TOR Midterm Review Every Voice Counts Program (EVC)

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CARE


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Employer: CARE
Job Title: TOR Midterm Review Every Voice Counts Program (EVC)
Job Type: Contractor/Consultant
Location: Somaliland; Somalia
Category: Other
Description:

Terms of reference (TOR)

Midterm Review

Every Voice Counts Programme

Somalia/Somaliland

Terms of Reference for the Midterm Review of the ‘Dialogue and Dissent Programme’ Every Voice Counts

Table of Contents

1 Every Voice Counts programme 3

1.1 Background 3

1.2 Description of EVC Programme in 4

2 The assignment 4

2.1 Objective and scope 4

2.2 Evaluation questions 5

2.3 Methodology 7

2.4 Deliverables 7

2.5 Planning 9

3 Purchase procedure 10

3.1 Procedure 10

3.2 Administrative criteria 10

3.2.1 Deadlines 10

3.2.2 Contents of quotation 10

3.3 Award criteria 11

3.3.1 Assessment of the approach paper 11

3.3.2 Assessment of the CV’s 11

3.3.3 Assessment of the Prices 11

1 Every Voice Counts programme

1.1 Background

The Every Voice Counts (EVC) Programme is funded through the ‘Dialogue and Dissent’ strategic partnership programme of the Dutch Ministry of Foreign Affairs and aims to contribute to inclusive and effective governance processes in fragile settings. A key obstacle to achieving stability and sustainable development in fragile settings is the structural exclusion of segments of society from local, district level and national governance processes. The EVC programme Theory of Change (ToC) addresses this by focussing on inclusive governance processes, referring to the extent to which governance processes provide space to overcome the systematic exclusion of disadvantaged groups seeking to participate in decision making, in particular women and/or youth.

CARE believes that inclusiveness leads to more effective governance, since institutions and policies will then be accessible, accountable and responsive to disadvantaged groups, protecting their interests and providing diverse populations with equal access to public services such as justice, health and education. The ToC identifies four “domains of change” in which change is required to realize our long-term objective: to contribute to inclusive and effective governance processes in fragile settings. The domains are mutually constitutive and change in one can trigger change in the other. Figure 1. provides a graphic representation of the EVC programme ToC.

4. Effective Spaces for dialogue and negotiation

Long-term Objective

Impact

Domains of Change

Stability and Development

Figure 1. Theory of Change Every Voice Counts Programme

Domain 1 is centred around empowerment of members of excluded groups - in particular women and/or youth - on lobby and advocacy, as most members of excluded groups are affected by harmful norms and traditions, discriminatory social structures, lack awareness of their rights and responsibilities and have limited capacities to articulate and act on their needs.

Domain 2 focusses on strengthening the advocacy role of civil society as it has a key role to play in lobbying on behalf of excluded groups and in holding public authorities and other power holders to account.

Domain 3 is about responsive public authorities and other power holders. We believe that responsiveness increases when public authorities and other power holders have stronger capabilities as well as stronger incentives to act in reaction to people they serve.

Domain 4 focuses on expanding and strengthening space for dialogue and negotiation. We believe that increased engagement and effective interaction between all actors leads to policies and practices that better take into account the interests of excluded groups.

The EVC programme is being implemented by Care Nederland (CNL), The Hague Academy for Local Governance, CARE Country Offices (COs) and local partners in Afghanistan, Burundi, Pakistan, Rwanda, Somalia and Sudan.

1.2 Description of EVC Programme in Somalia

The EVC programme in Somalia aims Young women and men in Puntland and South Central Somalia are represented, are able to have their voices heard, and influence decision making that affects their lives through participation in informal and formal governance mechanisms and decision-making processes, including the federal election and the finalization of the federal constitution. A baseline studies was carried out in 2016 to establish the situation the EVC programme aims to change.

EVC SOM TOC and program interventions

Outcome 1: Young women and men understand their rights and responsibilities

· If (1) this program makes youth more aware of actions, rights, laws, and civil society and governance mechanisms that pertain to them and their issues

· And if (2) this program empowers youth in advocacy, leadership, negotiation and peace building skills to organize themselves and articulate their agenda

· And if (3) more young female and male role models are identified and made visible

· And if (4) the public is educated to reject negative perceptions about young women and men that lead to their exclusion

· And if (5) young women and men are aware of their common political agenda and use this for collective and collaborative action

Then young women and men in Puntland and South Central will engage in processes of influencing / changing policies that are in their disadvantage

Because they are empowered to understand and articulate their needs to actively influence decisions that affect their lives.

Interventions: 1) Outreach and community mobilization 2) Staff training and learning visits 3) Through the People first Impact Method (P-fIM) approach, assist youth and women to articulate and prioritize their needs 4)Train young women and men on advocacy, leadership, negotiation and peace-building skills 5) Organize discussion forums with young women and men in higher education institutes 6) Organize civic and voter education programs.

Outcome 2: Strong civil society organizations effectively advocating on behalf of young women and men

· If (1) CARE can support the creation / strengthening of youth and/or CSO umbrellas (made up of the existing regional/sub-regional youth umbrellas) in Puntland and South Central Somalia that can mobilize its members for effective advocacy on behalf of youth

· And if (2) CARE can support in creating space for youth civil society organizations to engage with the federal New Deal process, including participation in PSG working groups, exists

· If (3) CARE can support CSOs to use the community score card as a way of holding power holders to account

· If (4) CARE can support CSOs with evidence on the situation of youth, how this inhibits their participation in society and how CSO’s can use this evidence to reinforce their advocacy

· And if CSO’s are trained in the CSC method, in the analysis of the data and in the presentation of the analysis / policy conclusions (and advocacy objectives based on this) in order to have the capacity to present the CSC method to the power holders

Then: Strengthened youth-led CSOs and civil society networks in Puntland and South Central Somalia are effectively influencing policies and the federal constitution through lobby and advocacy

Because the youth umbrella and CSO networks will act as a forum through which young women and men can engage the Oversight Committee and participate in the ongoing constitutional review process and ensure the interests of youth and women are addressed

Interventions

1) Mobilize partner CSOs (Puntland Youth Umbrella under development, MUDAN, PUNSAA, SOSCENSA)

2) Support the establishment of a Puntland umbrella organization of youth-led organizations

a. Support to develop/review the by-laws or the constitution of the umbrella

b. Support the Puntland youth umbrella and the Puntland Ministry of Labour and Youth (MoLY) in the election and registration of the board of the umbrella.

3) Use CARE’s Advocacy Capacity Assessment Tool (ACAT) for civil society organizations in fragile states to conduct a training needs assessment of the Puntland and South Central youth-led organizations and networks (Puntland Non-State Actions Association (PUNSAA), Puntland Youth Umbrella (under establishment), Somalia South-Central Non-State Actors (SOSCENSA) and their members)

4) Based on identified capacity gaps, provide training to youth-led organizations and networks in organizational skills as well as constituency building, leadership, negotiation, peace-building, advocacy, policy influence and participatory budgeting

5) Assist the youth umbrella and CSO networks to develop organizational strategies, sustainability plans and public engagement plans (including a civic education strategy on political participation and reconciliation).

6) Assist the youth umbrella and CSO networks to develop advocacy strategies to effectively engage in the electoral process and the development/finalization of legislative and policy frameworks, including the federal constitution and federal youth and gender policies

7) Support the youth umbrella to hold annual general assemblies

8) Promote exchanges between umbrella organizations of youth-led organizations in Puntland (under establishment) and SOSCENSA- a) Exchange visits b) Newsletter

9) CSO’s are trained in the CSC method, in the analysis of the data and in the presentation of the analysis / policy conclusions (and advocacy objectives based on this) in order to have the capacity to present the CSC method to the power holders

Outcome 3: Public authorities and other power holders are responsive to the needs and interests of young women and men

· If (1) national youth and gender policies are finalized, mainstreamed and implemented

· If (2) the national youth action plan is developed and implemented

· And if (3) public authorities and power holders are sensitized on the rights of young women and men for participation and representation

· And if (4) the federal constitution is enacted, and the women’s quota is adhered to

· And if (5) the legal framework for youth political participation in Puntland and South Central is finalized and implemented

· And if (6) more young women and men are in senior decision-making positions in the civil service.

· And if (7) clan-based political representation is replaced by general elections in Puntland and the federal government.

· And if (8) Puntland and South Central Somalia have replicated the successes of Somaliland in increasing the number of youth parliamentarians

· And if (9) public authorities and other power holders are sensitized /awareness raising of people’s rights (based on existing laws and policies).

· And if (10) CSO’s are trained in the CSC method, in the analysis of the data and in the presentation of the analysis / policy conclusions (and advocacy objectives based on this) in order to have the capacity to present the CSC method to the power holders

Then local and regional administrations in Puntland and South Central Somalia and the Federal Government of Somalia are held to account and are responsive to the needs and interests of young women and men

Because local and regional leaders who are accountable will be compelled to implement inclusive governance that serves the needs and guarantees the rights of all groups in society

Interventions: 1) Policy analysis on issues related to youth 2) Publication of policy papers 3) The youth umbrella in Puntland and SOSCENSA develop inputs and recommendations for the federal constitution and youth policies under development 4) Supporting government/specific line Ministries of Youth and Labor Affairs (Puntland) and the Federal Ministry of Youth in South Central to develop adequately resourced action plans for the youth policies

a. i.e. supporting the ministries to make a business case to the Ministry of Planning

5) Annually apply the community score card methodology in Garowe, Bosaaso and Mogadishu

6) Sensitization / awareness raising of people’s rights based on existing laws and policies of the Federal republic of Somalia and Puntland state for local formal and informal leadership

Outcome 4: Effective spaces for dialogue and negotiation exists for young women and men

· If (1) effective relationships between youth representatives, civil society organizations and relevant government institutions exist

· And if (2) spaces and forums for young women and men to engage with the council of elders in Puntland and South Central Somalia exist

· And if (3) national youth days such as Puntland and South Central’s Somali Youth League Day (15 May) are effective annual forums for youth to engage with power holders and voice their issues

· And if (4) youth across all Puntland and South Central Somalia engage on their issues on social media and have forged online networks

Then: Young women and men, youth-led civil society and public authorities in Puntland and South Central Somalia meet, negotiate and dialogue on issues concerning young women and men, which will ultimately result in effective decisions that address the concerns of young women and men.

Because the use of these inclusive spaces will result in more mutual understanding and agreement on steps to be taken (changes in laws, policies, behaviour).

Interventions

1) Organize round table discussions between young women and men, youth-led CSOs and public authorities on issues affecting youth. To be held on (inter)national commemorative days.

2) Organize dialogue initiatives (social halls) between young women and men, youth-led CSOs and public authorities

3) Support partner CSOs to develop a media campaign using radio (BBC), local FM radios, TVs and social media to improve access to information and create dialogue on topics that are important to youth

2 The assignment

2.1 Objective and scope

The aim of this assignment is to conduct the external Midterm Review (MTR) of the Every Voice Counts programme as described in this ToR in order to:

· Describe progress in relation to the country Theory of Change (ToC) and objectives of the EVC programme and as compared to baseline;

· Describe what went well, what went not so well and what could be improved.

Main objectives of the assignment are:

  • Collect data for the MTR of the EVC programme In Somalia using a range of quantitative and qualitative methodologies including Outcome Harvesting (OH)

  • Analyse data in relation to programme objectives and ToC, baseline study and programme activities conducted;

  • Deliver a comprehensive MTR report including results in relation to programme objectives and ToC, baseline study and programme activities conducted.

  • Provide recommendations for the remaining period of the programme

Together with staff of CARE in the country office (Somalia) the lead consultant of the team acquiring this assignment will participate in a 3-day workshop on evaluation methodologies for the MTR with a specific focus on OH.

2.2 Evaluation questions

Synthesis of country specific results

The MTR report should provide answers to the following evaluation questions[1]:

Capacity Strengthening – CSOs

  1. How many first- and second tier partner CSOs are included in EVC? (Indicator DD6)
  2. How many first- and second-tier CSOs have demonstrated increased lobbying and advocacy skills? (Indicator DD5)
  3. Which capacities and what expertise have been developed among first- and second-tier CSOs for performing political roles and implementing advocacy strategies?
  4. (How) have supported CSOs improved their legitimacy to lobby and advocate for the claims of societal groups*? (no indicator formulated, qualitative data required)

Capacity Strengthening – community/local advocacy groups

  1. How many women and/or youth participated in training activities for political participation? (Indicator DSH PI 3.2.2)
  2. How many women and/or youth are more aware of their rights and responsibilities? (Indicator DSH OI 2.3)
  3. How many and what type of community/local advocacy groups have been supported?
  4. Which capacities and what expertise have been developed among community/local advocacy groups for performing political roles and implementing advocacy strategies? How many people were trained? (Indicator DSH PI 3.2.2)

Capacity Strengthening – public authorities and other power holders

  1. How many public authorities and other power holders and from which institutions have strengthened their capacity to respond to the needs and rights of the population? (Indicator DSH PI 1.1-1.2)
  2. Which capacities and what expertise have been developed among public authorities and other powerholders?

CSO Advocacy

  1. How many and what types of advocacy initiatives (political participation, mobilisation, activation) were carried out by CSOs. (Indicator DD4) To which preliminary outcomes have these advocacy initiatives led?
  2. How many and what types of advocacy initiatives (political participation, mobilisation, activation) were carried out by community/local advocacy groups? (Indicator DD4) To which preliminary outcomes have these advocacy initiatives led?

Responsive Public Authorities and other Power Holders

  1. (How) have targeted public authorities and other power holders increased their accountability and transparency?
  2. What is the perception on accountability/transparency of public authorities and other power holders among women and/or youth (Indicator DSH OI 3.2.2)
  3. How many women/and or youth feel represented by local authorities and other powerholders? (Indicator DSH OI 3.2.3)

Space for Dialogue

  1. How many and what type of dialogue processes have been organized by CSOs and/or community/local advocacy groups to influence the political and/or public debate (Indicator DSH OI 3.2)
  2. (How) often have CSOs and/or community/local groups succeeded in creating space for CSO demands and positions? (Indicator DD3)

New and Improved laws, policies, norms, attitudes and practices

  1. How many laws, policies and policy guidelines were successfully improved/adopted as a result of lobbying and advocacy by CSOs and/or community/local groups? (Indicator DD2) Which strategies were used?
  2. To what extent do community members believe that that decision-making should be inclusive and responsive?

Implementation of laws, policies, norms, attitudes and practices

  1. (How) have lobbying and advocacy activities of supported CSOs contributed to the implementation of laws, and/or polices and societal norms that have been put into practice? Which strategies were most effective? (DD1)
  2. (How) has decision-making – as a result from EVC programme activities - become more inclusive of women and/or youth? (DSH OI 3.2.1)
  3. To what extent do community members believe that decision-making is inclusive and responsive? (DSH SCI 3.2.2)

Changing Context

  1. (How) have changing internal and external contexts affected the EVC programme. What are the implications of this change in context for the remainder of the EVC programme?

It should also be described:

  • When programme activities did not result in the desired change, and what this implies for the remainder of the programme;
  • When the programme did not work through local CSOs and/or community-based advocacy groups, how this affected results, and what this implies for the remaining period of the programme;
  • · What the relationship was like between the partners (CARE, The Hague Academy for Local Governance and the Dutch embassy) during the contract period and how can it be improved;
  • What the main lessons learned are, along with recommendations for the remainder of the EVC programme to enhance learning and knowledge building.

2.3 Methodology

The MTR requires a mixed approach of and qualitative and quantitative methods. Field work (collecting data) is mandatory as well as a thorough study of programme documents and reports. Where applicable, tools that were used to conduct the baseline-study should also be used for the MTR.

Qualitative methods:

· The use of OH to harvest outcomes resulting from programme interventions is mandatory. To this end, the lead consultant is required to participate in a 3-day workshop on evaluation methodologies for the MTR with a specific focus on OH.

· The MTR should include stories and quotes from respondents to illustrate results.

Quantitative methods:

· Evaluation questions 6, 14, 15 and 22 should be assessed by collecting survey data to report the numbers and percentages.

2.4 Deliverables

In view of the above, the deliverables are (all in English):

  • Active participation in a 3-day workshop on evaluation methodologies for the MTR with a specific focus on OH[2].

  • Stories and quotes from respondents.

  • Presentation and validation of preliminary results to CARE and partners.

  • Finalised data collection tools.

  • Raw data of the research in MS Excel format.

  • A comprehensive MTR report with a maximum of 30 pages excluding annexes with the following table of contents:

Table of Contents MTR EVC Programme

Title page

Including:

· Title of report

· Date of submission

· Names of consultants

Table of contents

Abbreviations

Executive summary

No longer than 2 pages

Including:

· Introduction

· Methodology

· Main findings

· Conclusions & recommendations

Introduction

Including:

· Background EVC programme

· Objectives and scope of evaluation

· Current context

Methodology

Including:

· Description of quantitative and qualitative methodologies used in relation to the evaluation questions

· Description of methods used to select the different groups of respondents

Main findings

Including

· Brief overview of respondents

· Findings related to evaluation questions, including stories and quotes from respondents to illustrate results found

Conclusions and recommendations

Including:

· Main conclusions and lessons learned

· Recommendations for:

· CARE country offices and partners

· CARE Nederland

· The Hague Academy for Local Governance

· The Dutch embassy

Annexes Including:

· Finalised data collection tools.

· Stories from respondents.

2.5 Planning

Deliverables (see more detailed description above)

Time period

Detailed workplan (methodologies, sample size, questionnaires and analysis tools, days of work and cost, field travel/transportation cost, accommodation cost, team composition female and male and technical lead)

15 June 2018

Active participation in 3-day workshop on evaluation methodologies for MTR with a specific focus on OH

25-27 June 2018

Data collection, analysis and validation

July 2018

Comprehensive MTR report

1 August 2018

3 Purchase procedure

3.1 Procedure

This procurement procedure is organised to contract the service of providing a 3-day training, the development of guidelines and tools for facilitating OH workshops at local level, providing remote support to CARE country offices, data collection at global level synthesis of MTR reports at country level, validation of preliminary results during a linking and learning event and the delivery of a comprehensive MTR report. After careful consideration and pre-selection, a selection of potential suppliers is asked to take part in the competitive negotiated procedure for the above-mentioned contract. These potential suppliers are asked to make a quotation based on the administrative criteria, selection criteria and the award criteria mentioned below. These quotations are assessed on their compliance, quality and price. The contract will in principle be awarded to the organisation with the economically most advantageous quotation. This means that not only the price, but all award criteria will be taken into consideration. CARE Nederland withholds the right to conduct interviews with one or more potential suppliers before an award decision is made. Purpose of the interview is to seek further clarification on the submitted quotations and learn more about the background and previous experiences of the potential suppliers and their teams.

3.2 Administrative criteria

3.2.1 Deadlines

· Any questions, remarks or requests for clarification can be sent before by 15th June 2018.Quotations should reach CARE Contents of quotation

3.3 Award criteria

The evaluation of the quotations will be based on the best value for money criterion covering technical quality (the evaluation methodology and the CV of the consultant) and price of the quotation.

3.3.1 Assessment of the approach paper

The assessment of the approach paper will be based on the following criteria. The best fitting approach paper for the assignment will be given the most points.

1) Proposed evaluation methodology will lead to a quality MTR report of the EVC programme providing answers to the evaluation questions in this ToR.

2) Realistic time planning, given the assignment.

3.3.2 Assessment of the CV’s

The assessment of the CV’s will be based on appropriateness of the proposed consultants based on the following criteria. The best fitting CV for the assignment will be given the most points. The following competencies should be made clear in the CV’s provided:

Required

a) Experience in evaluating development programmes

b) Experience with international (I)NGO’s

c) Good writing and communicative skills

d) Good command of English

Preferred

e) Experience in evaluating governance programme

f) Experience in evaluating lobbying and advocacy programmes

 

HOW TO APPLY:

The following should be included in applications:

  • At least two relevant reference assignments previously performed by the supplier that are comparable in content, time and money.
  • An approach paper, including a detailed work plan based on this ToR
  • CV(’s) of the proposed consultant(s), proving relevant experience and/or diplomas. See also chapter 3.3, award criteria.
  • Total price. Accompanied with a cost break down in days or hours spent and the related fee.

Application should be submitted by e-mail to somconsultant@care.org, no later than 15th June 2018

[1] Note that these questions are derived from the policy framework “Dialogue and Dissent - DD” as developed by the Social Development Department (DSO) (see Annex 1) and the policy framework “Legitimate Stability and Sustainable Peace in Conflict-Affected States” as developed by the Department for Stabilisation and Humanitarian Aid (DSH) (see Annex 2) which form the basis for this part of the MTR. Annex 3 provides an overview of the DSO and DSH indicators to be used in this MTR.

 

[2] The location of the training is still to be determined

 
Publish date: 2018-06-06 06:48:53
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