Recognising and implementing housing access for low-income inhabitants of Dire Dawa (RIHAL)

Recognising and implementing housing access for low-income inhabitants of Dire Dawa

Final Evaluation Terms of Reference

This project is funded by DFID/UKaid

Implemented by
Mercy Corps

1) Program to be Evaluated:

Programme Title: Recognising and implementing housing access for low-income inhabitants of Dire Dawa (RIHAL)

Location: Dire Dawa, Ethiopia

Funded by: DFID/UKAID (Civil Society Challenge Fund CSCF)

Implementation: 1st July 2008- 31st December 2011

Total budget amount: GBP£ 485,517

Partner: Admas

Evaluation consultancy:

Time period: 10 days in late December or early January

To apply: Please follow online submission process at http://www.mercycorps.org/jobs

2) Purpose of the Evaluation / overview

This will be a final evaluation of Mercy Corp DFID/UKAID funded Recognising and implementing housing access for low-income inhabitants of Dire Dawa (RIHAL) project. The purpose of this evaluation is to undertake objective analysis of the achievements of the project through assessing the relevance, effectiveness, efficiency, impact, and sustainability of the project so that it can serve as a lesson learnt exercise for Mercy Corps and Admas staff and key stakeholders. In addition, the evaluation should evaluate how the programme design and objectives were consistent and relevant with target groups’ requirements, country needs, and the strategic objectives of Mercy Corps Ethiopia. The consultant/s will also document lessons learned, best-practices, and success stories of the project so as to inform on-going projects and future interventions. The evaluation should be participatory to maximize the learning opportunities of Mercy Corps staff in the review of program achievements, monitoring, logistics and approaches. Evaluation recommendations should be focused and relevant for follow on programming.


In summary:

  • Identify the impact of the project and ways that this can be sustained.
  • Record and share lessons.
  • Account to local stakeholders and funders for the project’s achievements.
  • Continuously improve project design and management and the guidance available to future CSCF grant-holders.
  • Ensure that funds are used effectively and efficiently to deliver results.
  • Enable DFID to monitor and evaluate the performance of the CSCF as a whole, making sure the overall CSCF project portfolio is contributing to the reduction of poverty and demonstrating, for public accountability purposes, that the fund is an effective use of money.

3) Background:

Mercy Corps has been implementing the Recognising and Implementing Housing Access for Low Income Inhabitants (RIHAL) since July 2008 in Dir Dawa (Ethiopia) mainly targeting the poor segment of the society (especially vulnerable poor – women, children, and the elderly, People Living with HIV & AIDS (PLHA) and People with Disabilities (PWD)) and the homeless. Working in close collaboration with relevant stakeholders, the program is intending to assist 300 people in their efforts to acquire sufficient land or improved housing conditions, in addition to improving the capacity of relevant government bodies on participatory urban housing programs. The project is also striving to increase the participation of slum residents in slum renewal strategies, apart from facilitating access for sufficient land or improved housing condition for the targeted poor households as part of the city Administration’s on going regularization and low-cost housing programs.

GOAL:

The goal of the RIHAL project is realisation of access to improved and adequate housing for poor people in Ethiopia

PURPOSE:

The purpose of the RIHAL project is improved access to adequate housing for the poor (especially vulnerable poor- women, children, People living with HIV/AIDS (PLHA), People living with Disabilities (PWD) and the Homeless in Dire Dawa.

The Project outputs are:

  • Increased number of poor people, especially vulnerable people living in adequate housing
  • Empowerment and improved capacity of 900 poor people in inadequate housing + 100 homeless people and their organisations (i.e., 1000 people) to claim access to adequate and improved housing.
  • Improved capacity of relevant government bodies in participatory urban housing programs (including city reps, city cabinet, and kebeles).
  • Improved policies and implementation of policies as identified by poor people[1]
  • Improved capacity of ADMAS, especially in M&E, community mobilisation, basics of microcredit.

4) Existing Sources of Program Information

  • RIHAL proposal;
  • RIHAL baseline report
  • Annual Reports
  • ADMAS monitoring reports


5) DFID Specific information requirements

  • Relevance: Details of the project’s significance with respect to specific needs and its relevance to country poverty reduction priorities
  • Equity: Discussion of social differentiation (e.g. by gender, ethnicity, socio-economic group, disability, etc) and the extent to which the project had a positive impact on the more disadvantaged groups.
  • Efficiency: How far funding, personnel, regulatory, administrative, time, other resources and procedures contributed to or hindered the achievement of results.
  • Effectiveness: Assessment of how far the intended outputs and results were achieved in relation to targets set in the original logical framework.
  • Impact: Details of the broader economic, social, and political consequences of the project and how it contributed to the overall objectives of the CSCF.
  • Sustainability: Potential for the continuation of the impact achieved and of the delivery mechanisms, following the withdrawal of external support
  • Replicability: How replicable is the process that introduced the changes/had impact? Refer especially to innovative aspects which are replicable.
  • Lessons Learned: Key lessons learned throughout the period of the project, which can be utilised to guide future strategies, projects or agencies working in development. It is useful to divide these into project, sector and broader developmental lessons.
  • Information, Dissemination and Networking: Detail the mechanisms used for dissemination to outside project stakeholders.
  • Recommendations: Recommendations for improvements based on observations during the evaluation process (e.g. for sustainability, future project design and management)

6) Evaluation Methods

This is a participatory evaluation that will be led and facilitated by an external evaluation consultant.

The following data collection and analysis methods will be used to address the evaluation questions:

  • Review of documentation and secondary data – The evaluator will assess project records and reports as well as the results of prior surveys carried out with beneficiaries, including inventory of beneficiaries.
  • Site visits and observations – The evaluator will visit various communities where RIHAL has implemented activities
  • Semi-structured stakeholder interviews & focus groups – The evaluator will prepare a loose questionnaire, and facilitate focus group discussions with beneficiaries, and semi-structured interviews with key stakeholders, such as the representatives from the local authorities and Self help groups and select beneficiaries.
  • Staff interviews – Evaluators will discuss the program, including staff satisfaction, with members of the Mercy Corps and Admas staff.

The evaluator will be responsible for compiling and analyzing the data, though Mercy Corps staff may be available to assist with the analysis.

7) Procedures: Schedule and Logistics

To be discussed with selected consultant

8) Reporting and Dissemination Requirements


The evaluator(s) will produce a report (no more than 30 pages plus appendices, in Microsoft Word using Arial font 12). The report should include:

a. Basic Information (1 A4 page maximum)

  • Project title
  • Agency name
  • CSCFnumber
  • Country
  • Name of local partner(s)
  • Name of person who compiled the evaluation report, including summary of role/contribution of others in the team
  • Period during which the evaluation was undertaken

b. Executive Summary (1 A4 page maximum)

c. Achievement Rating Scale (5 A4 pages maximum - see template at Annex A). Please note that the overall achievement rating should have a score and a comment only.

d. Full Evaluation of Project: The format of the full evaluation report is for the project manager to decide, however the following issues must be included, making reference to the logframe and progress in relation to indicators where appropriate

In addition to the report, Mercy Corps requests the following outputs:

  • A detailed study design, including checklists, methodology, work plan, and timeframe
  • Copies of the raw data
  • A presentation of key findings and recommendations (in Dire Dawa or Addis Ababa to key staff).

9) Notes

  • While MC undertakes the responsibility of facilitating travel and organizing meetings for the evaluator, it is the evaluator’s ultimate responsibility to follow through and ensure that all relevant parties are interviewed and relevant project sites visited
  • Other than providing standard security arrangements and information, MC takes no responsibility for the safety of the evaluator and / or his property during this exercise.
  • Prior to arriving in Dire Dawa, the evaluator must submit a list of people / groups that s/he will wish to talk with, so that the project staff can arrange meetings. Examples include the local authorities, market committees, Admas, and select beneficiaries (the evaluator must indicate the general demographics of the beneficiaries s/he would like to meet.

10) Requirements

  • Fluency in English and excellent writing skills
  • Technical knowledge
  • Minimum of 8 years previous M&E experience
  • Previous experience working in Ethiopia
  • Previous experience of DFID programming
  • Previous experience of livelihoods programming
  • Cultural sensitivity
  • Facilitation skills

Please submit an updated CV, cover letter outlining experience and technical knowledge, a copy of a previous evaluation, contact details of two references, and consultancy fee on www.mercycorps.org


ANNEX 1: Requirements for evaluations of Civil Society Challenge Fund Projects contracted by DFID

1. Background

DFID supports a wide range of civil society organisations (CSOs), both in the UK and in the developing world, in their role of helping poor and excluded people to get their voice heard and demand access to better services. As well as these ‘rights based’ activities, DFID also supports innovative service delivery projects that provide lasting benefits. In countries where the state is unable or unwilling, DFID also supports civil society to deliver basic services.

The Civil Society Challenge Fund (CSCF) is one of DFID’s main central channels of support for UK based CSO projects. It is managed by the Civil Society Department in the Policy and Research Division (PRD) which is based in our East Kilbride Headquarters.

It is a DFID requirement that all projects are subject to regular reporting and monitoring and final evaluation. Each project has a statement of Purpose and a number of Outputs (intended results) agreed by DFID. These are set out in the project’s Logical Framework (logframe), together with specific and measurable indicators of achievement. Annual Reporting records progress against these indicators and where necessary records agreed changes to update the logframe as project implementation progresses.

A CSCF project’s Goal should show the wider development change the project will contribute to. At the highest level, this could be the Millennium Development Goals.

A CSCF project’s Purpose-level objective should be focused on changes in the empowerment of the poor and their capacity to demand their rights, and/or changes in the access to and quality of services. The project Purpose is expected to have been achieved by the end of the funding period. Recording baseline information at the start of the project is vital to enable measurement of impact at the end of the project, and for consideration as part of the evaluation.

By the end of the project, results may not be exactly as planned. However, there will still be some impact and change, both intended and unintended, positive and in some cases negative. This information needs to be recorded in the final evaluation. Through an honest examination of what actually happened against the planned results, important lessons for future projects can be learned.

The purpose of the final evaluation is to:

  • Identify the impact of the project and ways that this can be sustained.
  • Record and share lessons.
  • Account to local stakeholders and funders for the project’s achievements.
  • Continuously improve project design and management and the guidance available to future CSCF grant-holders.
  • Ensure that funds are used effectively and efficiently to deliver results.
  • Enable DFID to monitor and evaluate the performance of the CSCF as a whole, making sure the overall CSCF project portfolio is contributing to the reduction of poverty and demonstrating, for public accountability purposes, that the fund is an effective use of money.

2. Outputs from the Evaluation

The evaluator(s) will produce a report (no more than 30 pages plus appendices, in Microsoft Word using Arial font 12). The report should include:

a. Basic Information (1 A4 page maximum)

  • Project title
  • Agency name
  • CSCF number
  • Country
  • Name of local partner(s)
  • Name of person who compiled the evaluation report, including summary of role/contribution of others in the team
  • Period during which the evaluation was undertaken

b. Executive Summary (1 A4 page maximum)

c. Achievement Rating Scale (5 A4 pages maximum - see template at Annex A). Please note that the overall achievement rating should have a score and a comment only.

d. Full Evaluation of Project: The format of the full evaluation report is for the project manager to decide, however the following issues must be included, making reference to the logframe and progress in relation to indicators where appropriate:

Relevance: Details of the project’s significance with respect to specific needs and its relevance to country poverty reduction priorities

  • To what extent has the project contributed to rights awareness, whose rights and what impact has there been?
  • How well did the project relate to the country’s poverty reduction plans and DFID’s country assistance plan?

Equity: Discussion of social differentiation (e.g. by gender, ethnicity, socio-economic group, disability, etc) and the extent to which the project had a positive impact on the more disadvantaged groups.

  • How did the project actively promote gender equality?
  • What was the impact of the project on children, youth and the elderly?
  • If the project involved work with children, how were child protection issues addressed?
  • How were the needs of excluded groups, including people with disabilities and people living with HIV/AIDS addressed within the project?

Efficiency: How far funding, personnel, regulatory, administrative, time, other resources and procedures contributed to or hindered the achievement of results.

  • How well did the partnership and management arrangements work and how did they develop over time?
  • How well did the financial systems work?
  • How were the beneficiaries involved, how effective was this and what have been the benefits of or difficulties with this involvement?
  • Were the risks properly identified and well managed?

Effectiveness: Assessment of how far the intended outputs and results were achieved in relation to targets set in the original logical framework.

  • How effective and appropriate was the project approach?
  • With hindsight, how would the implementers have changed it?

Impact: Details of the broader economic, social, and political consequences of the project and how it contributed to the overall objectives of the CSCF..

  • What was the project’s overall impact and how did this compare with what was expected?
  • Which of the following Millennium Development Goals did the project contribute to?

Eradicate extreme poverty and hunger

Achieve universal primary education

Promote gender equality and empower women

Reduce child mortality

Improve Maternal Health

Combat HIV/AIDS, malaria and other diseases

Ensure environmental sustainability

Develop a global partnership for development

None of the above

  • Which of the following core CSCF areas did the project contribute to?

Building capacity of Southern civil society to engage in local decision-making processes

Building capacity of Southern civil society to engage in national decision making processes

Global advocacy

Raising awareness of entitlements and rights

Innovative service delivery

Service delivery in difficult environments

  • Did the project address the intended target group and what was the actual coverage?
  • Who were the direct and indirect/wider beneficiaries of the project?
  • What difference has been made to the lives of those involved in the project?

Sustainability: Potential for the continuation of the impact achieved and of the delivery mechanisms, following the withdrawal of external support

  • What are the prospects for the benefits of the project being sustained after the funding stops? Did this match the intentions?
  • How has/could collaboration, networking and influencing of opinion support sustainability?
  • How was the exit strategy defined, and how was this managed at the end of the funding period?

Replicability: How replicable is the process that introduced the changes/had impact? Refer especially to innovative aspects which are replicable.

  • What aspects of the project are replicable elsewhere?
  • Under what circumstances and/or in what contexts would the project be replicable?

Lessons Learned: Key lessons learned throughout the period of the project, which can be utilised to guide future strategies, projects or agencies working in development. It is useful to divide these into project, sector and broader developmental lessons.

  • Were there any significant changes in the project design or the project context? What were the reasons for these and can any useful lessons be learned from this for application elsewhere?
  • How did the project engage with poor and marginalised groups and support their empowerment most effectively?
  • For whom could these lessons have relevance?
  • How do the lessons relate to any innovative aspects of the project that were highlighted in the project proposal?
  • How has the design of the project been amended as a result of lessons learned during implementation?

Information, Dissemination and Networking: Detail the mechanisms used for dissemination to outside project stakeholders.

  • Have lessons been shared during the life of the project – with whom, and to what effect?
  • How has the project contributed to building support for development in the UK (only mandatory for projects starting after March 2009)

Recommendations: Recommendations for improvements based on observations during the evaluation process (e.g. for sustainability, future project design and management)

3. Format for the Evaluation

A common evaluation report format would be:

  • Contents page
  • Abbreviations and acronyms page
  • Executive summary
  • Achievement Rating Scale
  • A short introduction to the project
  • The evaluation methodology
  • Findings from the evaluation in relation to the issues noted in bold above
  • A summary of recommendations
  • A one page summary of lessons indicating with whom and how lessons should be shared

The terms of reference for the evaluation should be included as an annex, as well as names and contact details of the evaluators along with a signed declaration of their independence from the project team. Other annexes could include the evaluation schedule, people met, documents consulted statistical data on baselines and end of project surveys.

The original and final logical framework (if different) must also be included.

4. The evaluation process

The terms of reference for the evaluation should lay out the expertise required and the methodology for the evaluation including the documents to be consulted, specific visits and people to meet, the timing of the process and deadlines for reporting. It should be made clear who the evaluation team reports to and how responsibilities for planning the logistics of the exercise are to be shared e.g. organising interviews with key people, arranging transport and booking accommodation etc.

The evaluation team would always comprise independent, external consultants. One of the team should be the designated Team Leader. Consultants may be subject area specialists, consultants with local knowledge, or organisational management specialists. The exact composition of the evaluation team will be decided by the project manager(s) (if necessary in consultation with DFID’s Information and Community Partnerships Department).

The project managers should recruit the evaluation team and organise key dates and deadlines for the evaluation within 3 (three) months of the end of the project to ensure that the findings of the evaluation feed into the Project Completion Report.

At the start of the evaluation process, the project staff should meet and hold a briefing session with the evaluators to agree the overall evaluation methodology and highlight any key issues to be addressed. Appropriate site visits and key interviews should be arranged, in advance if necessary, to minimise the logistical difficulties.

The evaluation process should include:

  • A desk review of project information including the key documents listed in these terms of reference.
  • Interviews with project managers and partners to collect information on achievements and impact and difficulties faced by the project including the management aspects of work.
  • Interviews with key project stakeholders to include questions on the degree to which project has had the intended impact; and what could have been done differently or better, so that the lessons can be learned.
  • Evaluators would normally present a preliminary overview of their findings to the project team in-country and receive comments from stakeholders before preparing the draft evaluation report.
  • Evaluators should submit the draft report to the project team for written comment before finalising the report, to minimise the chance of inaccuracies and to maximise ownership of the findings.

5. Documents to share with the evaluators

  • The approved project proposal document.
  • The original project logframe and any subsequent amended logframes with the rationale for the changes.
  • Annual Project Reports, including financial information.
  • Any case studies submitted to DFID.
  • Examples of lessons shared during the lifetime of the project.
  • Original baseline studies and any subsequent studies to show impact.
  • Other evidence of impact that the project team thinks is important. This could include anecdotes of decisions having been taken, policies or programmes that have changed or communication material that may have an impact on decision-making.

Annex A: Achievement Rating Scale

1 = fully achieved, very few or no shortcomings

2 = largely achieved, despite a few shortcomings

3 = only partially achieved, benefits and shortcomings finely balanced

4 = very limited achievement, extensive shortcomings

5 = not achieved

Achievement Rating for whole project period

Logframe Indicators

Baseline for indicators

Progress against the indicators

Comments on changes over the whole project period, including unintended impacts

Purpose (state below, then rate and comment)

Outputs (list the mainoutputs below, rate againsteach, then give an overall rating): 1., 2., 3. etc.

Activities

Please comment on the relevance, efficiency and effectiveness of the activities overall


Recognising and implementing housing access for low-income inhabitants of Dire Dawa (RIHAL) Recognising and implementing housing access for low-income inhabitants of Dire Dawa (RIHAL) Reviewed by Unknown on 2:36:00 AM Rating: 5

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