CONSULTANCY UNDER INDIVIDUAL CONTRACTOR MODALITY TO CARRY OUT TERMINAL EVALUATION FOR SUSTAINABLE LAND MANAGEMENT PROJECT
|Application Deadline :||17-Sep-12|
|Type of Contract :||Individual Contract|
|Post Level :||International Consultant|
|Languages Required :||
|Starting Date :|
(date when the selected candidate is expected to start)
|Duration of Initial Contract :||One month|
In accordance with UNDP and GEF M&E policies and procedures, all full and medium-sized country projects implemented by UNDP with GEF financing must undergo a terminal evaluation upon completion of implementation. This terms of reference(TOR) sets out the expectations for a Terminal Evaluation (TE) of the SLM Capacity Building for Angola Project (PIMS Number 3379).
The essentials of the project to be evaluated are as follows:
GEF Project ID: 00003379 at endorsement (Million US$) at completion (Million US$)
UNDP Project ID: 00052416 GEF financing: 0,750 0,675
Country: Angola IA/EA own: 0,400 0,751
Region: Southern Africa Government: 0,750 0,350
Focal Area: Land Degradation Other: 0,0 0,0
Operational Program: OP 15 Total co-financing: 1,150 1,101
Executing Agency: UNDP Total Project Cost: 1,900 1,776
Other Partners involved: Ministry of Environment, Ministry of Agriculture ProDoc Signature (date project began): November 2007
(Operational) Closing Date: Proposed: October 2010 Actual: December 2012
Angola is the fourth largest country in Africa, covering an area of approximately 1,246,700 km2. The country contains about 47 hydrological basins, including the Zaire, Zambezi and Okavango, all currently experiencing problems related to inappropriate land management practices. Although the country is rich in both renewable and non-renewable natural resources (petroleum, diamonds, iron-ore, phosphates, copper, feldspar, gold, bauxite, uranium, zinc, lead, wolfram, manganese and tin), nearly three decades of civil war inflicted profound impact on all aspects of social and economic life of its people. Indeed, the country is undergoing a relative economic boom since the end of the war. However, according to the Poverty Reduction Strategy (PRS) 68% of the population still live below the poverty level, 28% of them in extreme poverty. The effects of war, including displacement, disruption of market activities and macroeconomic instability eroded the poor and working classes’ ability to invest in their future, particularly investment in sustainable land management. Land degradation is a major threat to national economy and the global environment.
There are three direct causes of land degradation: unsustainable agriculture, deforestation/unsustainable use of forests, and overgrazing of rangelands. This has contributed to overexploitation of the soil, leading to erosion, soil exhaustion and desertification. Key threats to SLM are declining fertility and productivity of agricultural lands, forest clearing for unsustainable agriculture, overgrazing and forest pasture destruction or degradation by fire, and climate change. The key barriers to addressing the root causes in order to remove the threats lie in the inadequate capacity of the government system to provide knowledge based, affordable techniques and incentives for SLM. Land managers therefore have limited knowledge on SLM techniques, have few incentives for adopting improved practices and have almost no extension services to support their efforts. Consequently, there is poor linkage between SLM and rural development initiatives, resulting in insufficient livelihood alternatives to subsistence cropping and to use of forests for timber and fuelwood and to meet energy requirements. The government authorities responsible for planning have limited capacity for cross-sectoral planning.
This project proposes four outcomes linked to the LDC – SIDS Portfolio Sustainable Land Management Programme. The first outcome is the analysis and preparation of an acceptable set of intervention techniques, which are turned into field training modules, for new extension agents, with-in participatory demonstration training programmes. This is coupled with applied research and promotion of farmer innovation in SLM. The second outcome addresses the institutional need for Government to monitor Land Degradation and device best practices from the set of SLM initiatives in country. The third and fourth outcomes address the broader picture of the National Action Plan (NAP) via co-finance; and starting the Country Framework for TerrAfrica. These will be built into a database to allow government to coordinate the SLM efforts and to integrate best practice into the developing CSIF and NAP process within the UNCCD and TerrAfrica frameworks.
Additional details and the evaluation criteria established are available at the following link:
Duties and Responsibilities
This Terminal Evaluation is to cover the entire programme. The TE will be conducted according to the guidance, rules and procedures established by UNDP and GEF as reflected in the UNDP Evaluation Guidance for GEF Financed Projects (2011).
- Individual and institutional capacities for SLM will be enhanced and demonstrated within on-ground pilot sites. A large part of this project is directed towards capacity building and knowledge management, targeting SLM institutions and personnel as well as land managers in Huambo province;
- Systemic capacity building and mainstreaming of SLM principles: this project also addresses policy development and mainstreaming of SLM at central and at decentralised Government levels in the project area and builds oversight capacity;
- Support to the production of the National Action Plan (NAP). The NAP is likely to be approved before project start up. The project will support development and implementation of a NAP communications strategy to raise awareness and obtain political support for its implementation at all levels;
- Support to the production of the MTIP (Medium Term Investment Plan of NAP), which complements the CSIF or Country Strategic Investment Framework of TerrAfrica.
The purpose of the evaluation is to:
The evaluator is expected to conduct a field mission to Huambo province including specific project sites. The evaluator is expected to use interviews as a means of collecting data on the relevance, performance and success of the project. Key stakeholders to be interviewed are listed in Annex 1 (see link above).
- Assess overall performance against the project objectives as set out in the Project Document and other related documents;
- Assess project relevance to national priorities, as well as UNDP and GEF strategic objectives;
- Assess the effectiveness and efficiency of the project;
- Critically analyze the implementation and management arrangements of the project;
- Assess the sustainability of the project interventions and consider project impacts;
- Document lessons and best practices concerning project design, implementation and management which may be of relevance to other projects in the country and elsewhere in the world;
- The evaluation must provide evidence-based information that is credible, reliable and useful. The evaluator is expected to follow a participatory and consultative approach ensuring close engagement with government counterparts, in particular the GEF country focal points, steering committee, project team, and key stakeholders;
The evaluator will review all relevant sources of information, such as the project document, project reports, including: Annual Reports, project budget revisions, progress reports, focal area tracking tools, project files, national strategic and legal documents, and any other material that s/he may consider useful for evidence based assessment. A list of documentation that the project team will provide to the evaluator for review is included with the Terms of Reference (see link above).
Two weeks prior to the evaluation mission, the evaluator will submit a brief (2 page) inception note, to include:
Project performance will be measured based on the Project Logical Framework (Annex 2 - see link), which provides performance and impact indicators for project implementation along with their corresponding means of verification.The evaluation will at a minimum cover the criteria of: relevance, effectiveness, efficiency, sustainability and impact, as defined and explained in the hyperlinked guidance manual. As agreed with GEF, ratings will be provided on the following performance criteria. The completed table must be included in the evaluation executive summary. The obligatory rating scales are provided (Annex 4- see link).
- Further elaboration on the intended approach & method, consistent with this TOR.
- Planned timing for carrying out the evaluation mission.
- Any requests to include additional participatory techniques, such as surveys and focus groups, orother approaches for the gathering and analysis of data that are otherwise not specified in the TOR, and which may entail additional time or cost.
- Requests for additional project background information not included with this TOR.
UNDP/GEF projects are key components in UNDP country programming. As such, the objectives and outcomes of the project should conform to UNDP country programme strategies as well as to GEF-required outcomes. Based from a review of key documents, including the Project Document, UNDP Country Programme Action Plan (CPAP) and UN Development Assistance Framework (UNDAF), plus key stakeholder interviews, the evaluation will provide a brief assessment of the extent to which the project was successfully mainstreamed with other UNDP strategic priorities, such as poverty alleviation, improved governance, the prevention and recovery from natural disasters, and the empowerment of women.
- Monitoring and Evaluation rating
- IA& EA Execution rating
M&E design at entry
Quality of UNDP Implementation
M&E Plan Implementation
Quality of Execution - Executing Agency
Overall quality of M&E
Overall quality of Implementation / Execution
- Assessment of Outcomes rating
- Sustainability rating
Institutional framework and governance:
Overall Project Outcome Rating
Overall likelihood of sustainability
The evaluators will offer their assessment of the extent to which the project is achieving impacts or progressing towards the achievement of impacts. Key findings that should be brought out in the evaluations include whether the project has demonstrated: a) verifiable improvements in ecological status, b)verifiable reductions in stress on ecological systems, or c) demonstrated progress towards these impact achievements.
Conclusions, lessons and recommendations:
The evaluation report must include a chapter providing a set of conclusions, lessons and recommendations.
The principal responsibility for managing this evaluation resides with the UNDP CO in Angola.The UNDP CO will contract the evaluators and ensure the timely provision of per diems and travel arrangements within the country for the evaluation team. The Project Team will be responsible for liaising with the evaluator to set up stakeholder interviews, arrange field visits, coordinate with the government etc. This should be done at least 2 weeks ahead of the evaluation mission to allow sufficient time for the evaluation team to provide their input and confirm that they can meet the proposed schedule.
The total duration of the evaluation will be 25 days (18 Sept – 12 Oct) according to the following plan:
- Preparation, 4 days completed by 21/Sept
- Evaluation Mission, 8 days completed by 29/Sept
- Draft Evaluation Report, 10 days completed by 09/Oct
- Final Report, 03 days completed by 12/Oct
The evaluation team is expected to deliver the following:
- Inception Note; Evaluator clarifications on timing and method due no later than 2 weeks before the evaluation mission. Evaluator submits to UNDP CO
- Presentation of Initial Findings due at the end of the evaluation mission, submitted to project management, UNDP CO
- Draft Final Report Full report, (per annexed template) with annexes due within 3 weeks of the evaluation mission, sent to CO, reviewed by RTA, PCU, GEF FPs
- Final Report revised report within 1 week of receiving UNDP comments on draft and to be sent to CO
- Competence in Adaptive Management, as applied to natural resource management projects
- Demonstrable analytical skills
- Experience with multilateral or bilateral supported land management projects
- Excellent both English and Portuguese communication skills (oral, written and presentation)
Required Skills and Experience
The Team members must present the following qualifications:
- Specialist in Environment (International, Team Leader)
- Recognized and demonstrated expertise in SLM (National)
- Minimum 10 years of relevant professional experience in Environment thematic area
- Recent experience with Result-Based Management evaluation methodologies
- Experience applying participatory monitoring approaches
- Recent knowledge of the UNDP/GEF Monitoring and Evaluation Policy
- Recent knowledge of UNDP’s results-based evaluation policies and procedures
UNDP is committed to achieving workforce diversity in terms of gender, nationality and culture. Individuals from minority groups, indigenous groups and persons with disabilities are equally encouraged to apply. All applications will be treated with the strictest confidence.