Background
Strengthening human and institutional capacities for improved economic governance, policy formulation, strategic management and coherent implementation of development programmes is central to the Government of the Gambia. The ultimate aim is to ensure effective, efficient, responsive, accountable and transparent delivery of public goods and services to the populace for socio-economic development of the country at large.
The PRSP II, which builds on the long-term development Vision 2020 of the Gambia and geared towards achievement of the MDGs emphasizes improved public sector management as a primary means to achieve economic growth and poverty reduction. On the other hand, the PRSP II also outlines some major constraints faced for implementation, such as human resource capacity and declining absorptive capacity, aggravated by scarce technical and financial resources, and incoherence in sector investment programmes.
The Public Sector Reform & Institutional Capacity Development (PSRICD) project aimed at laying foundation for development, financing and implementation of a long-term strategy for public service reform and institutional capacity development under strengthened government leadership. The project expected outputs include:
- Government leadership and coordination of capacity development and public service reform strengthened.
- Short-term strategies and measures to address critical capacity gaps and skills in selected strategic areas implemented.
- Key public institutions provided with structures, human resources and systems to enable them function effectively and efficiently.
- Comprehensive long-term vision and strategy in place and sustained by appropriate institutional arrangements.
The PSRICD Project commenced in April 2009 and ends December 2011. The project funding is majorly from the Spanish DG TTF (USD 1,450,000) and UNDP TRAC (USD 350,000), with thirteen partners/benefitting government institutions that include: i) Ministry of Health & Social Welfare; ii) Ministry of Basic & Secondary Education; iii) Ministry of Agriculture; iv) Ministry of Finance & Economic Affairs; v) Ministry of Local Government & Lands; vi) Ministry of Youth & Sports; vii) Ministry of Information & Communication Infrastructure; viii) Public Service Commission; ix) Management Development Institute/MDI; x) Personnel Management Office; xi) Office of the President; xii) National Audit Office/NAO; and xiii) Gambia Revenue Authority.
Duties and Responsibilities
Objectives and Scope of the Evaluation:
The purpose of the evaluation is to assess the performance of the PSRICD project over the two and half years (April 2009-December 2011) of its existence; identify opportunities, challenges and lessons learned; and provide concrete recommendations on how to strengthen a long-term Civil Service Reform (CSR) programme that contributes to a national development agenda and to sustainable socio-economic development of the nation.
The assignment should provide a fair, objective and an accurate assessment of the project performance so far and the ensuing recommendations should therefore be creative, comprehensive and tangible enough to be put into immediate and effective use, once accepted by the PSRICD Board.
In terms of scope, the evaluation will cover the following key areas and corresponding questions:
Relevance: The extent to which the activities designed and implemented were suited to priorities and realities:
- Was the initial design of the PSRICD project, including its recruitment procedures, adequate to properly address the issues envisaged in formulation of the project and provide the best possible support to the GoTG? Has it remained relevant?
- To what extent do the provisions of the original project document serve as a useful guide for the operations of the PSRICD project? Do they satisfy the requirements that have been placed on the PSRICD project?
- How has the PSRICD project responded to changes, such as the on-going civil service reforms (pay reform, civil service recruitments, and civil service trainings)?
- Will the project structure as currently established be of optimal and continued relevance going forward?
- Will the PSRICD Board as composed be of continued relevance going forward?
Effectiveness: the extent to which the project has achieved its intended outputs and objectives.
- To what extent has the PSRICD project been able to deliver against its objectives? How many and which of the intended outputs have or have not been delivered as planned?
- What/How is the quality of expertise provided to the partner government institutions?
- What concrete successes in policy formulation, advice and coordination have been achieved, where applicable?
- How useful has the knowledge and skills transfer proven to be so far?
- How has the PSRICD project contributed to the overall delivery of the GoTG civil service reform agenda?
- How effectively has the PSRICD project been structured? How has the surrounding structure in which the PSRICD project operates affected its delivery?
- How well have the Project Management structures established effective relationships with Ministries, Departments and Agencies as well as with the Office of the President? How could these be improved going forward?
- How effectively has the PSRICD project been managed from an operational perspective? How successful has the recruitment process been for the PSRICD project?
- Which aspects of the PSRICD project have been most effective so far? Which ones are least effective?
- What key challenges have hampered the delivery of intended outputs?
- How can the effectiveness of support to the PSRICD project be strengthened going forward?
Efficiency: measurement of the outputs in relation to the inputs:
- Was the structure and management of the PSRICD project appropriate to achieving the desired objectives and intended results of the project? If not, what were the key weaknesses?
- Was UNDP support to the PSRICD project appropriate to achieving the desired objectives and intended results? If not, what were the key weaknesses?
- Were the results delivered in a reasonable proportion to the operational and other costs? Could a different type of intervention lead to similar results at a lower cost? How?
- Were the funds utilized as planned? If not, why?
Sustainability: assessment of the ability of supported activities and functions to continue after the project ends.
- Will the outputs delivered through the PSRICD project be sustained by national capacities after the end of the project duration? If not, why?
- Will there be adequate funding available to sustain the functionality over the short, medium and longer term?
- Has the PSRICD project generated the buy-in and credibility needed for sustained impact?
Partnerships: the extent to which the project brings together relevant stakeholders to achieve project objectives.
- Have relationships with key partners functioned as planned and intended? If not, why?
- Did partnership and resource mobilisation proceed as planned and meet project requirements?
- How can partnerships be managed differently to provide the best possible support to the long term civil service reform project?
Method and Approach:
The evaluation exercise will be wide-ranging, consultative and participatory, entailing a combination of comprehensive desk reviews, analyses and interviews. While interviews are a key instrument, all analysis must be based on observed facts to ensure that the evaluation is sound and objective. On the basis of the foregoing, the consultants will further elaborate on the method and approach in a manner commensurate with the assignment at hand and reflect this in the inception report; which will subsequently be approved by the PSRICD Board in consultation with key stakeholders.
Key Deliverables:
By the end of week one (the initial five days), an inception report should be prepared by the consultants before embarking on a fully fledged evaluation exercise. It should detail the consultants’ understanding of what is being evaluated and why, showing how each evaluation question will be answered by way of proposed methods; sources of data; and data collection procedures. The inception report should include a proposed schedule of tasks/activities, timeline, deliverables and key issues. At the end of the assignment, the consultants will deliver an evaluation report containing as a minimum an overview of key findings; analysis of findings and challenges; and lessons learned and recommendations.
Timeframe:
Competencies
- Strong analytical and research skills with sufficient understanding of survey design, quantitative/qualitative methods and data analysis.
- Experience reviewing projects/programmes of UN agencies (preferably UNDP).
- Familiarity with UN (preferably UNDP) evaluation guidelines and processes is a plus.
- Excellent written and spoken English. Writing skills that include an attention to detail as well as a grasp of conceptual frameworks.
- Outstanding interpersonal skills, teamwork, and competency to operate in a multi-cultural and diverse environment.
- Public sector management experience and familiarity with the region and the country are strongly preferred.
Required Skills and Experience
Education:
- Masters degree in the field of development studies, public policy, public administration, or any related field of social sciences.
Experience:
- A minimum of 7-10 years relevant work experience, with at least half working with developing countries and demonstrate an understanding of the challenges and opportunities faced by developing countries.
Language:
- Fluency in written and spoken English.