Background

The National Volunteer Corps project in Lesotho is established by the Ministry of Gender and Youth, Sports and Recreation (MGYSR) supported by the United Nations Volunteer Programme and the United Nations Development Programme (UNDP) as key partners. This project provides a mechanism for young graduates from universities and third level technical training institutions to access volunteer opportunities in various workplaces in the public and private sectors as well as NGOs and bilateral and multilateral organizations. The volunteers are young unemployed professionals (below 35 years of age) who are interested in volunteering their services at various levels including community development work.  This initiative was planned to run for three years (2010-2012) and extended to 2013 with the ultimate objective of adopting it as a national programme under government. The project commenced in October 2009 with funding from the Special Volunteer Fund of UNV (US$ 223,200), UNDP – Lesotho (US$ 161,900) and the Government of Lesotho (US$ 413,344).

The objectives of the project as stated from the outset were:

• To support the Lesotho Government to set up a National Volunteer Corps Programme for young graduates.
• To mobilize young professionals to support Lesotho’s development efforts through volunteer work.
• To complement ongoing efforts by government, UNDP and other national institutions that are working towards implementing various development programmes including the MDGs and PRSP in the country.
• To promote coordination among volunteer involving organizations in the management of volunteers and their contribution to defined development priorities.

The project is entering its final period, and in order to determine whether the Project should continue, and if so, in what form, it is necessary to conduct an evaluation of all aspects of the Project to date.

Evaluation Audience and the Objectives of the Final Evaluation

The  final evaluation will help the NVC project team, the Project Steering Committee and UNDP/UNV to assess the achievement of the project objectives, and its intended outcomes and impacts, remaining gaps in policy and action in the Project as wells as offer stakeholders an opportunity to capture the lessons learnt from this experience.
The final evaluation thus provides a valuable opportunity to assess signs of ultimate project success and lessons learnt and prompt necessary adjustments in project design and management. UNDP/UNV also views the final evaluation as an important opportunity to provide donors, government and project partners with an independent assessment of the status, relevance, effectiveness, efficiency, impact and sustainability of the project with reference to the Project Document.
The evaluation also provides an opportunity to measure the impact of Volunteerism for Development (V4D) on the development context in Lesotho. Principally what has been the added value of UNV to the project and how did its involvement contribute to the stimulation of volunteerism in Lesotho.

Duties and Responsibilities

Project concept and design:

• Evaluate the problem addressed by the project and the project strategy, encompassing an assessment of the appropriateness of the objectives, planned outputs, activities and inputs as compared to cost-effective alternatives.
  
• The implementation approach and managerial arrangements should also be judged; as well as stakeholder participation.
  
• The evaluator will assess the achievement of indicators and evaluate the work plan, planned duration and budget of the project.

Implementation:

• Assess the implementation of the project in terms of quality and timeliness of inputs and efficiency and effectiveness of activities carried out.
  
• Also, the effectiveness of management as well as the quality and timeliness of monitoring and backstopping by all parties to the project should be evaluated.
  
• In particular, the evaluation is to assess the Project team’s use of adaptive management in project implementation. The following are key aspects of implementation that should be addressed:

Monitoring Systems

• Assess the monitoring tools currently being used with key partners, to determine, their efficiency in providing or generating the necessary information required for the evaluation process. This assessment should also identify any additional tools required for the evaluation process

Work Planning

• Assess the use of the logical framework as a management tool during implementation and any changes made to it.
• Assess the use of routinely updated workplans;
• Are work planning processes result-based? If not, suggest ways to re-orientate work planning;
• Consider the financial management of the project, with specific reference to the cost-effectiveness of interventions. 

Reporting

• Assess how adaptive management changes have been reported by the project management;
• Assess how lessons derived from the adaptive management process have been documented, shared with key partners and internalized by partners. 

Partnership Strategy

• Assess how partners are involved in the project’s adaptive management framework:
• Involving partners and stakeholders in the selection of indicators and other measures of performance
• Using already existing data and statistics
• Analyzing progress towards results and determining project strategies.
• Identify opportunities for stronger substantive partnerships;
• Assess how local stakeholders participate in project management and decision-making; Include an analysis of the strengths and weaknesses of the approach adopted by the project and suggestions for improvement if necessary;
• Consider the dissemination of project information to partners and stakeholders and if necessary suggest more appropriate mechanisms. 

Progress towards Results:

• Measurement of change: Progress towards results should be based on a comparison of indicators before and after (so far) the project intervention. 
• Project strategy: how and why outcomes (listed as outputs in the project document) and strategies contribute to the achievement of the expected results. Examine their relevance and whether they provide the most effective route towards results.  
• Sustainability: Extent to which the benefits of the project will continue, within or outside the project domain, after it has come to an end. Relevant factors include for example: development of a sustainability strategy, establishment of financial and economic instruments and mechanisms, mainstreaming project objectives into the local economy, etc.
  

Competencies

Functional Competencies:

• Highly knowledgeable of participatory monitoring and evaluation processes, and experience in evaluation of at least 3 projects with a major donor agencies;
• Demonstrated ability to assess complex situations, succinctly distills critical issues, and draw forward-looking conclusions and recommendations; 
• Ability and experience to deliver quality reports within the given time;
• Writing and communication will be in English, and must have excellent communication skills in English. The consultant must bring his/her own computing equipment.

• Demonstrates integrity by modeling the UN’s values and ethical standards;
• Promotes the vision, mission, and strategic goals of UNDP;
• Displays cultural, gender, religion, race, nationality and age sensitivity and adaptability
• Treats all people fairly without favoritism;
• Fulfills all obligations to gender sensitivity and zero tolerance for sexual harassment

Required Skills and Experience

Education:

• Masters or Ph.D. degree in social sciences related to international development, i.e. economics, international relations, public and business administration or equivalent;

Experience:

• Minimum five Years of relevant experience.

Language:

•  Fluency in English both orally and written communication

FC: 70100