Final Evaluation-Decent Work Support Program in Mozambique
Terms of Reference
Independent Final Evaluation
Project to Support the Decent Work Country Program of Mozambique
Project No : M.250.10.139. 901 and M.250.10.139. 902
Project Title: Project to support the Decent Work Country Program of Mozambique
- Decent Work Country Programme Support Project - Social Dialogue (MOZ0802MFLA)
- DWCP support project, components on Women Entrepreneurship and Women Workers' Rights (MOZ0901MFLA)
Total Budget : 2.309.338,00 USD
Donor : Flemish Government
Starting Date : August 2009
End date : December 2012
Implemented by : ILO Country Office for Zambia, Malawi and Mozambique
Type of Evaluation : Final Independent Evaluation
Evaluation Manager : Belinda Chanda, Programme Officer, CO Lusaka
Evaluation Team : To be added
Date Evaluation Completed : 7th December 2012
Terms of Reference
Final Independent Evaluation of the Project to support the Decent Work Country Program of Mozambique (Decent Work Country Programme Support Project - Social Dialogue and DWCP support project, components on Women Entrepreneurship and Women Workers' Rights)
Introduction and rationale
The project is composed by three components, namely: Component 1, Development of Women Entrepreneurship; Component 2, Rights of Women Workers; and Component 3, Social Dialogue. The project has a clear gender approach where the main target group is women workers both from the formal and informal sectors.
Women's Entrepreneurship
Mozambican women suffer disadvantage both in competing for employment and in the workplace. Women who have access to formal employment constitute an insignificant minority. 95% of the Mozambican population economically active work in the informal economy and 59% of informal workers are women . Furthermore, there are evidences that women in Mozambique suffer discrimination in the labour market, so there is a strong need to provide support for this target group. Surveys conducted in Mozambique and elsewhere show that discrimination against women has negative consequences on economic growth. Moreover, there are evidences that female entrepreneurs and workers invest a considerable amount of their profits and wages in their families and communities.
Rights of Women Workers
It is essential that women workers (both at formal and informal sector) are aware of their rights and receive sufficient support to enjoy them. It is therefore important to empower Governments, employers and workers’ organizations, in order to provide guidance to women workers, including those operating in the informal sector.
Promotion of the rights of working women will be based on the dissemination of four ILO conventions (two of which were ratified by the Government of Mozambique) allowing the country to benefit from the International Labour Standards. For women to overcome gender based discrimination is essential that both ratified conventions are widely disseminated and that the other two, one of which is Convention No. 183 on Maternity Protection, are listed on the agenda for ratification, adoption and implementation.
Social Dialogue
There is evidence that social partners in Mozambique are engaged in social dialogue in various fields. Strengthening of social dialogue means to empower organizations representing the Government, employers and workers so as to provide guidance and technical support to working women, including those operating in the informal sector of the economy.
The evaluation is undertaken in line with the ILO Evaluation Policy adopted by the Governing Body in November 2005, which provides for systematic evaluation of programmes and projects in order to improve quality, accountability and transparency of the ILO’s work, strengthen the decision-making process and support constituents in forwarding decent work and social justice. The evaluation and the evaluation process shall also comply with UN and international evaluation standards.
The evaluation’s main objective is to evaluate the results achieved during the implementation of the Decent Work Support Program.
Brief Background on Project
Priority areas of intervention of the project activities :
The component 1 focuses its actions in the sectors of Trade and Tourism due to their relationship with women working in small and medium enterprises (SMEs), women in the informal sector but with possibilities of becoming entrepreneurs at the lowest level. Components 2 and 3, due to their links to policies formulation, work at macro level approaches, but also, and whenever possible, implement measures that focus on selected sectors contributing towards sustainability and strengthening of activities at the policy level.
Target Groups
The main beneficiaries of the Project are:
• Women who are working or intend to engage in business development (as potential women or those who have already constituted themselves into entrepreneurs);
• Women who work in the areas of formal and informal economy;
• Women with disabilities;
• The Government, the Ministry of Labour (MITRAB), the Organization of Workers of Mozambique (OTM.CS), the National Confederation of Free and Independent Unions of Mozambique (CONSILMO) and the Confederation of Employers Associations (CTA).
Geographic areas of Implementation:
The project focuses its activities in three selected provinces, namely Maputo, Nampula and Sofala. The provinces of Maputo and Sofala have a higher rate of business activities and informal sector services, therefore having a more solid basis for being pilots in the promotion of business services at Community level. On the other hand the province of Nampula has a more diversified informal economy, particularly with regard to construction and manufacturing activities.
Project Objectives:
Contribute towards poverty reduction in Mozambique, through the creation of decent jobs, women's economic empowerment and gender equality.
Specific Objective 1:
Promote within the Mozambican society a mindset that recognizes the role of women in the workplace and provides support for their actions as entrepreneurs and as a workers.
Specific Objective 2:
Create an enabling policy environment in which the tripartite constituents may play an important role in promoting and protecting the rights of working women, and promoting their potential as entrepreneurs, making gender equality a reality in policies and actions.
Specific Objective 3:
Strengthen the capacity of local organizations to provide support services to women workers and women entrepreneurs, taking into account the educational levels of each target group in business development services.
Specific Objective 4:
Educate women workers and women entrepreneurs about their rights and responsibilities in the workplace, and empower them to take advantage of the existing mechanisms, structures and institutions.
Link to the Mozambique Decent Work Country Program
The project directly supports the following DWCP outcomes:
Outcome 1.2: Improved conditions for enterprise creation and growth with a view to generating Decent Work, particularly in Micro, Small and Medium Enterprises
Outcome 3.1: Improved implementation of Fundamental Principles and
Rights at Work
Outcome 3.3: Social Dialogue Institutions strengthened
Project Management Arrangements:
After consultations with the social partners between June and October 2010 it was decided that the Technical Advisory Committee (TAC) had to be composed by the subcommittee of the CCT (Comissao Consultiva do Trabalho) with the presence of other selected members from stakeholders. For this reason the project document slightly differs from the actual management arrangement. The project has to submit quarterly report and workplan to the TAC for guidance and approval.
ILO recruits and employs personnel in accordance with ILO rules and regulations. Currently the project is managed by a Project Coordinator with the assistance of a National Project Coordinator and a Finance Administrative Assistant.
The project is implemented in accordance with the Project document annexed to this TORs together with 3-month plans that will be available for consultation.
Purpose, Scope, and Target Groups:
Purpose:
“ILO project evaluations provide an opportunity for the Office and its funding partners to assess the appropriateness of design as it relates to the ILO's strategic and national policy framework, and consider the effectiveness, efficiency and sustainability of project outcomes. Project evaluations also test underlying assumptions about contribution to a broader development goal.”
The findings of the evaluation will contribute to further improving the methodologies applied and provide lessons learned for the key stakeholders of the project and the ILO for the continuation of the activities of the similar project and future efforts to support the promotion of Decent Work in Mozambique.
Scope:
The final independent evaluation will cover all outcomes/objectives of the DWCP Support Project. The final evaluation will assess all key outputs that have been produced since the start of the project.
The scope of the final independent evaluation in terms of time is the period from the start of the project implementation in November 2010 to December 2012 and will build on the findings of the mid-term self-evaluation carried out in May 2012 and in particular assess to what extent the programme has taken on board the recommendations made by the mid-term evaluation. The scope of the evaluation in terms of operational area is the DWCP Support Project in its totality.
Clients of the Evaluation:
The clients of the final evaluation are the key stakeholders involved in the Programme implementation, as represented by the Project Technical Advisory Committee (TAC), the donor, the ILO, the Tripartite Constituents and other relevant stakeholders of the project who would use the evaluation findings and lessons learnt. In addition, the evaluation will be able to provide valuable information to related groupings and structures, such as the DRGs and the UNCT in its totality.
Questions and Criteria to be used
Evaluation Questions and Analytical Framework
I. Relevance and Strategic Fit:
• Is the project relevant to the achievements of the outcomes in the national development plan (PARP), the Mozambican UNDAF and Decent Work Country Programme?
• How well does it complement other relevant ILO projects in the country?
• What links are established/being established with other similar activities of the UN or non-UN international development organizations at country level?
II. Validity of Design:
• Was the resulting project design logical and coherent? Was the design process adequate? Was it based on a needs analysis of the target area? Was a gender analysis included?
• Do outputs causally link to the intended outcomes/ objectives? Do they address gender concerns
• Considering the results that were achieved so far, was the project design realistic?
III. Project Effectiveness:
• What progress has been made towards achieving the outcome/project objectives?
• What outputs have been produced and delivered? Have the quantity and quality of the outputs produced been satisfactory? Do the benefits accrue equally to men and women? What outputs have not been implemented and why?
• To what extent do the outputs contribute to the achievements of the outcomes/ project objectives?
• Do the operations of the project match with the project work plan and budget?
• How adequate is the participation of stakeholders in project planning and implementation? How effective is the project in establishing national ownership?
• What factors influenced the effectiveness of the programme?
• To what extent have the recommendations of the midterm evaluation been implemented?
• Are there any unintended results of the project?
IV. Efficiency of Resource Use:
• Were the available technical and financial resources adequate to fulfill the project plans?
• Are resources (human resources, time, expertise, funds etc.) allocated strategically to provide the necessary support and to achieve the broader project objectives?
• Do the operations of the project match with the project work plan and budget?
• Was merging the two projects together helpful for efficient utilization of project resources and achieving the intended results.
• Are the project’s activities/operations in line with the schedule of activities as defined by the project team and work plans?
• Are the disbursements and project expenditures in line with expected budgetary plans? If not, what were the bottlenecks encountered? Are they being used efficiently?
V. Effectiveness of Management Arrangements and Efficiency of Resource Use:
• How effective were the backstopping support provided by ILO (regional office, Lusaka CO, DWT Pretoria and Geneva) to the project?
• Was the project receiving adequate political, technical and administrative support from its national partners/implementing partners?
• Are the management, monitoring, and governance arrangements for the project adequate? Is there a clear understanding of roles and responsibilities by all parties involved?
• How effectively does the project management monitor project performance and results?
• Is information being shared and readily accessible to national partners?
• Was a monitoring & evaluation system in place and how effective was it?
VI. Sustainability:
• Was the project strategy and project management steering towards impact and sustainability?
• How effective was the project in establishing national ownership?
• Is there any progress in project partners’ capacity to carry forward the project?
• Are the project results, achievements and benefits likely to be durable? Are results anchored in national institutions and can the partners maintain them financially at end of project?
• Is there any progress in project partners’ capacity to carry forward the project?
• Does the project succeed in integrating its approach into government administrative institutions?
VI Lessons Learned:
• What good practices can be learned from the project and be applied to similar future projects?
• What should have been different, and should be avoided in future similar projects?
Methodology
The methodology of the final independent is based on a thorough desk review as well as subsequent interviews with project staff, implementing partners, beneficiaries, and key stakeholders. Consultations with the relevant units and officials in Lusaka, Pretoria and Geneva will also be done. The evaluator will review the documents before conducting any interview.
The interviews with key stakeholders will be followed by a TAC meeting that presents the preliminary findings based on the desk review and the individual interviews. In the TAC meeting the partners have a chance to bring up any outstanding issues as well as any that may come up from the joint discussions.
Key Documents for Review include:
(a) PARPA II and PARP 2011-2014
(b) UNDAF 2006 – 2010
(c) UNDAF 2011 – 2015
(d) Mozambique Decent Work Country Programme 2011 – 2015, M & E Framework and Implementation Plan
(e) P&B
(f) DWAA
(g) OBW
Project-related Documents:
(a) Project Agreement between ILO and the Government of Mozambique
(b) Project Agreement between ILO and the Flemish Government
(c) Project document/Workplan/Logframe
(d) Management Team ToRs
(e) Project (revised) budget and summary of expenditure
(f) Various project progress reports, project annual reports, work plans and strategy maps
(g) Minutes of TAC meetings
(h) Selected project TOT / workshop reports (on demand)
(i) Studies produced in the framework of the Project (on demand)
(j) Draft M&E framework to the M&E policy
(k) Database of BDS providers
Main Outputs
The main outputs of the final evaluation in Portuguese and English are: Summary findings and recommendations to be presented at the TAC
• First Draft of evaluation report
• Final draft of evaluation report incorporating comments received
• Evaluation summary (according to ILO standard template) (see attached)
The Evaluation Report should be about 25 pages long, excluding annexes and conform to the quality checklist for evaluation reports of the ILO Evaluation unit. It should contain the following: -
• Cover page with key project and evaluation data (title, project number, donor, project start and completion dates, budget, technical area, managing ILO unit, geographical coverage); and evaluation data (type of evaluation, managing ILO unit, start and completion dates of the evaluation mission, name(s) of evaluator(s), date of submission of evaluation report).
• Executive Summary
• Acronyms
• Description of the Project
• Purpose, scope and client of the evaluation
• Methodology
• Clearly identified findings by criterion
• Conclusions
• Recommendations including whom they are addressed to, on improvements in strategy and possible future directions
• Lessons Learned and good practices
• Annexes: Work schedule and persons interviewed,List of project outputs examined, Other documents consulted
The preliminary outcomes of the evaluation will be discussed in a TAC meeting based on a draft report on preliminary findings by the consultant. The draft report will be available and presented in the meeting itself. The final report will thereafter be submitted to ILO.
All draft and final outputs, including supporting documents, analytical reports and raw data should be provided in electronic version compatible with Word for Windows. Use of the data for publication and other presentation can only be made with the agreement of ILO Lusaka and Regional Office. Key stakeholders can make appropriate use of the evaluation report in line with the original purpose and with appropriate acknowledgement.
Management Arrangements:
The independent final evaluation will be led by an international consultant that will be contracted based on these ToRs and the specific qualifications required.
The final independent evaluation will be managed by Ms. Belinda Chanda, Programme Officer-ILO Country Office Lusaka. Mr. Igor Felice, Project Coordinator of the DWCP Support Project, Mr Ernesto Chamo, NPC and Ms Assa Macaringue, Finance/Admin Assistant will facilitate and support the implementation of the evaluation by providing the necessary background information, facilitate the schedule of meetings with identified respondents, coordinate exchanges of the evaluation team with the partners during the evaluation; provide logistical and administrative support to the evaluator(s), as they conduct the evaluation.
Evaluation management includes preparation and circulation of the draft Terms of Reference for comments to stakeholders, finalization and circulation of the final Terms of Reference, organization of the meetings and circulation of the draft evaluation report as well as the final evaluation report to the key stakeholders.
The final independent evaluation is supported by the M&E Specialist of the Regional Office for Africa, Mr. Gugsa Farice (farice@ilo.org).
Work Plan & Time Frame:
The evaluation will be carried out from 1 November 2012 to 7 December 2012 when the final report will be submitted by the consultant (s) to ILO.
Evaluation Phases:
The evaluation is foreseen to be undertaken in the following main phases and time period aiming for submission of the final independent evaluation report to the donor no later than 14th December 2012
Tasks / Responsible / Person / By / Payment:
• Preparation of TORs / Evaluation Manager / By 11th September / -
• Identification of independent local evaluator; Entering contracts and preparation of budgets and logistics / Evaluation Manager, ILO CO Lusaka / TBA / 25% of contract fee at the signature of the contract to cover logistic cost
• Telephone briefing with Evaluation Manager; Project Coordinator and project back stoppers; Desk review of project related documents; Evaluation instrument designed based on desk review / Evaluator / TBA / -
• Consultations with Project staff in Mozambique; Consultations with ILO Constituents and relevant stakeholder in Mozambique; Consultations with ILO Lusaka, ILO Pretoria, HQ Units; Presentation of preliminary findings in TAC meeting / Evaluator with logistical support from Lusaka CO / TBA / -
• Draft evaluation report based on desk review, consultations from field visits and the stakeholders workshop / Evaluator with support from evaluation manager / TBA / -
• Circulate draft evaluation report to key stakeholders; Consolidate comments of stakeholders and send to evaluation team leader / Evaluation manager / TBA / -
• Finalize the report including explanations on if comments were not included / Evaluator / 07/12/2012 / Final payment on satisfactory completion
• Submission to the Regional Evaluation focal person for review / Evaluation Manager / 14/12/2012 / -
• Approval of report by EVAL / EVAL / TBA / -
• Official submission to the PARDEV / Evaluation Manager / TBA / -
For this internal evaluation, the final report and submission procedure will be followed:
• The evaluator will submit a draft evaluation report to the Evaluation Manager.
• The Evaluation Manager will forward a copy to key stakeholders for comment and factual correction.
• The Evaluation Manager will consolidate the comments and send these to the evaluator.
• The evaluator will finalize the report incorporating any comments deemed appropriate and providing a brief note explaining why any comments might not have been incorporated. He/she will submit the final report to the evaluation manager.
• The Evaluation Manager will forward the draft final report to the Regional Evaluation Focal person for review who will then forward it to EVAL for approval.
• The Evaluation Manager officially forwards the approved evaluation report to stakeholders and PARDEV.
• PARDEV will submit the report officially to the donor.
Key qualifications and experience of the Evaluation Team
The Consultant (s) should have the following qualifications:
• Master degree in Business Management, Economics or related graduate qualifications
• A minimum of 10 years of professional experience specifically in evaluating international development initiatives in the area of employment, social dialogue, Workers’ rights and management of development programmes, preferably in developing countries and with the ILO.
• Proven experience with logical framework approaches and other strategic planning approaches, M&E methods and approaches (including quantitative, qualitative and participatory), information analysis and report writing.
• Knowledge and experience of the UN System preferable
• Understanding of the development context of the programme country (Mozambique) would be a clear advantage.
• Excellent communication and interview skills in Portuguese and English.
• Excellent report writing skills.
• Demonstrated ability to deliver quality results within strict deadlines.
Expression of interest to undertake the assignment should reach ILO no later than 15 October 2012
Proposals should contain:
1. Résumé of consultant (s) and outline of similar assignments.
2. A proposal for the assignment including a description of the proposed process, inputs and outputs of the assignment.
3. Professional fees
4. Traceable references
Document requests, queries and finished proposals should be sent to:
• the Evaluation Manager (Email: Chanda@ilo.org)
Independent Final Evaluation
Project to Support the Decent Work Country Program of Mozambique
Project No : M.250.10.139. 901 and M.250.10.139. 902
Project Title: Project to support the Decent Work Country Program of Mozambique
- Decent Work Country Programme Support Project - Social Dialogue (MOZ0802MFLA)
- DWCP support project, components on Women Entrepreneurship and Women Workers' Rights (MOZ0901MFLA)
Total Budget : 2.309.338,00 USD
Donor : Flemish Government
Starting Date : August 2009
End date : December 2012
Implemented by : ILO Country Office for Zambia, Malawi and Mozambique
Type of Evaluation : Final Independent Evaluation
Evaluation Manager : Belinda Chanda, Programme Officer, CO Lusaka
Evaluation Team : To be added
Date Evaluation Completed : 7th December 2012
Terms of Reference
Final Independent Evaluation of the Project to support the Decent Work Country Program of Mozambique (Decent Work Country Programme Support Project - Social Dialogue and DWCP support project, components on Women Entrepreneurship and Women Workers' Rights)
Introduction and rationale
The project is composed by three components, namely: Component 1, Development of Women Entrepreneurship; Component 2, Rights of Women Workers; and Component 3, Social Dialogue. The project has a clear gender approach where the main target group is women workers both from the formal and informal sectors.
Women's Entrepreneurship
Mozambican women suffer disadvantage both in competing for employment and in the workplace. Women who have access to formal employment constitute an insignificant minority. 95% of the Mozambican population economically active work in the informal economy and 59% of informal workers are women . Furthermore, there are evidences that women in Mozambique suffer discrimination in the labour market, so there is a strong need to provide support for this target group. Surveys conducted in Mozambique and elsewhere show that discrimination against women has negative consequences on economic growth. Moreover, there are evidences that female entrepreneurs and workers invest a considerable amount of their profits and wages in their families and communities.
Rights of Women Workers
It is essential that women workers (both at formal and informal sector) are aware of their rights and receive sufficient support to enjoy them. It is therefore important to empower Governments, employers and workers’ organizations, in order to provide guidance to women workers, including those operating in the informal sector.
Promotion of the rights of working women will be based on the dissemination of four ILO conventions (two of which were ratified by the Government of Mozambique) allowing the country to benefit from the International Labour Standards. For women to overcome gender based discrimination is essential that both ratified conventions are widely disseminated and that the other two, one of which is Convention No. 183 on Maternity Protection, are listed on the agenda for ratification, adoption and implementation.
Social Dialogue
There is evidence that social partners in Mozambique are engaged in social dialogue in various fields. Strengthening of social dialogue means to empower organizations representing the Government, employers and workers so as to provide guidance and technical support to working women, including those operating in the informal sector of the economy.
The evaluation is undertaken in line with the ILO Evaluation Policy adopted by the Governing Body in November 2005, which provides for systematic evaluation of programmes and projects in order to improve quality, accountability and transparency of the ILO’s work, strengthen the decision-making process and support constituents in forwarding decent work and social justice. The evaluation and the evaluation process shall also comply with UN and international evaluation standards.
The evaluation’s main objective is to evaluate the results achieved during the implementation of the Decent Work Support Program.
Brief Background on Project
Priority areas of intervention of the project activities :
The component 1 focuses its actions in the sectors of Trade and Tourism due to their relationship with women working in small and medium enterprises (SMEs), women in the informal sector but with possibilities of becoming entrepreneurs at the lowest level. Components 2 and 3, due to their links to policies formulation, work at macro level approaches, but also, and whenever possible, implement measures that focus on selected sectors contributing towards sustainability and strengthening of activities at the policy level.
Target Groups
The main beneficiaries of the Project are:
• Women who are working or intend to engage in business development (as potential women or those who have already constituted themselves into entrepreneurs);
• Women who work in the areas of formal and informal economy;
• Women with disabilities;
• The Government, the Ministry of Labour (MITRAB), the Organization of Workers of Mozambique (OTM.CS), the National Confederation of Free and Independent Unions of Mozambique (CONSILMO) and the Confederation of Employers Associations (CTA).
Geographic areas of Implementation:
The project focuses its activities in three selected provinces, namely Maputo, Nampula and Sofala. The provinces of Maputo and Sofala have a higher rate of business activities and informal sector services, therefore having a more solid basis for being pilots in the promotion of business services at Community level. On the other hand the province of Nampula has a more diversified informal economy, particularly with regard to construction and manufacturing activities.
Project Objectives:
Contribute towards poverty reduction in Mozambique, through the creation of decent jobs, women's economic empowerment and gender equality.
Specific Objective 1:
Promote within the Mozambican society a mindset that recognizes the role of women in the workplace and provides support for their actions as entrepreneurs and as a workers.
Specific Objective 2:
Create an enabling policy environment in which the tripartite constituents may play an important role in promoting and protecting the rights of working women, and promoting their potential as entrepreneurs, making gender equality a reality in policies and actions.
Specific Objective 3:
Strengthen the capacity of local organizations to provide support services to women workers and women entrepreneurs, taking into account the educational levels of each target group in business development services.
Specific Objective 4:
Educate women workers and women entrepreneurs about their rights and responsibilities in the workplace, and empower them to take advantage of the existing mechanisms, structures and institutions.
Link to the Mozambique Decent Work Country Program
The project directly supports the following DWCP outcomes:
Outcome 1.2: Improved conditions for enterprise creation and growth with a view to generating Decent Work, particularly in Micro, Small and Medium Enterprises
Outcome 3.1: Improved implementation of Fundamental Principles and
Rights at Work
Outcome 3.3: Social Dialogue Institutions strengthened
Project Management Arrangements:
After consultations with the social partners between June and October 2010 it was decided that the Technical Advisory Committee (TAC) had to be composed by the subcommittee of the CCT (Comissao Consultiva do Trabalho) with the presence of other selected members from stakeholders. For this reason the project document slightly differs from the actual management arrangement. The project has to submit quarterly report and workplan to the TAC for guidance and approval.
ILO recruits and employs personnel in accordance with ILO rules and regulations. Currently the project is managed by a Project Coordinator with the assistance of a National Project Coordinator and a Finance Administrative Assistant.
The project is implemented in accordance with the Project document annexed to this TORs together with 3-month plans that will be available for consultation.
Purpose, Scope, and Target Groups:
Purpose:
“ILO project evaluations provide an opportunity for the Office and its funding partners to assess the appropriateness of design as it relates to the ILO's strategic and national policy framework, and consider the effectiveness, efficiency and sustainability of project outcomes. Project evaluations also test underlying assumptions about contribution to a broader development goal.”
The findings of the evaluation will contribute to further improving the methodologies applied and provide lessons learned for the key stakeholders of the project and the ILO for the continuation of the activities of the similar project and future efforts to support the promotion of Decent Work in Mozambique.
Scope:
The final independent evaluation will cover all outcomes/objectives of the DWCP Support Project. The final evaluation will assess all key outputs that have been produced since the start of the project.
The scope of the final independent evaluation in terms of time is the period from the start of the project implementation in November 2010 to December 2012 and will build on the findings of the mid-term self-evaluation carried out in May 2012 and in particular assess to what extent the programme has taken on board the recommendations made by the mid-term evaluation. The scope of the evaluation in terms of operational area is the DWCP Support Project in its totality.
Clients of the Evaluation:
The clients of the final evaluation are the key stakeholders involved in the Programme implementation, as represented by the Project Technical Advisory Committee (TAC), the donor, the ILO, the Tripartite Constituents and other relevant stakeholders of the project who would use the evaluation findings and lessons learnt. In addition, the evaluation will be able to provide valuable information to related groupings and structures, such as the DRGs and the UNCT in its totality.
Questions and Criteria to be used
Evaluation Questions and Analytical Framework
I. Relevance and Strategic Fit:
• Is the project relevant to the achievements of the outcomes in the national development plan (PARP), the Mozambican UNDAF and Decent Work Country Programme?
• How well does it complement other relevant ILO projects in the country?
• What links are established/being established with other similar activities of the UN or non-UN international development organizations at country level?
II. Validity of Design:
• Was the resulting project design logical and coherent? Was the design process adequate? Was it based on a needs analysis of the target area? Was a gender analysis included?
• Do outputs causally link to the intended outcomes/ objectives? Do they address gender concerns
• Considering the results that were achieved so far, was the project design realistic?
III. Project Effectiveness:
• What progress has been made towards achieving the outcome/project objectives?
• What outputs have been produced and delivered? Have the quantity and quality of the outputs produced been satisfactory? Do the benefits accrue equally to men and women? What outputs have not been implemented and why?
• To what extent do the outputs contribute to the achievements of the outcomes/ project objectives?
• Do the operations of the project match with the project work plan and budget?
• How adequate is the participation of stakeholders in project planning and implementation? How effective is the project in establishing national ownership?
• What factors influenced the effectiveness of the programme?
• To what extent have the recommendations of the midterm evaluation been implemented?
• Are there any unintended results of the project?
IV. Efficiency of Resource Use:
• Were the available technical and financial resources adequate to fulfill the project plans?
• Are resources (human resources, time, expertise, funds etc.) allocated strategically to provide the necessary support and to achieve the broader project objectives?
• Do the operations of the project match with the project work plan and budget?
• Was merging the two projects together helpful for efficient utilization of project resources and achieving the intended results.
• Are the project’s activities/operations in line with the schedule of activities as defined by the project team and work plans?
• Are the disbursements and project expenditures in line with expected budgetary plans? If not, what were the bottlenecks encountered? Are they being used efficiently?
V. Effectiveness of Management Arrangements and Efficiency of Resource Use:
• How effective were the backstopping support provided by ILO (regional office, Lusaka CO, DWT Pretoria and Geneva) to the project?
• Was the project receiving adequate political, technical and administrative support from its national partners/implementing partners?
• Are the management, monitoring, and governance arrangements for the project adequate? Is there a clear understanding of roles and responsibilities by all parties involved?
• How effectively does the project management monitor project performance and results?
• Is information being shared and readily accessible to national partners?
• Was a monitoring & evaluation system in place and how effective was it?
VI. Sustainability:
• Was the project strategy and project management steering towards impact and sustainability?
• How effective was the project in establishing national ownership?
• Is there any progress in project partners’ capacity to carry forward the project?
• Are the project results, achievements and benefits likely to be durable? Are results anchored in national institutions and can the partners maintain them financially at end of project?
• Is there any progress in project partners’ capacity to carry forward the project?
• Does the project succeed in integrating its approach into government administrative institutions?
VI Lessons Learned:
• What good practices can be learned from the project and be applied to similar future projects?
• What should have been different, and should be avoided in future similar projects?
Methodology
The methodology of the final independent is based on a thorough desk review as well as subsequent interviews with project staff, implementing partners, beneficiaries, and key stakeholders. Consultations with the relevant units and officials in Lusaka, Pretoria and Geneva will also be done. The evaluator will review the documents before conducting any interview.
The interviews with key stakeholders will be followed by a TAC meeting that presents the preliminary findings based on the desk review and the individual interviews. In the TAC meeting the partners have a chance to bring up any outstanding issues as well as any that may come up from the joint discussions.
Key Documents for Review include:
(a) PARPA II and PARP 2011-2014
(b) UNDAF 2006 – 2010
(c) UNDAF 2011 – 2015
(d) Mozambique Decent Work Country Programme 2011 – 2015, M & E Framework and Implementation Plan
(e) P&B
(f) DWAA
(g) OBW
Project-related Documents:
(a) Project Agreement between ILO and the Government of Mozambique
(b) Project Agreement between ILO and the Flemish Government
(c) Project document/Workplan/Logframe
(d) Management Team ToRs
(e) Project (revised) budget and summary of expenditure
(f) Various project progress reports, project annual reports, work plans and strategy maps
(g) Minutes of TAC meetings
(h) Selected project TOT / workshop reports (on demand)
(i) Studies produced in the framework of the Project (on demand)
(j) Draft M&E framework to the M&E policy
(k) Database of BDS providers
Main Outputs
The main outputs of the final evaluation in Portuguese and English are: Summary findings and recommendations to be presented at the TAC
• First Draft of evaluation report
• Final draft of evaluation report incorporating comments received
• Evaluation summary (according to ILO standard template) (see attached)
The Evaluation Report should be about 25 pages long, excluding annexes and conform to the quality checklist for evaluation reports of the ILO Evaluation unit. It should contain the following: -
• Cover page with key project and evaluation data (title, project number, donor, project start and completion dates, budget, technical area, managing ILO unit, geographical coverage); and evaluation data (type of evaluation, managing ILO unit, start and completion dates of the evaluation mission, name(s) of evaluator(s), date of submission of evaluation report).
• Executive Summary
• Acronyms
• Description of the Project
• Purpose, scope and client of the evaluation
• Methodology
• Clearly identified findings by criterion
• Conclusions
• Recommendations including whom they are addressed to, on improvements in strategy and possible future directions
• Lessons Learned and good practices
• Annexes: Work schedule and persons interviewed,List of project outputs examined, Other documents consulted
The preliminary outcomes of the evaluation will be discussed in a TAC meeting based on a draft report on preliminary findings by the consultant. The draft report will be available and presented in the meeting itself. The final report will thereafter be submitted to ILO.
All draft and final outputs, including supporting documents, analytical reports and raw data should be provided in electronic version compatible with Word for Windows. Use of the data for publication and other presentation can only be made with the agreement of ILO Lusaka and Regional Office. Key stakeholders can make appropriate use of the evaluation report in line with the original purpose and with appropriate acknowledgement.
Management Arrangements:
The independent final evaluation will be led by an international consultant that will be contracted based on these ToRs and the specific qualifications required.
The final independent evaluation will be managed by Ms. Belinda Chanda, Programme Officer-ILO Country Office Lusaka. Mr. Igor Felice, Project Coordinator of the DWCP Support Project, Mr Ernesto Chamo, NPC and Ms Assa Macaringue, Finance/Admin Assistant will facilitate and support the implementation of the evaluation by providing the necessary background information, facilitate the schedule of meetings with identified respondents, coordinate exchanges of the evaluation team with the partners during the evaluation; provide logistical and administrative support to the evaluator(s), as they conduct the evaluation.
Evaluation management includes preparation and circulation of the draft Terms of Reference for comments to stakeholders, finalization and circulation of the final Terms of Reference, organization of the meetings and circulation of the draft evaluation report as well as the final evaluation report to the key stakeholders.
The final independent evaluation is supported by the M&E Specialist of the Regional Office for Africa, Mr. Gugsa Farice (farice@ilo.org).
Work Plan & Time Frame:
The evaluation will be carried out from 1 November 2012 to 7 December 2012 when the final report will be submitted by the consultant (s) to ILO.
Evaluation Phases:
The evaluation is foreseen to be undertaken in the following main phases and time period aiming for submission of the final independent evaluation report to the donor no later than 14th December 2012
Tasks / Responsible / Person / By / Payment:
• Preparation of TORs / Evaluation Manager / By 11th September / -
• Identification of independent local evaluator; Entering contracts and preparation of budgets and logistics / Evaluation Manager, ILO CO Lusaka / TBA / 25% of contract fee at the signature of the contract to cover logistic cost
• Telephone briefing with Evaluation Manager; Project Coordinator and project back stoppers; Desk review of project related documents; Evaluation instrument designed based on desk review / Evaluator / TBA / -
• Consultations with Project staff in Mozambique; Consultations with ILO Constituents and relevant stakeholder in Mozambique; Consultations with ILO Lusaka, ILO Pretoria, HQ Units; Presentation of preliminary findings in TAC meeting / Evaluator with logistical support from Lusaka CO / TBA / -
• Draft evaluation report based on desk review, consultations from field visits and the stakeholders workshop / Evaluator with support from evaluation manager / TBA / -
• Circulate draft evaluation report to key stakeholders; Consolidate comments of stakeholders and send to evaluation team leader / Evaluation manager / TBA / -
• Finalize the report including explanations on if comments were not included / Evaluator / 07/12/2012 / Final payment on satisfactory completion
• Submission to the Regional Evaluation focal person for review / Evaluation Manager / 14/12/2012 / -
• Approval of report by EVAL / EVAL / TBA / -
• Official submission to the PARDEV / Evaluation Manager / TBA / -
For this internal evaluation, the final report and submission procedure will be followed:
• The evaluator will submit a draft evaluation report to the Evaluation Manager.
• The Evaluation Manager will forward a copy to key stakeholders for comment and factual correction.
• The Evaluation Manager will consolidate the comments and send these to the evaluator.
• The evaluator will finalize the report incorporating any comments deemed appropriate and providing a brief note explaining why any comments might not have been incorporated. He/she will submit the final report to the evaluation manager.
• The Evaluation Manager will forward the draft final report to the Regional Evaluation Focal person for review who will then forward it to EVAL for approval.
• The Evaluation Manager officially forwards the approved evaluation report to stakeholders and PARDEV.
• PARDEV will submit the report officially to the donor.
Key qualifications and experience of the Evaluation Team
The Consultant (s) should have the following qualifications:
• Master degree in Business Management, Economics or related graduate qualifications
• A minimum of 10 years of professional experience specifically in evaluating international development initiatives in the area of employment, social dialogue, Workers’ rights and management of development programmes, preferably in developing countries and with the ILO.
• Proven experience with logical framework approaches and other strategic planning approaches, M&E methods and approaches (including quantitative, qualitative and participatory), information analysis and report writing.
• Knowledge and experience of the UN System preferable
• Understanding of the development context of the programme country (Mozambique) would be a clear advantage.
• Excellent communication and interview skills in Portuguese and English.
• Excellent report writing skills.
• Demonstrated ability to deliver quality results within strict deadlines.
Expression of interest to undertake the assignment should reach ILO no later than 15 October 2012
Proposals should contain:
1. Résumé of consultant (s) and outline of similar assignments.
2. A proposal for the assignment including a description of the proposed process, inputs and outputs of the assignment.
3. Professional fees
4. Traceable references
Document requests, queries and finished proposals should be sent to:
• the Evaluation Manager (Email: Chanda@ilo.org)
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