Final Evaluator - FAWASHI Project in Somalia

Final Evaluator

Project: FAWASHI Project No of Jobs: One (01) Duty Station: Gedo and Banadir Regions of Somalia

Overview of CTG Global CTG Global is a Personnel Management Service Company specialised in Recruitment, Management Consultancy, and Human Resources in countries experiencing or emerging from armed conflict, natural disasters, or acute social and economic crisis worldwide. CTG Global provides tailored personnel management support enabling a growing number of public and private sector agencies and individuals to achieve their objectives in complex and challenging environments. CTG Global clients currently comprise UN agencies, non-government organizations (NGOs), and different corporate organisations such as security companies.

Overview of the Position

BACKGROUND From around mid-2011 a drought, estimated to be the worst in 60 years, led to a widespread humanitarian crisis in the Horn of Africa. On 20 July, 2011 the United Nations declared two regions of Southern Somalia to be in famine. In the second half of 2011 the situation deteriorated and four more regions of Somalia were famine declared. A massive scale up in humanitarian support was initiated, with the UN led Consolidated Appeals Process (CAP) for Somalia reaching $US 1 billion in 2011 and $US 1.5 billion for 2012. In response to the crisis the Australian Government created the “$ 4 $” initiative. This was a pledge to match every dollar raised privately by an Australian NGO for humanitarian action in the Horn of Africa with a dollar from the Australian Government (AusAID). Our client launched an appeal and, including matched funds received from AusAID, raised over $ 2 million Australian dollars. Partnerships were formed with our client’s Kenya and Somali Office to implement programs in response to the crisis. It is the program implemented in partnership with our client’s Somalia office which is the focus of this evaluation.

Our client developed the Food and Wash Integrated project, known as “FAWASHI”, for which it was allocated $ Aus 1,300,000 of funding. The project was managed by our client, with support and over-site provided by our client’s Australia office. This project targeted 104,000 people in the Banadir and Gedo Regions of Somalia. It was designed to be implemented over 11 months in collaboration with local NGOs. Three main sectors: Water, Sanitation & Hygiene (WASH); Shelter, and Non-Food Items; and Food Assistance, Agriculture and Livelihoods were targeted. Four output areas were identified: (1) Increased access to clean and safe water sources for drought affected people; (2) Improved hygiene and sanitation conditions for vulnerable people in IDP camps and host communities; (3) Improved access to food for vulnerable families in famine stricken areas and promotion of recovery for vulnerable farmer families by providing basic agricultural inputs. The project commenced in March 2012 and is on track for completion by November 2012.

Previous evaluations, monitoring, and other sources of information No formal evaluation of the project has been conducted. Our client’s Australia staff member has made two informal monitoring visits to Gedo Region. Our clien’ts Somalia staff also make monthly field visits and submit monthly narrative and financial reports to our client’s Australia. A 6 monthly report was submitted to AusAID in July and an internal baseline survey was conducted in Gedo in May.

General Functions

PURPOSE Somalia is a complex and insecure operating environment. Obtaining clear and unbiased information relating to program activities can be challenging.

The primary purpose of the evaluation is to independently assess:

a) What activities have been delivered b) Where c) To who, and d) To how many beneficiaries

with a particular emphasis on the “consumable” elements of the project.

Secondary objectives include:

a) To evaluate the impact the project has had on the lives of beneficiaries with reference to the objectives in the original project design b) To evaluate the quality of the process and practice used in the implementation of the project c) To identify key learnings for our client’s Australia office and provide recommendations for the management of future projects in similarly complex environments

Secondary objectives should be addressed with consideration to the following five criteria:

Criterion 1 – Relevance How relevant and appropriate is the project to the priorities and needs of affected communities? Areas for consideration include: • Perceptions of project relevance by target groups in terms of their needs, vulnerabilities and cultural context • Consistency of activities and outputs with the overall project goal and the attainment of their objectives

Criterion 2 – Effectiveness Has the project been effective in achieving the intended outcomes? Areas for consideration include: • Have project activities targeted the most appropriate beneficiaries? • Have project activities been implemented in a manner which has led to a significant difference in people’s lives? • If a significant difference in people’s lives has been achieved, has it been positive and has it led to the targeted outcomes?

Criterion 3 – Efficiency Has the project been able to optimize resources in achieving the intended outcomes? Areas for consideration include: • Achievement of outputs and outcomes against time and budget including major factors positively or negatively influencing the efficiency of the project • Extent to which the management/organisational structure contributed to or hindered project implementation • Appropriateness of the implementation methodology to achieve anticipated outputs and outcomes

Criterion 4 – Sustainability To what extent will the benefits be sustained after project completion? Areas for consideration include: • The project’s ability to engage local actors and mobilize local resources (such as community contributions, government funding and the private sector) • The major factors influencing the achievement or non-achievement of sustainability of the project interventions

Criterion 5 – Coordination and Coherence How has the project been integrated with the activities and priorities of other agencies and organizations (including local and national government)? Areas for consideration include: • Linkages and relationships between the target group, our client’s Somalia office, partners, other agencies and organizations • The project’s coherence with national and local policies • Major factors influencing coordination and coherence of the project with the activities and priorities of other agencies and organizations.

In evaluating the project according to each criterion, the evaluator(s) should also consider how good practices have been incorporated into the projects: • Participation: The extent to which the beneficiaries were supported and encouraged to participate in the different stages of the project cycle • Gender: The extent to which gender issues were considered and both men and women were included in the planning and implementation of the projects • Vulnerable Groups: The extent to which vulnerable groups were included in the planning and implementation of the projects • Accountability to Beneficiaries: The extent to which mechanisms were in place and were effectively utilized to enable beneficiaries to provide feedback and hold the implementing agency accountable • Environmental Impact: Any change, positive or negative, or anticipated future impact on the environment as a result of the project • Local capacities: The extent to which the project identified and built upon local resources and capacities • Reducing risk: The extent to which the project has contributed to increased capacity within communities to prepare, respond, and recover from future disasters

METHODOLOGY AND RESPONDENTS To be finalised in conjunction with the evaluator prior to finalisation of contract arrangements. The methodology shall be participatory to the extent possible, involving local community members, project staff and stakeholders to provide inputs and feedback on the preliminary findings and conclusions.

SCHEDULE To be finalised with the evaluator prior to finalisation of contract arrangements. Proposed 25 day consultancy composed of: 2 days pre-evaluation in Australia, 2 days pre-evaluation in Nairobi, 8 days in-country, 2 days post-evaluation in Nairobi, 4 days post-evaluation in Australia, and 7 days of travel. It is expected that this work will take place during October/November 2012.

MANAGEMENT OF VISIT AND EVALUATION RESULTS • Our client’s Australia Program Effectiveness and Planning Director, Mark Webster is commissioning the evaluation. The evaluation will be managed by Mark Webster and Hamish Weatherly (Australia Project Manager, Horn of Africa) • An independent evaluator/(s), to be finalised, will be hired to conduct the evaluation • The evaluation team will be composed of the independent evaluator/(s), and any support persons required (e.g. translators, drivers etc.) • Once selected and contracted, the independent evaluator(s) will work with our client’s Australia office to agree on the evaluation timing, scope, methodology and respondents, and data-gathering schedule • The independent evaluator/(s) will undertake responsibility for data-gathering and writing of the final evaluation report • The independent evaluator/(s) will be ultimately responsible for practical arrangements relating to the evaluation. However, our client’s Australia office will provide support where possible
• If assistance is needed to resolve any issues during the evaluation, the independent evaluator should refer to Mark Webster or Hamish Weatherly

Essential Experience

An independent evaluator/(s) with a mix of relevant skills and experience will be sought to conduct the evaluation. The following attributes are desirable: • Demonstrated experience leading evaluations of emergency and/or development activities in complex environments • Familiarity and/or expertise in one or more of WASH, Food, NFI and Livelihoods programming • Familiarity with the Somali context and/or our client

EXPECTED OUTPUTS A comprehensive evaluation report with a maximum of 20 pages (excluding annexes) using the format below: 1) Executive Summary 2) List of Acronyms 3) Brief Description of the FAWASHI Project 4) Objectives of the Evaluation 5) Methodology 6) Findings – according to the evaluation objectives set out in the purpose 7) Conclusions 8) Recommendations 9) Annexes

Note: The quality of the Evaluation Report will be evaluated using the following criteria and template:

Evaluation Report Checklist Report Title: Author of Report: Layout Rating Comment Is it no more than 20 pages in length (excluding annexes)? Yes / No
Format Low High Comment Does it follow the format as outlined in guidelines for report writing? 1 2 3 4 5
Is it clearly laid out, and is it possible to find relevant sections? 1 2 3 4 5
Style Low High Comment Is the writing style clear and readable? 1 2 3 4 5

Content/analysis Low High Comment Does the executive summary adequately summarize the report? 1 2 3 4 5
Does the evidence support the conclusions? 1 2 3 4 5
How realistic and clearly set out are the recommendations? 1 2 3 4 5
Was there adequate technical understanding displayed in the report? 1 2 3 4 5
Does the report adequately address the objectives of the evaluation and respond to the five criteria. 1 2 3 4 5

Conclusions - Please circle the term below which best summarizes the quality of the report. Unacceptable Poor Average Good Excellent Other Comments:

Languages

• Language skills both written and spoken in English are essential. Somali language skills would be viewed favourably

How to apply: 

Applicants should send a letter of application and their CV to careers@ctgglobal.com . Please subject your email with BHJOB2678_207. Telephone enquiries may be directed to Emma Kalonzo: Tel: +971 (0)4 369 5027