National Audit Office/NAO; and xiii) Gambia Revenue Authority.
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Duties and Responsibilities | |
Objectives and Scope of the Evaluation: The purpose of the evaluation is to assess the performance of the PSRICD project over the two and half years (April 2009-December 2011) of its existence; identify opportunities, challenges and lessons learned; and provide concrete recommendations on how to strengthen a long-term Civil Service Reform (CSR) programme that contributes to a national development agenda and to sustainable socio-economic development of the nation. The assignment should provide a fair, objective and an accurate assessment of the project performance so far and the ensuing recommendations should therefore be creative, comprehensive and tangible enough to be put into immediate and effective use, once accepted by the PSRICD Board. In terms of scope, the evaluation will cover the following key areas and corresponding questions: Relevance: The extent to which the activities designed and implemented were suited to priorities and realities:
Effectiveness: the extent to which the project has achieved its intended outputs and objectives.
Efficiency: measurement of the outputs in relation to the inputs:
Sustainability: assessment of the ability of supported activities and functions to continue after the project ends.
Partnerships: the extent to which the project brings together relevant stakeholders to achieve project objectives.
Method and Approach: The evaluation exercise will be wide-ranging, consultative and participatory, entailing a combination of comprehensive desk reviews, analyses and interviews. While interviews are a key instrument, all analysis must be based on observed facts to ensure that the evaluation is sound and objective. On the basis of the foregoing, the consultants 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 PSRICD Board in consultation with key stakeholders. Key Deliverables: By the end of week one (the initial five days), an inception report should be prepared by the consultants before embarking on a fully fledged evaluation exercise. It should detail the consultants’ understanding of what is being evaluated and why, showing how each evaluation question will be answered by way of proposed methods; sources of data; and data collection procedures. The inception report should include a proposed schedule of tasks/activities, timeline, deliverables and key issues. At the end of the assignment, the consultants will deliver an evaluation report containing as a minimum an overview of key findings; analysis of findings and challenges; and lessons learned and recommendations. Timeframe:
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UNDP is committed to achieving workforce diversity in terms of gender, nationality and culture. Individuals from minority groups, indigenous groups and persons with disabilities are equally encouraged to apply. All applications will be treated with the strictest confidence. |
Consultancy for Terminal Evaluation Public Sector Reform Project
Consultancy for Terminal Evaluation Public Sector Reform Project
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