Evaluation of IFRC HIV Global Alliance Program
Deadline extended until 5 August 2012
Terms of Reference (TOR) for:IFRC HIV Global Alliance Program
1. Summary
1.1 Purpose: The International Federation of Red Cross and Red Crescent Societies (IFRC hereafter) is undertaking an evaluation to assess the impact and effectiveness of its HIV Global Alliance program. The evaluation will assess to what extent the framework mobilized capacities and resources to provide harmonized, effective support to National Society and partners for the achievement of their HIV programmes within the framework of the IFRC`s Global Agenda. The evaluation upholds IFRC commitment to accountability and organizational learning, and will be used to inform future IFRC programming in HIV/AIDS..
1.2 Audience: the IFRC Secretariat, National Societies, donors and partner organizations, and other key stakeholders the HIV Global Alliance program.
1.3 Commissioners: This evaluation is commissioned by the Health department in compliance with IFRC evaluation Policy and framework.
1.4 Duration of consultancy: estimated 22 weeks
1.5 Time frame : June 2012 through October , 2012
1.6 Location: Based at IFRC Secretariat in Geneva – potential travel involved.
2. Background
2.1 Purpose of the HIV Global Alliance program
The HIV Global Alliance program was implemented between 2006 and 2010 as, "(A)an enabling framework to mobilise capacities and resources to provide harmonised, effective support to National Society and partners for the achievement of their HIV programmes within the framework of the International Federation`s Global Agenda." An effective IFRC Global Alliance on HIV is expected to:
Improve the quality of RCRC work through systematic peer involvement and knowledge sharing.
Improve efficiency through greater coherence and reduced transaction costs.
Attract more resources from traditional and new donors.
Expand the volume of programming.
Ensure that National Society capacity building is given central emphasis.
Combating the HIV/AIDS global catastrophe is a major goal of the United Nations Millennium Declaration , and a key priority of the IFRC's Global Agenda for 2006-2010. As the world's largest voluntary network, with millions of members and volunteers among 187 National Societies (NS), living in communities in every corner of the globe, it was felt that mobilizing the power of its Federation will make a difference to scale up its response to the HIV epidemic. IFRC recognized the magnitude of the HIV challenge and acknowledged that its far-reaching and complex social impact needs concerted effort by all sectors.
The HIV Global Alliance program sought to double the Red Cross Red Crescent (RCRC) contribution to the worldwide effort against HIV by 2010. The program sought to achieve this through mobilizing its collective capabilities more efficiently so that it could provide technical and capacity building assistance to RCRC National Societies to develop scaled-up efforts in the prevention, treatment, care and support, and reduction of stigma and discrimination of HIV/AIDS – as part of their own contributions to their respective National HIV/AIDS programs.
2.2 Origin and evolution of the HIV Global Alliance program
The HIV Global Alliance program was built upon its IFRC predecessor, the "HIV/AIDS Global Program," which began in 2002. In 2005, the HIV/AIDS Global Program was evaluated. Findings were that the HIV/AIDS Global Program had established the foundation for a coordinated HIV/AIDS response, but it was recommended to reinforce the collective commitment of the IFRC Secretariat and member National Societies (NS), and to strengthen support for National Society to address HIV/AIDS.
Therefore, in 2006, the HIV/AIDS Global Program entered in a new phase in 2006 with the appointment of a HIV/AIDS Special Representative attached to the Office to the Secretary General. The Special Representative's mission was to drive forward the mainstreaming and scale-up of the IFRC response to HIV/AIDS through all core programs, member National Society and community volunteers. The Special Representative was expected to advocate for an evidence-based response, the inclusion of the marginalized and vulnerable communities, and expand the IFRC partnership with people living with HIV/AIDS.
World AIDS Day 2006 called for a broader mobilization against HIV and AIDS , with a 100 per cent increase in the IFRC global commitment to fight HIV and AIDS through the strategy of the Global Alliance on HIV, " Rising to the Challenge." Just as combating global HIV/AIDS was a major goal of the United Millennium Declaration, it was adopted as a key priority of the Federation's Global Agenda 2006-2010.
The HIV Global Alliance program operated through a Global Alliance appeal of CHF 694,000, the 2008-2010 Health and Care appeal, and through health and care appeals at the zonal level between 2008 and 2010, except in southern Africa where an HIV single appeal of CHF 230,000,000 was launched for the period 2006-2010. Together, this funding was to enable the Secretariat to strengthen co-operation within the membership of the HIV Global Alliance in line with the "seven ones" principles,.
At the end of 2010, 56 National Societies in four Federation Zones had adopted the Global Alliance on HIV approach, developed comprehensive HIV programs and started implementation. To date, the achievements registered by National Societies vary depending on the volume of resources mobilized. Specific implementation times have varied according to location: Southern Africa 2006-2010; East Africa 2008-2010; West Africa 2008-2010; Americas 2008-2010; Europe 2008-2010; Asia and Pacific 2008-2010. In total 67 National Societies (participating and host National Society) have participated in the HIV Global Alliance program between 2006-2010.
In 2008, the world confronted a severe economic crisis which jeopardized funding promises to HIV/AIDS programs, a time when the HIV Global Alliance program was in the middle of its efforts to scale up its response to the HIV epidemic. Subsequently, financial resources declined annual thereafter.
Today, the world and IFRC confronts a clear choice: maintain current efforts and make incremental progress, or invest smartly, build upon the foundation laid by the HIV Global Alliance program, and achieve rapid success in the AIDS response.
2.3 Program objectives and principles of the HIV Global Alliance program
Stated program outputs are summarized below for the HIV Global Alliance program, and a more complete program framework can be found in Annex 1:
Overall Purpose: To scale-up the International Federation's efforts in support of National HIV and AIDS Programs to reduce vulnerability to HIV and its impact.
Output 1: Preventing further HIV infection.
Output 2: Expanding HIV treatment, care, and support.
Output 3: Reducing HIV stigma and discrimination.
Output 4: Strengthening National Red Cross / Red Crescent Society capacities to deliver and sustain scaled-up HIV program.
2.4 Program "Seven Ones" principles
Funding for the HIV Global Alliance program was to enable the IFRC Secretariat to strengthen co-operation within the its National Society membership (Global Alliance) in line with the "Seven Ones" principles identified for the program:
1. One set of needs analysis.
2. One set of objectives and strategies
3. One HIV country plan (for each operating National Society) with expectation of long term commitment to ensure sustainability
4. One shared understanding of the division of labour among entities of the Red Cross Red Crescent Movement
5. One results-based funding framework in which multi and bilateral financing channels can co-exist.
6. One performance tracking system
7. One accountability and reporting mechanism
The Seven Ones principles sought to mobilize the RCRC collective capabilities more efficiently so that it could provide technical and capacity building assistance to a target 100 National Society for scaled-up efforts in their respective National HIV/AIDS Program in HIV prevention, treatment, care and support, and reduction of stigma and discrimination. The actual program delivery to beneficiaries is the responsibility of the National Society. This evaluation will not focus on the individual National Society and program delivery at the national level. However, this will be an important consideration in order to best assess the overall impact, efficiency, and effectiveness of the Global Alliance on HIV.
Another important operating premise of the Global Alliance on HIV is the three key guiding principles its implementation:
1. Interventions must be evidence-based, i.e. they must be informed by locally-prevalent patterns of HIV risk, vulnerability, and impact, and driven by a demonstrable understanding of what is effective in a particular context.
2. Interventions must be main-streamed, wherever feasible, i.e. not only within the structures and programs of the International Federation, but importantly, they should be integrated into and seek to strengthen community and institutional systems for health, education, social care, and livelihood promotion. Thus HIV activities may be carried out jointly with maternal and reproductive health, TB, safe blood and other related interventions.
3. Interventions must seek out the most vulnerable and build resilience i.e. in line with the fundamental principles of the Red Cross Red Crescent, they must prioritize reaching and empowering the people that are most in need.
2.5 Program key commitments
Another important element of the Global Alliance on HIV is its principle towards "100% Commitment." Its strategy and the Federation Alliance that underpins it were designed with a 100% core commitment to address the challenge of HIV:
a. 100% of Red Cross Red Crescent National Societies active in HIV in low and middle income countries will be working to advocate and enable 100% access by their clients to prevention, treatment, care and support.
b. 100% scale-up (at least) in resources programmed for HIV work by Red Cross Red Crescent National Societies in low and middle income countries.
c. 100% increase (at least) in numbers of participants and beneficiaries in Red Cross Red Crescent prevention, treatment, care, support, and anti-stigma initiatives in low and middle income countries.
d. 100% increase in gender equity in access to, and participation in, Red Cross Red Crescent HIV programs in low and middle income countries.
2010 Federation-wide targets for the program were set against the 2005 baseline, summarized in the following table:
Baseline 2005 Target 2010
Coverage
(% of population) 57 million
(1%) 137 million
(2%)
Output 1 (prevention) 56 million 128 million
Output 2 (care) 450,000 2 million
Output 3 (stigma) 13,000 5 million
Output 4 (capacity) 612,000 2 million
Quality variable 90% of quality index
Resources spent (% of global HIV spend CHF 36 million
(0.4%) CHF 270 million
(2%)
3. Evaluation Purpose & Scope
3.1 Evaluation Purpose & Audience
The International Federation of Red Cross and Red Crescent Societies (IFRC) is undertaking this evaluation to assess the impact and effectiveness of its HIV Global Alliance program. The evaluation will assess:
To what extent the framework mobilized capacities and resources to provide harmonized, effective support to National Society and partners for the achievement of their HIV programmes within the framework of the IFRC`s Global Agenda.
The evaluation upholds IFRC commitment to accountability and organizational learning, and will be used to inform future IFRC programming in HIV/AIDS. The evaluation is in accordance with the initial program agreement for the HIV Global Alliance program, which states that the program should be evaluated at the end of the initial funding cycle in 2010. This evaluation also upholds the IFRC Framework for Evaluation, which mandates that all Secretariat programs/projects exceeding 1,000,000 Swiss franc should have an independent, final evaluation.
The audience for this evaluation includes the IFRC Secretariat, National Societies, donors and partner organizations, and other key stakeholders the HIV Global Alliance program.
3.2 Evaluation Scope
This evaluation will focus on Output 4 in the four IFRC zones that have adopted the HIV Global Alliance program during the period of 2006 – 2010. Specific implementation times have varied according to location: Southern Africa 2006-2010; East Africa 2008-2010; West Africa 2008-2010; Americas 2008-2010; Europe 2008-2010; Asia and Pacific 2008-2010. At the end of 2010, 56 National Societies in four Federation Zones have adopted the Global Alliance on HIV approach, developed comprehensive HIV programs and started implementation. To date, the achievements registered by National Societies vary depending on the volume of resources mobilized. Following is a summary of participation by region:
Eastern Africa Zone (9): Djibouti, Ethiopia, Kenya, Madagascar,, Rwanda, Somalia, Sudan, Tanzania, Uganda
Southern Africa Zone (10): Angola, Botswana, Lesotho, Malawi, Mozambique, Namibia, South Africa, Swaziland, Zambia, Zimbabwe
Western and Central Africa Zone (5): Burkina Faso, Central African Republic, Democratic Republic of Congo, Guinea, Nigeria
Asia and Pacific Zone (15): , Bangladesh, Cambodia, China, Cook Islands, India, Kiribati, Laos, Micronesia, Mongolia, Myanmar, Nepal, (Papua New Guinea), Philippines, Samoa, , Sri Lanka,
Americas Zone (10): Argentina, Belize, , Colombia, Ecuador, El Salvador, Guatemala, Guyana, Haiti, Honduras, Jamaica
Europe Zone (7): Armenia, , Belarus,, Kazakhstan, Kyrgyzstan, Russian Federation , , , Ukraine, Uzbekistan
4. Evaluation Objectives and Criteria
This evaluation will focus on five objectives that frame the principal areas of inquiry. Together, these objectives focus primarily on program Output 4, (Strengthening National Red Cross/Red Crescent Society capacities to deliver and sustain scaled-up HIV programme), and IFRC Secretariat support, management, and harmonization with the Global Alliance program.
Key guiding questions have been framed for each objective. The questions are and the assessment of the objectives should be informed by the IFRC evaluation criteria, per the IFRC Framework for Evaluation:
1. The Red Cross and Red Crescent Fundamental Principles, Code of Conduct, and the IFRC's Strategy 2020
2. Relevance and appropriateness.
3. Efficiency.
4. Effectiveness
5. Coverage
6. Impact.
7. Sustainability
It is important to note that program outputs 1-3 will not be directly assessed in this evaluation. It is beyond the scope and capacity to assess National Society direct implementation and service delivery in HIV/AIDS prevention, treatment, care and support, and reduction of stigma and discrimination. These outputs, however, will be reviewed as necessary to assess the overall evaluation purpose:
To what extent the framework mobilized capacities and resources to provide harmonized, effective support to National Society and partners for the achievement of their HIV programmes within the framework of the IFRC`s Global Agenda.
4.1 Objective 1 – Assess the overall effectiveness and impact of the Global Alliance
a. To what extent has the Global Alliance framework mobilized capacities and resources to provide harmonized, effective support to National Societies and partners for the achievement of their HIV programmes within the framework of the IFRC`s Global Agenda?
b. To what extent has the Global Alliance been delivered in an efficient, cost-effective manner?
c. To what extent did the Global Alliance program achieve its stated objectives according to schedule? To what extent did the Global Alliance uphold it its principle of "100% Commitment."
d. To what extent has the Global Alliance changed the ways the IFRC global programme on HIV has been operating over the last ten years?
e. To what extent has the Global Alliance on HIV improved the quality of RCRC work through systematic peer involvement and knowledge sharing?
f. To what extent was there a trend towards a comprehensive, contextualized and evidence based response to HIV and AIDS as indicated in the Global Alliance on HIV approach?
g. To what extent was there increased cooperation and partnership on HIV/AIDS between IFRC and other international organizations?
h. To what extent has the Global Alliance influenced IFRC's reputation as a global actor in the international arena of HIV/AIDS?
4.2 Objective 2 – Assess IFRC Secretariat program management and support
a. To what extent were sufficient support and resources allocated in the Secretariat (Geneva and zones) to allow for an effective scaled up program implementation.
b. To what extent was the Global Alliance program managed such that the IFRC Secretariat, National Societies, and other key HIV/AIDS actors were coordinated in a cohesive and effective manner?
c. To what extent did structures within the Secretariat and its field structures efficiently support the objectives of the Global Alliance, (including adequate, professional project management)?
d. To what extent have the IFRC Secretariat and the zone offices supported governance, accountability, and leadership of participating National Society for discharging planned commitments?
e. To what extent did the global forum of stakeholders and the IFRC General Assembly (GA) steering committee provide sufficient leadership for the Global Alliance program?
f. To what extent was there an efficient knowledge management, documentation and sharing of best practices and lessons learned within IFRC?
g. Where there efficient mechanisms within the Secretariat to allow for integration and links to other program sectors?
4.3 Objective 3 – Assess National Society capacity development for HIV/AIDS programs
Output 4 is a primary focus of this evaluation: "Strengthening National Red Cross/Red Crescent Society capacities to deliver and sustain scaled-up HIV programme." In addition to key assessment questions below, closely related is the assessment of the "Seven Ones" in Objective 3.
a. To what extent has there been wider impact of the Global Alliance on National Society capacity to deliver and sustain scaled-up HIV/AIDS programming? This includes both positive and negative results for National Societies, (direct or indirect, intended or unintended).
b. To what extent did the overall volume of National Society programming in HIV/AID increase?
c. To what extent has the Global Alliance been well-suited to the IFRC and National Societies to deliver improved, scaled-up HIV/AIDS programming to those in need?
d. To what extent did the Global Alliance program included National Societies in its implementation, with attention to proportionality – support to National Societies provided proportionate to HIV/AIDS needs.
e. To what extent was adequate emphasis and support provided to National Society in resource mobilisation?
f. To what extent has National Society capacity been developed in planning, monitoring evaluation, and reporting (PMER)?
g. Were the Global Alliance on HIV programme manual and other National Society resources relevant and useful?
4.4 Objective 4 – Assess the "Seven Ones"
An important component of Output 4 is the Seven Ones guiding principles for the HIV Global Alliance program to strengthen cooperation and capacity within the its National Society membership (Global Alliance) to deliver and sustain scaled-up HIV programme. The evaluation should assess the specific criteria identified for the Seven Ones in initial program documentation, "Using the Seven Ones Framework," (Global Alliance on HIV, 24August2008).
Application of the "Seven Ones" principle should be assessed at two levels:
1. Compliance with the process: How well are the members of the Global Alliance cooperated in accordance with the "seven ones" rules?
2. Assessing overall benefit: How has working according to the "seven ones" delivering better results for all stakeholders?
Key guiding questions for each principle include:
1. One set of needs analysis.
a. To what extent has there been coordination and alignment of needs analysis within the Global Alliance at global and national socieity levels?
2. One set of objectives and strategies.
a. To what extent has there been alignment of objectives and strategies to Global Agenda policies (for global alliances) or the ONS Strategic Plan (for operational alliances)?
3. One HIV country plan (for each operating NS) with expectation of long term commitment to ensure sustainability
a. To what extent has there been ONS ownership, and capacity to plan its programming and guide its partners have increased?
b. To what extent have projects and activities that fall outside the alliance framework been
4. One shared understanding of the division of labour among entities of the Red Cross Red Crescent Movement
a. To what extent has there been ONS ownership, and capacity to implement its programming has increased?
b. The what extent has the division of labour reduced duplication and transactional costs for (i) the ONS and (ii) the PNS?
5. One results-based funding framework in which multi and bilateral financing channels can co-exist.
a. To what extent has the financial management capacity of ONS been strengthened (including alignment of ONS and partner financial systems and acceptance of one audit system)?
b. To what extent did the Global Alliance attracted more resources from traditional and new donors?
c. To what extent did the Global Alliance improved efficiency through greater coherence and reduced transaction costs?
d. To what extent has the budgeted resource requirements of the alliance programme been reduced?
6. One performance tracking system
a. To what extent has the ONS information management and programme monitoring capacity improved?
b. To what extent were the agreed tracking indicators monitored to track progress on implementation of the National Society HIV Programmes functioning under the framework of the Global Alliance?
c. To what extent have the perceptions of mutual trust been improved (eg, resulting in reduced demands for separate or ad hoc partner/donor programme monitoring information)?
7. One accountability and reporting mechanism
a. To what extent has ONS capacity for programme reporting been enhanced?
b. To what extent have duplicate reporting burdens on ONS and partners been reduced?
4.5 Objective 5 – Assess harmonization and sustainability with IFRC Secretariat
a. To what extent the Global Alliance will impact/influence National Society capacity and Secretariat strategic direction, partnerships, resource mobilization, and actual implementation in HIV/AIDS programming after 2010?
b. Have the Global Alliance program strategies to involve National Society governance and engage leadership provided a strategic program vision throughout IFRC?
c. To what extent has the Global Alliance program affected how HIV/AIDS is featured in the IFRC Strategy 2020?
d. To what extent did the Global Alliance reflect the policies and priorities set by Secretariat governance up to 2010?
e. To what extent did the Global Alliance framework incorporate key lessons and recommendations from the 2005 evaluation of the IFRC HIV/AIDS Global Program?
5. Evaluation Methodology
This evaluation will employ mixed methods. Specific methodological approaches and tools will be discussed in joint consultation with an IFRC evaluation management team that will manage the consultancy. An inception report will be used to demonstrate a clear understanding and realistic plan of work for the evaluation, checking that the evaluation plan is in agreement with the TOR and the overall IFRC vision for the evaluation. Primary evaluation methods will include:
5.1 Analysis of secondary data sources.
Secondary data will include but is not limited to: baseline data where available from 2005/010 for participating zones/National Societies; meta-analysis of existing Secretariat-commissioned evaluations (at global and regional and country levels) of Global Alliance program initiatives; Global programme plans, annual Global Alliance HIV reports; the Global Alliance programme manual, guidelines; policy and motions passed by Governing Board, General Assembly, HIV Governance Group , Global Alliance steering committee and Health Commission; annual IFRC appeals and global and regional planning documents and annual reports; communications packs, newsletters, Pass It On postings, and reports to UNAIDS; Reports on/of regional networks
5.2 Financial analysis
An important source of secondary data for review and analysis will be the financial records and related documentation for the program. This will include but is not limited to: funds received (multi-lateral, bilateral, in country); budgets and expenditures (Secretariat and field), including annual expenditure of all parts of Global Alliance programming, by country and (where available) by activity.
5.3 Key informant interviews
A selection of key informants will be identified jointly by the consultancy and the evaluation management team. Interviews will be conducted in person and over the phone.
5.4 Focus group discussion
When possible, focus group discussions may be used to generate and capture group opinion. At a minimum, an extended focus group discussion (Lessons Sharing Workshop) will be conducted with key stakeholders to review the initial draft findings and recommendations for the evaluation report. This will be done to check for accuracy, collect any additional feedback/input for the evaluation, and to foster understanding and ownership for the evaluation process.
5.5 Survey questionnaires
Survey questionnaires can be developed targeting 1) Secretariat HIV/AIDS Advisers, and 2) field members of the Global Health team/ program. Additional questionnaires may target remaining IFRC field structure and National Societies. Questionnaire may be administered online, and/or through the HIV Advisors, and HIV/AIDS delegates.
should be selected for their empirical rigor to address the evaluation objectives and criteria.
6. Timeframe and deliverables (outputs)
The specific timeframe will be agreed in joint consultation with an IFRC evaluation management team and detailed in the inception report process. Related, deliverables may be revised according to the conception report. The consultancy is expected to be 22 weeks; actual start of the consultancy will depend on the recruitment process for suitable consultant/s.
7. Evaluation Quality & Ethical Standards
The evaluation consultant/s should take all reasonable steps to ensure that the evaluation is designed and conducted to respect and protect the rights and welfare of people involved, and to ensure that the evaluation is technically accurate, reliable, and legitimate, conducted in a transparent and impartial manner, and contributes to organizational learning and accountability. Therefore, the evaluation team should adhere to the evaluation standards and specific, applicable practices outlined in the IFRC Framework for Evaluation. The IFRC Evaluation Standards are:
1. Utility: Evaluations must be useful and used.
2. Feasibility: Evaluations must be realistic, diplomatic, and managed in a sensible, cost effective manner.
3. Ethics & Legality: Evaluations must be conducted in an ethical and legal manner, with particular regard for the welfare of those involved in and affected by the evaluation.
4. Impartiality & Independence; Evaluations should be impartial, providing a comprehensive and unbiased assessment that takes into account the views of all stakeholders.
5. Transparency: Evaluation activities should reflect an attitude of openness and transparency.
6. Accuracy: Evaluations should be technical accurate, providing sufficient information about the data collection, analysis, and interpretation methods so that its worth or merit can be determined.
7. Participation: Stakeholders should be consulted and meaningfully involved in the evaluation process when feasible and appropriate.
8. Collaboration: Collaboration between key operating partners in the evaluation process improves the legitimacy and utility of the evaluation.
It is also expected that the evaluation will uphold the seven Fundamental Principles of the Red Cross and Red Crescent:
1) humanity, 2) impartiality, 3) neutrality, 4) independence, 5) voluntary service, 6) unity, and 7) universality. Further information can be obtained about these principles at:
www.ifrc.org/what/values/principles/index.asp"
8. Consultant/s Qualifications
a. Public health expertise with advanced technical knowledge of HIV and AIDS programme delivery and global trends
b. University degree/s at the post-graduate level in relevant field of study, PhD preferred, MPH minimum.
c. Minimum of seven years experience in the review and evaluation of health and care community based programmes, and related capacity building mechanisms.
d. Demonstrated competence in managing quantitative and qualitative data collection and analysis.
e. Sound knowledge of the IFRC and it works preferred.
f. Excellent analytical, writing and presentation skills.
9. Application Procedures
Interested candidates should submit their application material by 5 August 2012 to: Misgana Ghebreberhan, misgana.ghebreberhan@ifrc.org.
11. Curricula Vitae (or resume)
2. Cover letter clearly summarizing your experience as it pertains to this assignment, your daily rate, and three professional references.
3. At least one example of an evaluation report most similar to that described in this TOR.
Application materials are non-returnable, and we thank you in advance for understanding that only short-listed candidates will be contacted for the next step in the application process.
10. Annex
Annex 1 – HIV Global Alliance Program Framework
APPROACHES TRACKING INDICATORS
PURPOSE OF RED CROSS RED CRESCENT HIV GLOBAL ALLIANCE:
To scale-up the International Federation's efforts in support of National HIV and AIDS Programmes to reduce vulnerability to HIV and its impact
People benefiting from Red Cross Red Crescent HIV services in targeted communities (number and %)
Proportion of national programming in targeted countries conducted by Red Cross Red Crescent (%)
National Impact: Prevalence of HIV; infants born to HIV infected mothers who are infected at 18 months; survival rates of antiretroviral therapy (ART) recipients.
OUTPUT 1: Preventing further HIV infection
1.1 Peer education and community mobilization
1.2 Information, education, and communication (IEC) for targeted vulnerable groups
1.3 Voluntary Counselling and Testing (VCT)
1.4 Preventing Mother to Child Transmission (PMTCT)
1.5 Skills for personal protection, including condom use
People reached by peer education programme (number and %)
People reached by IEC programmes (number and %)
People who were referred to VCT services (number and %)
Pregnant women referred to PMTCT services (number and %)
PLHIV supported on positive prevention (number)
National Outcome: % of people with correct knowledge on means of HIV prevention and rejection of major misconceptions; % of people with non-regular or multiple partners reporting
consistent condom use.
OUTPUT 2: Expanding HIV treatment, care, and support
2.1 Assisting children and orphans (OVC) made vulnerable by HIV
2.2 Providing treatment, support and care (home or community based and through health institutions) for people living with HIV
2.3 Developing community support groups and networks.
2.4 Providing livelihood and food support for the most vulnerable
OVC clients receiving RCRC services (number and %)
HBC or treatment clients receiving RCRC services (number and %).
School age OVCs supported by RCRC to attend school (number and %)
PLHIV reached by RCRC support groups (number)
HBC or treatment clients and OVC receiving livelihood support (number)
National Outcome: % of school age OVC attending school on a regular basis; % of ART (and TB treatment) clients with over 90% adherence to treatment.
OUTPUT 3: Reducing HIV stigma and discrimination
3.1 Developing community support groups and networks of people living with HIV, and partnerships with PLHIV organisations
3.2 Ensuring that HIV in workplace policy and programmes for all staff and volunteers are in place in Red Cross Red Crescent National Societies
3.3 Tackling gender inequalities and sexual and gender based violence
3.4 Peer education, community mobilisation, and population-based information, education and communication HIV+ RCRC staff and volunteers who received ART in last 12 months (number).
Discrimination incident reports reported by HIV positive RCRC staff and volunteers with appropriate action (%)
Number of sexual and gender- based violence incident reports received from served population and followed up with appropriate action
National Societies with workplace policies, and staff participating in work place HIV education (number and %)
National Outcome: social attitudes to HIV and AIDS: % of marginalised groups and/or PLHIV who report that they can live openly and without discrimination.
OUTPUT 4: Strengthening National Red Cross / Red Crescent Society capacities to deliver and sustain scaled-up HIV programme
4.1 Improving governance, accountability, and leadership of Red Cross Red Crescent National Societies for discharging planned commitments
4.2 Improving volunteer and staff support and management
4.3 Strengthening programme cycle management
4.4 Widening partnerships and expanding resource mobilisation Number of volunteer hours mobilised
National Societies that regularly report as per standard guidelines (number and %)
HIV Appeals coverage (amount and %)
National Outcome: resources mobilised by NS through in-country approaches and partnerships; at least 80% achievement of specific targets within set timescales by country programmes.
Job Email id: misgana.ghebreberhan(at)ifrc.org
Terms of Reference (TOR) for:IFRC HIV Global Alliance Program
1. Summary
1.1 Purpose: The International Federation of Red Cross and Red Crescent Societies (IFRC hereafter) is undertaking an evaluation to assess the impact and effectiveness of its HIV Global Alliance program. The evaluation will assess to what extent the framework mobilized capacities and resources to provide harmonized, effective support to National Society and partners for the achievement of their HIV programmes within the framework of the IFRC`s Global Agenda. The evaluation upholds IFRC commitment to accountability and organizational learning, and will be used to inform future IFRC programming in HIV/AIDS..
1.2 Audience: the IFRC Secretariat, National Societies, donors and partner organizations, and other key stakeholders the HIV Global Alliance program.
1.3 Commissioners: This evaluation is commissioned by the Health department in compliance with IFRC evaluation Policy and framework.
1.4 Duration of consultancy: estimated 22 weeks
1.5 Time frame : June 2012 through October , 2012
1.6 Location: Based at IFRC Secretariat in Geneva – potential travel involved.
2. Background
2.1 Purpose of the HIV Global Alliance program
The HIV Global Alliance program was implemented between 2006 and 2010 as, "(A)an enabling framework to mobilise capacities and resources to provide harmonised, effective support to National Society and partners for the achievement of their HIV programmes within the framework of the International Federation`s Global Agenda." An effective IFRC Global Alliance on HIV is expected to:
Improve the quality of RCRC work through systematic peer involvement and knowledge sharing.
Improve efficiency through greater coherence and reduced transaction costs.
Attract more resources from traditional and new donors.
Expand the volume of programming.
Ensure that National Society capacity building is given central emphasis.
Combating the HIV/AIDS global catastrophe is a major goal of the United Nations Millennium Declaration , and a key priority of the IFRC's Global Agenda for 2006-2010. As the world's largest voluntary network, with millions of members and volunteers among 187 National Societies (NS), living in communities in every corner of the globe, it was felt that mobilizing the power of its Federation will make a difference to scale up its response to the HIV epidemic. IFRC recognized the magnitude of the HIV challenge and acknowledged that its far-reaching and complex social impact needs concerted effort by all sectors.
The HIV Global Alliance program sought to double the Red Cross Red Crescent (RCRC) contribution to the worldwide effort against HIV by 2010. The program sought to achieve this through mobilizing its collective capabilities more efficiently so that it could provide technical and capacity building assistance to RCRC National Societies to develop scaled-up efforts in the prevention, treatment, care and support, and reduction of stigma and discrimination of HIV/AIDS – as part of their own contributions to their respective National HIV/AIDS programs.
2.2 Origin and evolution of the HIV Global Alliance program
The HIV Global Alliance program was built upon its IFRC predecessor, the "HIV/AIDS Global Program," which began in 2002. In 2005, the HIV/AIDS Global Program was evaluated. Findings were that the HIV/AIDS Global Program had established the foundation for a coordinated HIV/AIDS response, but it was recommended to reinforce the collective commitment of the IFRC Secretariat and member National Societies (NS), and to strengthen support for National Society to address HIV/AIDS.
Therefore, in 2006, the HIV/AIDS Global Program entered in a new phase in 2006 with the appointment of a HIV/AIDS Special Representative attached to the Office to the Secretary General. The Special Representative's mission was to drive forward the mainstreaming and scale-up of the IFRC response to HIV/AIDS through all core programs, member National Society and community volunteers. The Special Representative was expected to advocate for an evidence-based response, the inclusion of the marginalized and vulnerable communities, and expand the IFRC partnership with people living with HIV/AIDS.
World AIDS Day 2006 called for a broader mobilization against HIV and AIDS , with a 100 per cent increase in the IFRC global commitment to fight HIV and AIDS through the strategy of the Global Alliance on HIV, " Rising to the Challenge." Just as combating global HIV/AIDS was a major goal of the United Millennium Declaration, it was adopted as a key priority of the Federation's Global Agenda 2006-2010.
The HIV Global Alliance program operated through a Global Alliance appeal of CHF 694,000, the 2008-2010 Health and Care appeal, and through health and care appeals at the zonal level between 2008 and 2010, except in southern Africa where an HIV single appeal of CHF 230,000,000 was launched for the period 2006-2010. Together, this funding was to enable the Secretariat to strengthen co-operation within the membership of the HIV Global Alliance in line with the "seven ones" principles,.
At the end of 2010, 56 National Societies in four Federation Zones had adopted the Global Alliance on HIV approach, developed comprehensive HIV programs and started implementation. To date, the achievements registered by National Societies vary depending on the volume of resources mobilized. Specific implementation times have varied according to location: Southern Africa 2006-2010; East Africa 2008-2010; West Africa 2008-2010; Americas 2008-2010; Europe 2008-2010; Asia and Pacific 2008-2010. In total 67 National Societies (participating and host National Society) have participated in the HIV Global Alliance program between 2006-2010.
In 2008, the world confronted a severe economic crisis which jeopardized funding promises to HIV/AIDS programs, a time when the HIV Global Alliance program was in the middle of its efforts to scale up its response to the HIV epidemic. Subsequently, financial resources declined annual thereafter.
Today, the world and IFRC confronts a clear choice: maintain current efforts and make incremental progress, or invest smartly, build upon the foundation laid by the HIV Global Alliance program, and achieve rapid success in the AIDS response.
2.3 Program objectives and principles of the HIV Global Alliance program
Stated program outputs are summarized below for the HIV Global Alliance program, and a more complete program framework can be found in Annex 1:
Overall Purpose: To scale-up the International Federation's efforts in support of National HIV and AIDS Programs to reduce vulnerability to HIV and its impact.
Output 1: Preventing further HIV infection.
Output 2: Expanding HIV treatment, care, and support.
Output 3: Reducing HIV stigma and discrimination.
Output 4: Strengthening National Red Cross / Red Crescent Society capacities to deliver and sustain scaled-up HIV program.
2.4 Program "Seven Ones" principles
Funding for the HIV Global Alliance program was to enable the IFRC Secretariat to strengthen co-operation within the its National Society membership (Global Alliance) in line with the "Seven Ones" principles identified for the program:
1. One set of needs analysis.
2. One set of objectives and strategies
3. One HIV country plan (for each operating National Society) with expectation of long term commitment to ensure sustainability
4. One shared understanding of the division of labour among entities of the Red Cross Red Crescent Movement
5. One results-based funding framework in which multi and bilateral financing channels can co-exist.
6. One performance tracking system
7. One accountability and reporting mechanism
The Seven Ones principles sought to mobilize the RCRC collective capabilities more efficiently so that it could provide technical and capacity building assistance to a target 100 National Society for scaled-up efforts in their respective National HIV/AIDS Program in HIV prevention, treatment, care and support, and reduction of stigma and discrimination. The actual program delivery to beneficiaries is the responsibility of the National Society. This evaluation will not focus on the individual National Society and program delivery at the national level. However, this will be an important consideration in order to best assess the overall impact, efficiency, and effectiveness of the Global Alliance on HIV.
Another important operating premise of the Global Alliance on HIV is the three key guiding principles its implementation:
1. Interventions must be evidence-based, i.e. they must be informed by locally-prevalent patterns of HIV risk, vulnerability, and impact, and driven by a demonstrable understanding of what is effective in a particular context.
2. Interventions must be main-streamed, wherever feasible, i.e. not only within the structures and programs of the International Federation, but importantly, they should be integrated into and seek to strengthen community and institutional systems for health, education, social care, and livelihood promotion. Thus HIV activities may be carried out jointly with maternal and reproductive health, TB, safe blood and other related interventions.
3. Interventions must seek out the most vulnerable and build resilience i.e. in line with the fundamental principles of the Red Cross Red Crescent, they must prioritize reaching and empowering the people that are most in need.
2.5 Program key commitments
Another important element of the Global Alliance on HIV is its principle towards "100% Commitment." Its strategy and the Federation Alliance that underpins it were designed with a 100% core commitment to address the challenge of HIV:
a. 100% of Red Cross Red Crescent National Societies active in HIV in low and middle income countries will be working to advocate and enable 100% access by their clients to prevention, treatment, care and support.
b. 100% scale-up (at least) in resources programmed for HIV work by Red Cross Red Crescent National Societies in low and middle income countries.
c. 100% increase (at least) in numbers of participants and beneficiaries in Red Cross Red Crescent prevention, treatment, care, support, and anti-stigma initiatives in low and middle income countries.
d. 100% increase in gender equity in access to, and participation in, Red Cross Red Crescent HIV programs in low and middle income countries.
2010 Federation-wide targets for the program were set against the 2005 baseline, summarized in the following table:
Baseline 2005 Target 2010
Coverage
(% of population) 57 million
(1%) 137 million
(2%)
Output 1 (prevention) 56 million 128 million
Output 2 (care) 450,000 2 million
Output 3 (stigma) 13,000 5 million
Output 4 (capacity) 612,000 2 million
Quality variable 90% of quality index
Resources spent (% of global HIV spend CHF 36 million
(0.4%) CHF 270 million
(2%)
3. Evaluation Purpose & Scope
3.1 Evaluation Purpose & Audience
The International Federation of Red Cross and Red Crescent Societies (IFRC) is undertaking this evaluation to assess the impact and effectiveness of its HIV Global Alliance program. The evaluation will assess:
To what extent the framework mobilized capacities and resources to provide harmonized, effective support to National Society and partners for the achievement of their HIV programmes within the framework of the IFRC`s Global Agenda.
The evaluation upholds IFRC commitment to accountability and organizational learning, and will be used to inform future IFRC programming in HIV/AIDS. The evaluation is in accordance with the initial program agreement for the HIV Global Alliance program, which states that the program should be evaluated at the end of the initial funding cycle in 2010. This evaluation also upholds the IFRC Framework for Evaluation, which mandates that all Secretariat programs/projects exceeding 1,000,000 Swiss franc should have an independent, final evaluation.
The audience for this evaluation includes the IFRC Secretariat, National Societies, donors and partner organizations, and other key stakeholders the HIV Global Alliance program.
3.2 Evaluation Scope
This evaluation will focus on Output 4 in the four IFRC zones that have adopted the HIV Global Alliance program during the period of 2006 – 2010. Specific implementation times have varied according to location: Southern Africa 2006-2010; East Africa 2008-2010; West Africa 2008-2010; Americas 2008-2010; Europe 2008-2010; Asia and Pacific 2008-2010. At the end of 2010, 56 National Societies in four Federation Zones have adopted the Global Alliance on HIV approach, developed comprehensive HIV programs and started implementation. To date, the achievements registered by National Societies vary depending on the volume of resources mobilized. Following is a summary of participation by region:
Eastern Africa Zone (9): Djibouti, Ethiopia, Kenya, Madagascar,, Rwanda, Somalia, Sudan, Tanzania, Uganda
Southern Africa Zone (10): Angola, Botswana, Lesotho, Malawi, Mozambique, Namibia, South Africa, Swaziland, Zambia, Zimbabwe
Western and Central Africa Zone (5): Burkina Faso, Central African Republic, Democratic Republic of Congo, Guinea, Nigeria
Asia and Pacific Zone (15): , Bangladesh, Cambodia, China, Cook Islands, India, Kiribati, Laos, Micronesia, Mongolia, Myanmar, Nepal, (Papua New Guinea), Philippines, Samoa, , Sri Lanka,
Americas Zone (10): Argentina, Belize, , Colombia, Ecuador, El Salvador, Guatemala, Guyana, Haiti, Honduras, Jamaica
Europe Zone (7): Armenia, , Belarus,, Kazakhstan, Kyrgyzstan, Russian Federation , , , Ukraine, Uzbekistan
4. Evaluation Objectives and Criteria
This evaluation will focus on five objectives that frame the principal areas of inquiry. Together, these objectives focus primarily on program Output 4, (Strengthening National Red Cross/Red Crescent Society capacities to deliver and sustain scaled-up HIV programme), and IFRC Secretariat support, management, and harmonization with the Global Alliance program.
Key guiding questions have been framed for each objective. The questions are and the assessment of the objectives should be informed by the IFRC evaluation criteria, per the IFRC Framework for Evaluation:
1. The Red Cross and Red Crescent Fundamental Principles, Code of Conduct, and the IFRC's Strategy 2020
2. Relevance and appropriateness.
3. Efficiency.
4. Effectiveness
5. Coverage
6. Impact.
7. Sustainability
It is important to note that program outputs 1-3 will not be directly assessed in this evaluation. It is beyond the scope and capacity to assess National Society direct implementation and service delivery in HIV/AIDS prevention, treatment, care and support, and reduction of stigma and discrimination. These outputs, however, will be reviewed as necessary to assess the overall evaluation purpose:
To what extent the framework mobilized capacities and resources to provide harmonized, effective support to National Society and partners for the achievement of their HIV programmes within the framework of the IFRC`s Global Agenda.
4.1 Objective 1 – Assess the overall effectiveness and impact of the Global Alliance
a. To what extent has the Global Alliance framework mobilized capacities and resources to provide harmonized, effective support to National Societies and partners for the achievement of their HIV programmes within the framework of the IFRC`s Global Agenda?
b. To what extent has the Global Alliance been delivered in an efficient, cost-effective manner?
c. To what extent did the Global Alliance program achieve its stated objectives according to schedule? To what extent did the Global Alliance uphold it its principle of "100% Commitment."
d. To what extent has the Global Alliance changed the ways the IFRC global programme on HIV has been operating over the last ten years?
e. To what extent has the Global Alliance on HIV improved the quality of RCRC work through systematic peer involvement and knowledge sharing?
f. To what extent was there a trend towards a comprehensive, contextualized and evidence based response to HIV and AIDS as indicated in the Global Alliance on HIV approach?
g. To what extent was there increased cooperation and partnership on HIV/AIDS between IFRC and other international organizations?
h. To what extent has the Global Alliance influenced IFRC's reputation as a global actor in the international arena of HIV/AIDS?
4.2 Objective 2 – Assess IFRC Secretariat program management and support
a. To what extent were sufficient support and resources allocated in the Secretariat (Geneva and zones) to allow for an effective scaled up program implementation.
b. To what extent was the Global Alliance program managed such that the IFRC Secretariat, National Societies, and other key HIV/AIDS actors were coordinated in a cohesive and effective manner?
c. To what extent did structures within the Secretariat and its field structures efficiently support the objectives of the Global Alliance, (including adequate, professional project management)?
d. To what extent have the IFRC Secretariat and the zone offices supported governance, accountability, and leadership of participating National Society for discharging planned commitments?
e. To what extent did the global forum of stakeholders and the IFRC General Assembly (GA) steering committee provide sufficient leadership for the Global Alliance program?
f. To what extent was there an efficient knowledge management, documentation and sharing of best practices and lessons learned within IFRC?
g. Where there efficient mechanisms within the Secretariat to allow for integration and links to other program sectors?
4.3 Objective 3 – Assess National Society capacity development for HIV/AIDS programs
Output 4 is a primary focus of this evaluation: "Strengthening National Red Cross/Red Crescent Society capacities to deliver and sustain scaled-up HIV programme." In addition to key assessment questions below, closely related is the assessment of the "Seven Ones" in Objective 3.
a. To what extent has there been wider impact of the Global Alliance on National Society capacity to deliver and sustain scaled-up HIV/AIDS programming? This includes both positive and negative results for National Societies, (direct or indirect, intended or unintended).
b. To what extent did the overall volume of National Society programming in HIV/AID increase?
c. To what extent has the Global Alliance been well-suited to the IFRC and National Societies to deliver improved, scaled-up HIV/AIDS programming to those in need?
d. To what extent did the Global Alliance program included National Societies in its implementation, with attention to proportionality – support to National Societies provided proportionate to HIV/AIDS needs.
e. To what extent was adequate emphasis and support provided to National Society in resource mobilisation?
f. To what extent has National Society capacity been developed in planning, monitoring evaluation, and reporting (PMER)?
g. Were the Global Alliance on HIV programme manual and other National Society resources relevant and useful?
4.4 Objective 4 – Assess the "Seven Ones"
An important component of Output 4 is the Seven Ones guiding principles for the HIV Global Alliance program to strengthen cooperation and capacity within the its National Society membership (Global Alliance) to deliver and sustain scaled-up HIV programme. The evaluation should assess the specific criteria identified for the Seven Ones in initial program documentation, "Using the Seven Ones Framework," (Global Alliance on HIV, 24August2008).
Application of the "Seven Ones" principle should be assessed at two levels:
1. Compliance with the process: How well are the members of the Global Alliance cooperated in accordance with the "seven ones" rules?
2. Assessing overall benefit: How has working according to the "seven ones" delivering better results for all stakeholders?
Key guiding questions for each principle include:
1. One set of needs analysis.
a. To what extent has there been coordination and alignment of needs analysis within the Global Alliance at global and national socieity levels?
2. One set of objectives and strategies.
a. To what extent has there been alignment of objectives and strategies to Global Agenda policies (for global alliances) or the ONS Strategic Plan (for operational alliances)?
3. One HIV country plan (for each operating NS) with expectation of long term commitment to ensure sustainability
a. To what extent has there been ONS ownership, and capacity to plan its programming and guide its partners have increased?
b. To what extent have projects and activities that fall outside the alliance framework been
4. One shared understanding of the division of labour among entities of the Red Cross Red Crescent Movement
a. To what extent has there been ONS ownership, and capacity to implement its programming has increased?
b. The what extent has the division of labour reduced duplication and transactional costs for (i) the ONS and (ii) the PNS?
5. One results-based funding framework in which multi and bilateral financing channels can co-exist.
a. To what extent has the financial management capacity of ONS been strengthened (including alignment of ONS and partner financial systems and acceptance of one audit system)?
b. To what extent did the Global Alliance attracted more resources from traditional and new donors?
c. To what extent did the Global Alliance improved efficiency through greater coherence and reduced transaction costs?
d. To what extent has the budgeted resource requirements of the alliance programme been reduced?
6. One performance tracking system
a. To what extent has the ONS information management and programme monitoring capacity improved?
b. To what extent were the agreed tracking indicators monitored to track progress on implementation of the National Society HIV Programmes functioning under the framework of the Global Alliance?
c. To what extent have the perceptions of mutual trust been improved (eg, resulting in reduced demands for separate or ad hoc partner/donor programme monitoring information)?
7. One accountability and reporting mechanism
a. To what extent has ONS capacity for programme reporting been enhanced?
b. To what extent have duplicate reporting burdens on ONS and partners been reduced?
4.5 Objective 5 – Assess harmonization and sustainability with IFRC Secretariat
a. To what extent the Global Alliance will impact/influence National Society capacity and Secretariat strategic direction, partnerships, resource mobilization, and actual implementation in HIV/AIDS programming after 2010?
b. Have the Global Alliance program strategies to involve National Society governance and engage leadership provided a strategic program vision throughout IFRC?
c. To what extent has the Global Alliance program affected how HIV/AIDS is featured in the IFRC Strategy 2020?
d. To what extent did the Global Alliance reflect the policies and priorities set by Secretariat governance up to 2010?
e. To what extent did the Global Alliance framework incorporate key lessons and recommendations from the 2005 evaluation of the IFRC HIV/AIDS Global Program?
5. Evaluation Methodology
This evaluation will employ mixed methods. Specific methodological approaches and tools will be discussed in joint consultation with an IFRC evaluation management team that will manage the consultancy. An inception report will be used to demonstrate a clear understanding and realistic plan of work for the evaluation, checking that the evaluation plan is in agreement with the TOR and the overall IFRC vision for the evaluation. Primary evaluation methods will include:
5.1 Analysis of secondary data sources.
Secondary data will include but is not limited to: baseline data where available from 2005/010 for participating zones/National Societies; meta-analysis of existing Secretariat-commissioned evaluations (at global and regional and country levels) of Global Alliance program initiatives; Global programme plans, annual Global Alliance HIV reports; the Global Alliance programme manual, guidelines; policy and motions passed by Governing Board, General Assembly, HIV Governance Group , Global Alliance steering committee and Health Commission; annual IFRC appeals and global and regional planning documents and annual reports; communications packs, newsletters, Pass It On postings, and reports to UNAIDS; Reports on/of regional networks
5.2 Financial analysis
An important source of secondary data for review and analysis will be the financial records and related documentation for the program. This will include but is not limited to: funds received (multi-lateral, bilateral, in country); budgets and expenditures (Secretariat and field), including annual expenditure of all parts of Global Alliance programming, by country and (where available) by activity.
5.3 Key informant interviews
A selection of key informants will be identified jointly by the consultancy and the evaluation management team. Interviews will be conducted in person and over the phone.
5.4 Focus group discussion
When possible, focus group discussions may be used to generate and capture group opinion. At a minimum, an extended focus group discussion (Lessons Sharing Workshop) will be conducted with key stakeholders to review the initial draft findings and recommendations for the evaluation report. This will be done to check for accuracy, collect any additional feedback/input for the evaluation, and to foster understanding and ownership for the evaluation process.
5.5 Survey questionnaires
Survey questionnaires can be developed targeting 1) Secretariat HIV/AIDS Advisers, and 2) field members of the Global Health team/ program. Additional questionnaires may target remaining IFRC field structure and National Societies. Questionnaire may be administered online, and/or through the HIV Advisors, and HIV/AIDS delegates.
should be selected for their empirical rigor to address the evaluation objectives and criteria.
6. Timeframe and deliverables (outputs)
The specific timeframe will be agreed in joint consultation with an IFRC evaluation management team and detailed in the inception report process. Related, deliverables may be revised according to the conception report. The consultancy is expected to be 22 weeks; actual start of the consultancy will depend on the recruitment process for suitable consultant/s.
7. Evaluation Quality & Ethical Standards
The evaluation consultant/s should take all reasonable steps to ensure that the evaluation is designed and conducted to respect and protect the rights and welfare of people involved, and to ensure that the evaluation is technically accurate, reliable, and legitimate, conducted in a transparent and impartial manner, and contributes to organizational learning and accountability. Therefore, the evaluation team should adhere to the evaluation standards and specific, applicable practices outlined in the IFRC Framework for Evaluation. The IFRC Evaluation Standards are:
1. Utility: Evaluations must be useful and used.
2. Feasibility: Evaluations must be realistic, diplomatic, and managed in a sensible, cost effective manner.
3. Ethics & Legality: Evaluations must be conducted in an ethical and legal manner, with particular regard for the welfare of those involved in and affected by the evaluation.
4. Impartiality & Independence; Evaluations should be impartial, providing a comprehensive and unbiased assessment that takes into account the views of all stakeholders.
5. Transparency: Evaluation activities should reflect an attitude of openness and transparency.
6. Accuracy: Evaluations should be technical accurate, providing sufficient information about the data collection, analysis, and interpretation methods so that its worth or merit can be determined.
7. Participation: Stakeholders should be consulted and meaningfully involved in the evaluation process when feasible and appropriate.
8. Collaboration: Collaboration between key operating partners in the evaluation process improves the legitimacy and utility of the evaluation.
It is also expected that the evaluation will uphold the seven Fundamental Principles of the Red Cross and Red Crescent:
1) humanity, 2) impartiality, 3) neutrality, 4) independence, 5) voluntary service, 6) unity, and 7) universality. Further information can be obtained about these principles at:
www.ifrc.org/what/values/principles/index.asp"
8. Consultant/s Qualifications
a. Public health expertise with advanced technical knowledge of HIV and AIDS programme delivery and global trends
b. University degree/s at the post-graduate level in relevant field of study, PhD preferred, MPH minimum.
c. Minimum of seven years experience in the review and evaluation of health and care community based programmes, and related capacity building mechanisms.
d. Demonstrated competence in managing quantitative and qualitative data collection and analysis.
e. Sound knowledge of the IFRC and it works preferred.
f. Excellent analytical, writing and presentation skills.
9. Application Procedures
Interested candidates should submit their application material by 5 August 2012 to: Misgana Ghebreberhan, misgana.ghebreberhan@ifrc.org.
11. Curricula Vitae (or resume)
2. Cover letter clearly summarizing your experience as it pertains to this assignment, your daily rate, and three professional references.
3. At least one example of an evaluation report most similar to that described in this TOR.
Application materials are non-returnable, and we thank you in advance for understanding that only short-listed candidates will be contacted for the next step in the application process.
10. Annex
Annex 1 – HIV Global Alliance Program Framework
APPROACHES TRACKING INDICATORS
PURPOSE OF RED CROSS RED CRESCENT HIV GLOBAL ALLIANCE:
To scale-up the International Federation's efforts in support of National HIV and AIDS Programmes to reduce vulnerability to HIV and its impact
People benefiting from Red Cross Red Crescent HIV services in targeted communities (number and %)
Proportion of national programming in targeted countries conducted by Red Cross Red Crescent (%)
National Impact: Prevalence of HIV; infants born to HIV infected mothers who are infected at 18 months; survival rates of antiretroviral therapy (ART) recipients.
OUTPUT 1: Preventing further HIV infection
1.1 Peer education and community mobilization
1.2 Information, education, and communication (IEC) for targeted vulnerable groups
1.3 Voluntary Counselling and Testing (VCT)
1.4 Preventing Mother to Child Transmission (PMTCT)
1.5 Skills for personal protection, including condom use
People reached by peer education programme (number and %)
People reached by IEC programmes (number and %)
People who were referred to VCT services (number and %)
Pregnant women referred to PMTCT services (number and %)
PLHIV supported on positive prevention (number)
National Outcome: % of people with correct knowledge on means of HIV prevention and rejection of major misconceptions; % of people with non-regular or multiple partners reporting
consistent condom use.
OUTPUT 2: Expanding HIV treatment, care, and support
2.1 Assisting children and orphans (OVC) made vulnerable by HIV
2.2 Providing treatment, support and care (home or community based and through health institutions) for people living with HIV
2.3 Developing community support groups and networks.
2.4 Providing livelihood and food support for the most vulnerable
OVC clients receiving RCRC services (number and %)
HBC or treatment clients receiving RCRC services (number and %).
School age OVCs supported by RCRC to attend school (number and %)
PLHIV reached by RCRC support groups (number)
HBC or treatment clients and OVC receiving livelihood support (number)
National Outcome: % of school age OVC attending school on a regular basis; % of ART (and TB treatment) clients with over 90% adherence to treatment.
OUTPUT 3: Reducing HIV stigma and discrimination
3.1 Developing community support groups and networks of people living with HIV, and partnerships with PLHIV organisations
3.2 Ensuring that HIV in workplace policy and programmes for all staff and volunteers are in place in Red Cross Red Crescent National Societies
3.3 Tackling gender inequalities and sexual and gender based violence
3.4 Peer education, community mobilisation, and population-based information, education and communication HIV+ RCRC staff and volunteers who received ART in last 12 months (number).
Discrimination incident reports reported by HIV positive RCRC staff and volunteers with appropriate action (%)
Number of sexual and gender- based violence incident reports received from served population and followed up with appropriate action
National Societies with workplace policies, and staff participating in work place HIV education (number and %)
National Outcome: social attitudes to HIV and AIDS: % of marginalised groups and/or PLHIV who report that they can live openly and without discrimination.
OUTPUT 4: Strengthening National Red Cross / Red Crescent Society capacities to deliver and sustain scaled-up HIV programme
4.1 Improving governance, accountability, and leadership of Red Cross Red Crescent National Societies for discharging planned commitments
4.2 Improving volunteer and staff support and management
4.3 Strengthening programme cycle management
4.4 Widening partnerships and expanding resource mobilisation Number of volunteer hours mobilised
National Societies that regularly report as per standard guidelines (number and %)
HIV Appeals coverage (amount and %)
National Outcome: resources mobilised by NS through in-country approaches and partnerships; at least 80% achievement of specific targets within set timescales by country programmes.
Job Email id: misgana.ghebreberhan(at)ifrc.org
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