National Evaluation Consultant

Consultant

Contract

This is a National Consultant contract. More about National Consultant contracts.

Background

UN Women, grounded in the vision of equality enshrined in the Charter of the United Nations, works for the elimination of discrimination against women and girls; the empowerment of women; and the achievement of equality between women and men as partners and beneficiaries of development, human rights, humanitarian action and peace and security.

UN Women’s goal in Liberia is to promote women’s human rights and gender equality which are key in sustaining and furthering achievements in stability and development. In this regard, its programming in the Country is connected to five corporate priority areas: women’s leadership and political participation; enhancing women’s economic empowerment (WEE); and engaging women in all aspects of peace and security processes (WPS), advancing women’s rights to live free from violence (VAW) and Gender Responsive Governance. In addition, UN Women coordinates and promotes the UN system’s joint work in advancing gender equality.

Although Liberia has succeeded in ensuring a peaceful transition, from conflict to a non-conflict phase, it faces continued peacebuilding challenges due to unresolved grievances that are linked to the country’s 14-year civil wars[1]. Recent assessments show that land disputes, human rights abuse and violation, limited space for women’s participation in leadership and political positions, corruption, boundary disputes and concession related tensions continue to be the main proximate triggers of violence.

The lives of many women are particularly insecure due to inequalities and their exclusion in equal and informed participation in the maintenance, promotion and sustenance of peace and security in Liberia. This derives from structural factors that are deeply rooted in political, economic, social, and cultural dimensions. Some of the remaining peacebuilding challenges and grievances that pose potential risks to women and/or youth include the following: 1) land tenure and property rights; 2) poverty and limited economic opportunities for women and high youth unemployment.

Exclusion of women, rural women, women with disabilities and young women from peacebuilding processes exacerbated by discriminatory practices where male political leaders discredit women’s contributions and hence hinder a sustained peace[2] and weakens social cohesion in communities[3]. This in part is influenced by dominant traditional and cultural perceptions that women belong at home, and therefore peace and security are male issues. This results in men dominating and taking control over formal peacebuilding and security mechanisms and priorities[4]. The exclusionary politics results in women choosing not to engage and their voice not included into security and peacebuilding related planning, limiting conditions for moving out of conflict that can contribute to a gender responsive longer-term peace[5].

Furthermore, the lives of many women remain vulnerable due to societal inequalities and sexual and gender-based violence, which has thus weakened social cohesion in communities[6]. There is a lack of respect for their basic human rights, as well as a weak legal system and institutions which purpurates a culture of impunity especially in relation to SGBV crimes. For example, in 2016, only 35% of the perpetrators of SGBV were arrested[7].

In 2009, Liberia became one of the first countries implementing UNSCR 1325, by developing the first phase of Liberia National Action Plan (NAP) for the Implementation of UN Resolution 1325, 2009-2013, demonstrating the government’s commitment to include women in peacebuilding and conflict resolution processes. Some of the specific achievements during the implementation of the first NAP WPS include: The development of the National Gender Policy; the development and approval of the Anti-Trafficking Act; the development of a Policy on Crime Prevention which includes crimes of sexual and gender-based violence; and the establishment of a specialized court for Sexual and Gender based Violence Cases. In a December 2018 report on the consultation process for the second NAP, conducted by MGCSP, stressed that the truth and reconciliation process[8] had provided the opportunity for a certain number of women and girls throughout Liberia to testify and share their stories with the commission. Women also participated through active outreach, statement taking, public hearings, research and investigation[9]. With respect to security sector institutions (SSIs), some of the results achieved were the reaction of the Gender and Security National Taskforce and the establishment of gender units with Gender Advisers or focal points in five security institutions, which include the Liberian National Police (LNP), Bureau of Corrections (BCR), Liberia Drug Enforcement Agency (LDEA) and Ministry of Defense (MoD), as well as in the Fire Service, the Small Arms Commission.

The second NAP WPS stressed the need for gender-sensitive approaches to peace and stability. Although the inclusion of women in peacebuilding processes has gained momentum in policy discussions in Liberia over the last 10 years, many challenges remain. Peacebuilding is the foundation for creating sustainable human security and equitable development in countries emerging from conflict and the Liberian NAP WPS in essence upholds the role of women in peacebuilding initiatives. It builds on the successes of the first NAP and addresses the challenges to achieving full and successful implementation. It is based on five pillars:

1. Prevention: Prevention of relapse into conflict and all forms of structural and physical violence against women and girls, including SGBV and violence done under the threat of terrorism.
2. Protection: Women, young women and girls’ safety, physical and mental health are assured, and their human rights respected.
3. Participation: Participation of women, young women and girls in decision-making processes related to the prevention, management and resolution of conflicts, humanitarian action and countering terrorism.
4. Relief and recovery: Women and girls’ specific needs are met in relief and recovery and peacebuilding interventions, including under the threat of terrorism and especially those most vulnerable to violence.
5. Coordination and accountability: Capacity and resources to coordinate, implement, monitor and report on WPS plans and programmes are ensured.

In light of this, UN Women Liberia is seeking to hire a national Evaluation Consultant to conduct the end of project Evaluation for the project “Advancing implementation of UNSCRs on Women Peace and Security (WPS) through strengthening accountability frameworks, innovative financing and Gender Responsive Budgeting (GRB)” (see project description below). The National Evaluation Consultant will provide support to the International Evaluation Consultant.

1. Description of the Project

To address the existing challenges, UN Women and OHCHR with funding from the Peacebuilding Fund (PBF) are implementing the joint project “Advancing implementation of UNSCRs on Women Peace and Security (WPS) through strengthening accountability frameworks, innovative financing and Gender Responsive Budgeting (GRB)”. The project started in January 2020 and will end in November 2021. It is being implemented at national level and in two counties namely: Nimba and Grand Bassa and with the support from implementing partners such as Foundation for Community Initiatives (FCI), Search for Common Ground (SFCG), Women’s Non-Governmental Secretariat of Liberia (WONGOSOL) with the capacity to mobilize the most marginalized including rural women, women with disabilities and young women. The budget for the entire project implementation is USD1,500,000.

This project addresses some of the causes of conflict and peacebuilding gaps including property and limited economic opportunities for women and high youth unemployment, land tenure and property rights and exclusion of women, rural women, women with disabilities and young women from peacebuilding processes by mobilizing resources through GRB and innovative financing for the implementation of the Second NAP WPS. Secondly, it aims at creating an enabling environment that enhances the allocation of resources through the establishment of monitoring systems. It further strengthens the capacity of women’s organizations and vulnerable groups to hold the government accountable. Innovative approaches for enhancement of resource allocation for the implementation of the second NAP WPS are key to accelerate the implementation of International Commitments on WPS and to address the specific conflict drivers in a gender responsive manner.

The Joint project was designed to achieve two expected outcomes with specific outputs, stated as follows:

Outcome 1: Targeted Line Ministries[10] Government Agencies and local governments are implementing the NAP WPS in a more effective manner by generating financial resources through innovative financing and GRB and by creating monitoring and accountability mechanisms and capacities.

Output 1.1: Targeted Government actors at national and local level are aware and have the capacity to implement the NAP WPS. Limited understanding and knowledge on the NAP WPS and the UNSCR on WPS was one of the major challenges faced during the first phase of the NAP WPS. Based on learnings from the past, this intervention will therefore strengthen the capacity of targeted civil servants and decision makers in charge of the implementation of the second phase of NAP WPS.

Output 1.2: Government actors and Women Organizations have strengthened capacity on innovative financing and GRB, to ensure increased allocation of financial resources for the implementation of the NAP WPS. The innovative financing project will generate resources for the peacebuilding activities of the Second NAP WPS (2019-2023), which was considered as a low priority by the Government, hence limited or no resources were allocated in its implementation in the first phase of the NAP WPS.

Output 1.3. Targeted government institutions have access to relevant coordination, monitoring and reporting tools and capacity to use them. This intervention aimed to build a strong monitoring, reporting and coordination mechanism to strengthen the accountability of the NAP WPS. The NAP is a planning and monitoring tool for the Government of Liberia (GoL) and its partners to assess progress in the advancement of women’s issues.

Outcome 2: More women, including marginalized women, in targeted counties hold the government accountable for the NAP WPS and support the implementation of the peacebuilding related activities of the NAP WPS

Output 2.1. Women Organizations have strengthened capacities to implement, monitor, report and promote evidence-based advocacy to ensure implementation of the NAP WPS. Alongside the strengthening of state institutions and mechanisms for implementation of the NAP WPS, the convening Agencies will continue strengthening their investments in targeted communities to further develop core skills and capacities, including advocacy and monitoring for accountability to enable women’s groups, young women, and women with disabilities to meaningfully participate and shape more equitable and inclusive peacebuilding and local plans.

Output 2.2. Men, boys and local leaders are aware and understand the rights of women, including marginalized women to participate in public and peacebuilding processes. To change the dominant traditional cultural perception that the right place for women is their homes and hard security matters and peacebuilding is a masculine domain, the project aimed to conduct a perception assessment and Gender and power analysis to assess their understanding on HR issues and change existing gender stereotypes in peacebuilding processes.

The project is based on the below theory of change:

IF Targeted Line Ministries, Government Agencies and local governments are aware and have the capacity to implement the peacebuilding activities of the NAP WPS, IF local and national Government institutions and Women Organizations have strengthened capacity on innovative financing and GRB to ensure increased allocation of financial resources for the implementation of the NAP WPS, IF Targeted government institutions at national and local level have access to relevant coordination, monitoring and reporting tools and capacity to use them, IF Women Organizations have strengthened capacities to implement, monitor, report and promote evidenced-based advocacy to ensure implementation of the NAP WPS, and IF Men, boys and local leaders are aware and understand the rights of women, including marginalized women to participate in public and peacebuilding processes,

THEN more women, including rural women, women with disabilities and young women will participate in peacebuilding processes to sustain peace,

BECAUSE Targeted Line Ministries, Government Agencies and local governments will implement the NAP WPS in a more effective manner by generating financial resources through innovative financing and GRB and by creating monitoring and accountability mechanisms with their enhanced capacities,

And BECAUSE More women, including marginalized women, in targeted counties will hold the government accountable for the NAP WPS and support the implementation of the peacebuilding related activities of the NAP WPS

The Theory of Change is based on the following assumptions:

• Government commitment to implement the WPS agenda at national level;
• stakeholders are able/willing to coordinate to maximize impact of their work;
• decentralization process is in progress;
• Existence of Government commitment to implement the GRB policy.

[1] Common Country assessment, 2018 p 26-27;

[2] Gender and Conflict Analysis 2018, UNMIL, UN Women

[3] Sustaining Peace and Security Development Liberia Peacebuilding Plan, 2017, UNIMIL, Government of Liberia, pp 4

[4] Gender and Conflict Analysis 2018, UNMIL and UN Women

[5] Gender and Conflict Analysis 2018, UNMIL and UN Women

[6] Sustaining Peace and Security Development Liberia Peacebuilding Plan, 2017, UNIMIL, Government of Liberia

[7] Gender and Conflict Analysis 2018, UNMIL, UN Women

[8] Truth and Reconciliation Commission, 2009

[9] NAP WPS (2019-2023), Government of Liberia, 2019

[10]Ministry of Justice, Ministry of Finance and Development Planning, Ministry of Gender Children and Social Protection, Ministry of Internal Affairs, Ministry of Justice and LNP

1. Purpose and use of the evaluation

The project evaluation presents an opportunity to assess the achievements of the project Advancing implementation of UNSCRs on Women Peace and Security (WPS) through strengthening accountability frameworks, innovative financing and Gender Responsive Budgeting (GRB)” in an inclusive way and to determine its overall added value to peacebuilding in Liberia.

In assessing the degree to which the project met its intended peacebuilding objective(s) and results, the evaluation will provide key lessons about successful peacebuilding approaches and operational practices, as well as highlight areas where the project performed less effectively than anticipated. In that sense, this project evaluation is equally about accountability as well as learning.

As a formative evaluation, the purpose of this evaluation is to examine project progress and results. The evaluation will generate substantial evidence for informed future policy choices and best practices. It will identify findings, challenges, lessons learnt, good practices, conclusions, and recommendations to improve future joint programming and foster organizational learning and accountability.

The evaluation findings will be used by relevant stakeholders to:

• Enhance the collective capability of the Government at both the national and local levels to facilitate the implementation and monitoring of the NAP on Women Peace and Security
• Enhance leadership skills of women and their participation in key decision-making structures, with focus on the implementation of the NAP
• Enhance participation of rural women in peacebuilding and security processes

This evaluation should inform the implementation of the Government’s Strategic Plan, new strategic documents such as the new United Nations Sustainable Development Cooperation Framework (UNSDCF) and future programming actions of UN Women and OHCHR, including joint programming actions.

The findings of this evaluation will also be used by the UN to further refine its approaches towards the promotion of WPS agenda and to inform the development of strategic documents including the 2020-2024 Strategic Note of UN Women Liberia CO.

Ultimately, the results of the evaluation will be publicly accessible through the Global Accountability and Tracking of Evaluation Use- GATE system for global learning and the PBF website.

Intended users

The main evaluation users include UN Women and OHCHR in Liberia, as well as the Peacebuilding Fund. Furthermore, national stakeholders such as the Ministry of Gender, Children and Social Protection, line Ministries in charge of the implementation of the NAP WPS, Women NGO Secretariat, Foundation for Community Initiatives, Search for Common Ground, Peace Hut Network and other CSOs.

Duties and Responsibilities

1. Objectives of the assignment

This evaluation will examine the project’s implementation process and peacebuilding results, drawing upon the project’s results framework as well as other monitoring data collected on the project outputs and outcomes as well as context. Evaluation questions are based on the OECD DAC evaluation criteria as well as PBF specific evaluation criteria, which have been adapted to the context.

Evaluators should take care to ensure that evaluation of the peacebuilding result is the main line of inquiry. Peacebuilding projects frequently employ approaches that work through thematic areas that overlap with development or humanitarian goals. An evaluation of peacebuilding projects, however, must include and not only reflection on progress within the thematic area but the degree to which such progress may or may not have contributed to addressing a relevant conflict factor.

The objectives of the evaluation are to:

1. Assess the relevance of the intervention, strategy, and approach in the implementation of the women’s Peace and Security Agenda and achievement of women’s rights;
2. Assess the effectiveness and efficiency of the project towards the achievement of impact results;
3. Assess sustainability of the project;
4. Assess the quality of the inter-agency coordination mechanisms that were established at country level;
5. Determine whether human rights approach and gender equality principles are integrated adequately in the project. Assess the sustainability of the results and the intervention in advancing gender equality.
6. Identify and validate important lessons learned, best practices and, strategies for replication and provide actionable recommendations for the design and implementation of future interventions.
7. Identify and validate innovative approaches in all aspects of the project
8. Document and analyze possible weaknesses in order to improve next steps of UN Women and OHCHR Liberia interventions in the area of women, peace, and security programming.
9. Adequacy of risk management and mitigation strategy. Were major risks identified correctly and accounted for?
10. Identify challenges encountered during project implementation and to put mechanisms in place to enhance future projects.

11. Identify possible entry points to improve on women peace and security issues in Liberia.

12. Methodology

The evaluation methodology will use mixed methods, including quantitative and qualitative data collection methods and analytical approaches to account for complexity of gender relations and to ensure participatory and inclusive processes that are culturally appropriate.

The detailed methodology for the evaluation will be developed, presented, and validated by UN Women and PBF HQ at the inception of the evaluation

Participatory and gender sensitive evaluation methodologies will support active participation of women and girls, men and boys benefiting from the project interventions.

The Consultant will undertake the following tasks, duties, and responsibilities:

• Review of Documents: The evaluators shall familiarize themselves with the programme through a review of relevant documents, including, but not be limited to: Joint programme work plans, annual progress reports, project procurement and financial reports, minutes of Project Management meetings, policy briefs, studies and any other technical reports, etc.
• Key Informant Interviews: The evaluator shall do a comprehensive stakeholder mapping in the beginning to identify the key informant interviewees. The evaluator shall carry out key informant interviews with major stakeholders. The interviews should be organized in a semi-structured format to include for instance. Focused Group Discussions; individual interviews; surveys; and/or participatory exercises with the community or individuals. The information from this assessment will be used as a baseline for Pro-poor Agenda for Prosperity and Development, (PAPD), UNSCDF and to facilitate the development of the Second phase of the NAP Women Peace and Security
• Field visits: During site visits, the evaluator will carry out interviews with the community, making sure that the perspective of the most vulnerable group is included in the consultation.

The evaluation team should take measures to ensure data quality, reliability and validity of data collection tools and methods and their responsiveness to gender equality and human rights; for example, the limitations of the sample (representativeness) should be stated clearly, and the data should be triangulated (cross-checked against other sources) to help ensure robust results.

Evaluation team is solely responsible for data collection, transcripts or other data analyses and processing work. Usage of online platforms and surveys as a complimentary and additional methodology is highly recommended. The evaluation team is expected to manage those platforms and to provide data analyses as defined in the Inception report.

The evaluation team should detail a plan on how protection of subjects and respect for confidentiality will be guaranteed. In addition, the evaluation team should develop a sampling frame (area and population represented, rationale for selection, mechanics of selection, limitations of the sample) and specify how it will address the diversity of stakeholders in the intervention

The evaluation should be conducted in accordance with UN Women evaluation Policy, evaluation Chapter of the Programme and Operations Manual (POM), the Global Evaluation Reports Assessment and Analysis System (GERAAS evaluation report quality checklist), the United Nations System-Wide Action Plan Evaluation Performance Indicators (UN-SWAP EP) and UN Women Evaluation handbook. All the documents will be provided by UN Women at the onset of the evaluation.

1. Evaluation questions and criteria

The evaluation should be guided but not limited to the evaluation questions listed below. UN Women/ OHCHR could raise any other relevant issues that may emerge during the inception process.

Relevance: The extent to which the objectives of the Joint Programme are consistent with national evolving needs and priorities of the beneficiaries, partners, and stakeholders and are aligned with programme country government priorities as well as with UN Women and OHCHR policies and strategies.’

• Do the project expected results address needs of the target groups (e.g. Women in Peace Huts, etc.?)
• Are the activities and outputs of the project consistent with the overall global and national WPS priorities?
• To what extent has the project been catalytic in addressing some of the root causes of inequalities, especially those causing challenges for women?
• What were the catalytic effects on implementation of the NAP?
• What were the catalytic effects of the project in relation to the broader peacebuilding framework in Liberia?
• To what extent was the project a catalyst in scaling-up peacebuilding efforts via other agencies, donors?
• Timely intervention? How timely and urgent was the project vis-a-vis the sustaining peace context in Liberia? Did it effectively utilize windows of political opportunities?
• Are the activities and outputs of the project consistent with the intended outcomes or impacts? Do they address the problems identified? was Theory of change applied?
• How suitable for the context is the range of substantive areas in which the project is engaged (i.e. promoting gender equality, enhancing the capacity of the relevant institutions for effective implementation of Women, Peace and Security agenda)?
• If the substantive areas are deemed suitable for the context, how appropriate are they for the project to undertake?
• How does the project reflect and align to Liberia’s national plans on gender promotion as well as UNSCR 1325 and the UNSDCF?
• Were the programmatic strategies appropriate to address the identified needs of women in communities?

Effectiveness: The extent to which the project’s objectives were achieved or are expected/ likely to be achieved.

• What has been the progress made towards achievement of the expected outcomes and results? What results were achieved?
• To what extent are beneficiaries satisfied with the results? To what extent have capacities of relevant duty-bearers and rights-holders been strengthened?
• Does the project have effective monitoring mechanisms in place to measure progress towards achievement of results?
• Have the project’s organizational structures, managerial support and coordination mechanisms effectively supported the delivery of the project?
• To what extent are the project approaches and strategies innovative? What types of innovative practices have been introduced? What are the unsuccessful innovative practices?
• What contributions are participating UN agencies making towards the implementation of global norms and standards for gender equality and inclusive security?
• To what extent are beneficiaries satisfied with the results? And how have capacities of relevant duty-bearers and rights-holders been strengthened?
• Has the joint project-built synergies with other programmes being implemented at country level by United Nations, International NGOs and the Government of Liberia?
• To what extent was the monitoring data objectively used for management action and decision making?
• Have the project’s organizational structures, managerial support and coordination mechanisms effectively supported the delivery of the project?
• Did the project have effective monitoring mechanisms in place to measure progress towards results, how adaptably and rapidly did the projects react to changing country context?
• How appropriate are UNWOMEN and OHCHR’s staffing levels?

Efficiency: A measure of how economically resources / inputs (funds, expertise, time, etc.) were converted to results.

• Have resources been allocated strategically to achieve project outcomes?
• Were resources sufficient to enable achievement of the expected outputs?
• Have the outputs been delivered in a timely manner? what were the limitations?
• Is the joint project and its components cost-effective? Could activities and outputs have been delivered with fewer resources without comprising project quality?
• Were the project’s organizational structure, management and coordination mechanisms effective in terms of project implementation? Are there any recommendations for improvement?
• Has the joint nature of the project improved efficiency in terms of delivery, including reduced duplication, reduced burdens and transactional costs? If so, what factors have influenced this?
• Has the project facilitated building of synergies with other programmes being implemented at country level by United Nations, including International NGOs and the Government of Liberia?
• How effective are the project’s individual entity and joint monitoring mechanisms? How was data from monitoring used for management action and decision making?
• Were resources appropriately utilized to achieve project objectives?
• Was the project implemented without significant delays? If so, how did the project team mitigate its impact?

Sustainability: The likelihood of a continuation of project results after the intervention is completed or the probability of continued long-term benefits.

• What is the likelihood of that project results will be of use over the long-term? What is the likelihood that the results from the project will be maintained for a reasonably long period of time once the project ends?
• Which components of the project should be carried over into the next phase, and are there any recommendations for their improvement? Which positive/innovative approaches have been identified if any and how can they be replicated?
• How have partnerships (with governments, UN, donors, NGOs, civil society organizations, religious leaders, the media) been established to foster sustainability of results?
• Did the intervention design include an appropriate sustainability and exit strategy (including promoting national/ local ownership, use of local capacity, etc.) to support positive changes in Gender Equality and Human Rights after the end of the intervention? To what extent were stakeholders involved in the preparation of the strategy?
• How was the sustainability strategy planned and has been proven successful?
• To what extent have project’s exit strategies been well planned and successful?

Gender Equality and Human Rights (GE&HR)

• To what extent has gender and human rights considerations been integrated into the project design and implementation?
• To what extent are GE&HR a priority in the overall intervention budget?
• Were there any constraints or facilitators (e.g. political, practical, bureaucratic) to addressing GE&HR issues during implementation? What level of effort was made to overcome these challenges?
• Were the processes and activities implemented during the intervention free from discrimination to all stakeholders?

The questions above are a suggestion and could be changed during the inception phase in consultation with members of the Reference Group and UN Agencies. It is expected that the evaluation team will develop an evaluation matrix, which will relate to the above questions, the areas they refer to, the criteria for evaluating them, the indicators and the means of verification. The questions will be revised by a Team of Evaluators during the Inception Phase.

The evaluation will be gender sensitive and human rights focused. Considering the mandates to incorporate human rights and gender equality in all UN work and the UN Women Evaluation Policy, which promotes the integration of women’s rights and gender equality principles into evaluation, these dimensions will require special attention for this evaluation and hence will be considered under each evaluation criteria.

The Independent Evaluation Office (IEO) is the custodian of UN Women’s evaluation function, which is governed by an Evaluation Policy. The IEO has developed the GERAAS, which has adapted United Nations Evaluation Group (UNEG) Standards for Evaluation in the UN System to guide evaluation managers and evaluators. All evaluations in UN Women are annually assessed against the framework adopted in GERAAS and hence the consultants should be familiar with GERAAS quality standards.

All evaluations conducted by UN Women are publicly available on the Global Accountability and Tracking of Evaluation (GATE) system along with their management responses.

1. Scope of work and tasks

In close coordination with the PBF Secretariat, and under the overall guidance of the Regional Evaluation Specialist and direct supervision of Women Peace and Security Programme Specialist, the National Consultant will undertake the following tasks, duties and responsibilities:

Task 1. Desk review and inception meeting

The evaluator will attend a virtual inception meeting where orientation on programme objectives will be offered, as well as on progress made. At this stage of the evaluation, the evaluator will have the chance to speak with UN Women, OHCHR staff, and UN Peacebuilding Fund Secretariat in Liberia as well as with selected stakeholder representatives. The evaluator will be given key programme documents for review and the Terms of Reference of the Evaluation. The inception meeting, desk review of key programme documents (e.g. programme documentation, contracts, agreements, progress reports, monitoring reports, etc.).

Task 2. Develop an Inception report.

The draft Inception Report should be submitted and should include a description of methodology, and evaluation design matrix. The inception report will be reviewed by the Reference Group and will be finalized based on the feedback. The Inception Report should include final evaluation questions, and stakeholders to be interviewed.

Task 3: Data collection (mixed methods).

Data collection will include both in-country, face-to-face and/or virtual (telephone, video conferencing) interviews. It will only start after the approval of the Inception Report by PBF and UN Agencies implementing the project.

Task 4: Sharing of preliminary findings.

The evaluator will share preliminary findings and recommendations with the Reference Group at the end of the field visit. Prior to this presentation, the Consultant will share the initial findings and recommendations with the UN Women.

Task 5: Data analysis and synthesis.

Data should be analyzed, and the analysis framework should be clearly explained in the report. The Consultant will draw conclusions and recommendations from data and should be supported by evidence.

Task 6: Sharing of draft report.

The evaluator will finalize the draft report. UN Women and PBF HQ will review the report as part of quality assurance and the Consultant will share with the reference group for their feedback.

Task 7: Finalization of the Report.

The report should be finalized based on feedback from UN Women, PBF HQ and the Reference Group. UN Women will present the draft report to stakeholders in a validation meeting. Recommendations will be drafted for Management Response.

1. Duration of the assignment

The duration of the assignment will be 47 working days from 20th December 2021. This includes both in- country and home-based assignments. All field work will be completed before mid-November.

IX. Stakeholder Participation

The evaluators are expected to discuss during the Inception phase how the process will ensure participation of stakeholders at all stages, with a specific emphasis on rights holders and their representatives. Their participation is crucial at each stage as follows: 1) Design; 2) Consultation of stakeholders; 3) Stakeholders as data collectors; 4) Interpretation and 5) Reporting, dissemination, and usage of data. The list of stakeholders can be found in section III. Furthermore, a stakeholder analysis should be provided in the inception report.

It is important to pay particular attention to the participation of rights holders—particularly women in Peace Huts and rural women. The evaluators are expected to validate findings through engagement with stakeholders at stakeholder workshops, debriefings, or other forms of engagement.

1. Expected Deliverables

The National Consultant will produce the following deliverables:

#

Deliverables

Estimative number of days

Indicative Deadline

1

Final Inception Report. The inception report should capture relevant information such as proposed methods; proposed sources of data; and data collection procedures. The inception report should also include an evaluation matrix, proposed schedule of tasks, activities and deliverables and should also contain background information[1].

15 days

5th January 2021

2

A briefing and report with preliminary findings and Power Point Presentation of preliminary findings presented to the Reference Group.

20 days

25th January 2022

3

Interim Evaluation Report. Report structure should follow UNEG evaluation reporting guidance.

10 days

5th January 2022

4

Power point Presentation of interim report. A presentation of draft report should be done at a validation workshop facilitated by the National Consultant.

1 day

10th February 2022

5

Final Evaluation Report. The final report will be structured as follows:

• Title
• Executive summary
• Background and purpose of the evaluation
• Context / Background and project description
• Evaluation objectives and scope
• Evaluation methodology and limitations
• Findings: relevance, effectiveness, efficiency, sustainability, and gender and human rights
• Conclusions
• Recommendations
• Lessons learned and innovations
• Proposed management response and Dissemination Strategy

Annexes:

1. Terms of reference of the Evaluation
2. List of documents/publications reviewed and cited

3. Data collection instruments

4. Lists of institutions interviewed or consulted and sites visited (without direct reference to individuals)

5. Tools developed and used such as the evaluation matrix

6. List of findings and recommendations
7. Any further information the independent consultant deems appropriate

The final report should be submitted in both hard and in soft copies

6 days

28th February 2022

All the deliverables, including annexes, notes and reports should be submitted in writing in English.

Upon receipt of the deliverables and prior to the payment of the first installment, the deliverables and related reports and documents will be reviewed and approved by UN Women. UN Women and PBF HQ will approve the deliverables when it considers that the deliverables meet quality standards for approval. The period of review is 10 days after receipt.

1. Management of evaluation

The Evaluation Manager (EM), the Evaluation Reference Group (ERF) and Evaluation Management Group (EMG) will quality assure the evaluation report on the basis of UNEG standards and norms, UN SWAP Evaluation Performance Indicator and GERAAS meta-evaluation criteria.

To enhance the quality of this evaluation, UN Women Regional Evaluation specialist, OHCHR and PBF Secretariat/PBSO will provide:

1. Feedback to the draft inception and evaluation report;
2. Recommendations on how to improve the quality of the final inception/evaluation report.

The Evaluation Manager (EM) will review feedback and recommendations from the Regional Evaluation Specialist and share with the team leader, who is expected to use them to finalize the inception/ evaluation report.

The Evaluation Reference Group and Evaluation Management Group will be established and will participate in the evaluation process throughout the whole process.

The Evaluation Management Group comprised of the UN Women Evaluation Manager (Liberia), Regional Evaluation Specialists from UN Women, PBF Secretariat M&E Analyst, and Project Focal Points from OHCHR, will provide oversight and ensure quality control. The EMG will provide substantive inputs throughout the evaluation process. Specific responsibilities will include the following: Ensure oversight of the evaluation methodology, review draft reports; ensure that the deliverables are of quality; participate in meetings as a key informant interviewees; manage the evaluation by requesting progress updates on the implementation of the evaluation workplan, approve deliverables, organize meetings with key stakeholders, and identify strategic opportunities for sharing and learning. The ultimate responsibility for this evaluation rests with UN Women. The Evaluation will comply with UN Women’s Evaluation Policy.

Evaluation Management Group will be established to oversee the evaluation process, make key decisions and quality assurance of deliverables. It will be chaired by the UN Women Evaluation Manager who will provide final approval of the deliverables after clearance by the Regional Specialists.

The Evaluation Reference Group is an integral part of the evaluation management structure and is established to facilitate the participation of relevant stakeholders in the evaluation process, with a view to increase the chances that the evaluation results will be used, enhance quality, clarify roles and responsibilities and prevent void real conflict of interest

The ERG will be composed of individuals from Peacebuilding Support Office, Government line ministries ( ie MGCSP, MIA/PBO) includingrepresentatives from the two implementing UN Agencies, Civil Society, Women’s organizations and the Peacebuilding Fund Secretariat. The ERG will be engaged throughout the whole evaluation process and will review the draft Inception report and evaluation report. The ERG will be chaired by the Evaluation Manager.

More details on roles and responsibilities of the ERG and EMG can be found in Annex 2. Management Structure and Responsibilities.

1. Inputs

• UN Women will provide the Consultant with background materials relevant to the assignment

• The Consultant is expected to work using his/ her own computer.

• UN Women will provide the evaluation team with necessary logistical support, transportation, materials (office supplies) and office space.

1. Performance evaluation:

Consultant’s performance will be evaluated based on timeliness, responsibility, initiative, communication, accuracy, and quality of the products delivered.

Evaluation Team composition, skills and experiences

The evaluation team will be comprised of two evaluation experts: The Evaluation Team Leader (International Consultant) and Evaluation Team Member (National Consultant). The Evaluation Team Leader will have the overall evaluation responsibility and accountability for the report writing and data analyses. The independent consultants or team will report to and be managed by UN Women.

[1] UN Women guidance on inception reports is available.

Competencies

Core Values:

• Respect for Diversity
• Integrity
• Professionalism

Core Competencies:

• Awareness and Sensitivity Regarding Gender Issues
• Accountability
• Creative Problem Solving
• Effective Communication
• Inclusive Collaboration
• Stakeholder Engagement
• Leading by Example

Functional Competencies

• Good programme formulation, implementation, monitoring and evaluation skills

• Good knowledge of Results Based Management

• Ability to gather and interpret data, reach logical conclusions, and present findings and recommendations
• Good analytical skills
• Good knowledge of Gender-based Violence (GBV)
• Ability to identify and analyze trends, opportunities and threats to fundraising

Required Skills and Experience

The Consultant should fulfill the following requirements:

Education

Master’s Degree in social sciences, Monitoring and Evaluation, development studies, gender studies, international relations or related fields;

Experience and Skills

• The candidate should have a minimum of ten (10) years of experience in evaluation of projects and programmes
• The candidate should have a minimum of five (5) years of experience in programme development and or implementation with at least one (1) year of that time working in women peace and security thematic area;
• A reasonable level of expertise in assessing the value for money of programmes;
• Relevant experience working with UN Agencies, donors, national and local governments is required;
• Proven experience in gender-responsive evaluations is a requirement;
• Fluency in English, with the ability to produce well written reports demonstrating analytical and communication skills
• Good mastery of information technology presentations
• Previous experience working with the UN

Language and other skills:

• Proficiency in oral and written English
• Computer literacy and ability to effectively use the Internet and email.
• Excellent facilitation skills
• Should have the ability to work with people of different cultural background irrespective of gender, religion, race, nationality and age

1. Submission of application

Interested candidates are requested to submit electronic application to liberia.procurement@unwomen.org no later than 16th November 2021.

Submission of package

Potential candidates should submit the following documents.

1. A Cover letter expressing your interest and motivation for this job
2. A Curriculum Vitae, that includes contact information of 3 references;
3. A financial proposal. The financial proposal shall specify a total lump sum amount per each deliverable, including administrative fees, based on the template in Annex 1. The lump sum costs must be accompanied by a detailed breakdown of costs calculation.
4. Copy of two recent evaluation reports

All applications must include (as an attachment) a CV and a financial proposal. Applications without a financial proposal will be treated as incomplete and will not be considered for further processing.

Please note that only short-listed candidates will be invited to the interview.

Selected candidates will need to submit prior to commencement of work:

1. A copy of the latest academic certificate
2. UN Women P-11 form, available via http://www.unwomen.org/en/about-us/employment
3. A statement from a medical doctor of ‘good health and fit for travel’

4. Before any travel outside of Monrovia, the consultant will need to provide proof (certificate) of “Basic and Advanced Security in the Field” (which can be accessed here: undss.trip.org)

5. Evaluation

Applications will be evaluated based on the cumulative analysis.

• Technical Qualification (100 points) weight; [70%]
• Financial Proposal (100 points) weight; [30%]

A two-stage procedure is utilised in evaluating proposals, with evaluation of the technical proposal being completed prior to any price proposal being compared. Only the price proposal of the candidates who passed the minimum technical score of 70% of the obtainable score of 100 points in the technical qualification evaluation will be evaluated.

Technical qualification evaluation criteria:

The total number of points allotted for the technical qualification component is 100. The technical qualification of the individual is evaluated based on the following technical qualification evaluation criteria:

Technical Evaluation Criteria

Obtainable Score

Experience and skills

90 %

Language and other skills

10 %

Total Obtainable Score

100 %

Only the candidates who fit the minimum requirements will be longlisted and additional documentation may be requested. Candidates with a minimum of 70% of total points will be considered as technically qualified candidates and will be shortlisted for potential interview.

Financial/Price Proposal evaluation****:

• Only the financial proposal of candidates who have attained a minimum of 70% score in the technical evaluation will be considered and evaluated.
• The total number of points allotted for the price component is 100.
• The maximum number of points will be allotted to the lowest price proposal that is opened/ evaluated and compared among those technical qualified candidates who have attained a minimum of 70% score in the technical evaluation. All other price proposals will receive points in inverse proportion to the lowest price.

Annex I: Financial Proposal

BREAKDOWN OF COSTS SUPPORTING THE ALL-INCLUSIVE FINANCIAL PROPOSAL

Breakdown of Cost by Components:

Deliverables

Percentage of Total Price (Weigh) for payment)

Fixed price

Due Date

Final Inception Report. The inception report should capture relevant information such as proposed methods; proposed sources of data; and data collection procedures. The inception report should also include an evaluation matrix, proposed schedule of tasks, activities and deliverables and should also contain background information[1].

15%

A briefing and report with preliminary findings and Power Point Presentation of preliminary findings presented to the Reference Group.

10%

Interim Evaluation Report. Report structure should follow UNEG evaluation reporting guidance.

25%

Power point Presentation of interim report. A presentation of draft report should be done at a validation workshop facilitated by the National Consultant.

5%

Final Evaluation Report.

The final report should be submitted in both hard and soft copies

45%

The lump sum costs should include administration costs and expenses related to the consultancy. All prices/rates quoted must be exclusive of all taxes. The lump sum costs must be accompanied by a detailed breakdown of costs calculation.

[1] UN Women guidance on inception reports is available.

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Added 2 years ago - Updated 2 years ago - Source: jobs.undp.org