1) GENERAL BACKGROUND

The second phase (2016-2020) of the joint UNDP-UNODC Pacific Regional Anti-Corruption Project (UN-PRAC) aims to support Pacific Island Countries (PICs) to strengthen their national integrity systems. This is in order to promote ‘clean’ governments and to create an enabling environment for trade, business, investment and sustainable development. In turn, this will enhance the delivery of equitable and high-quality services to all Pacific Islanders.

Over the past years, the debate has shifted from ‘why’ countries should be preventing and fighting corruption to ‘how’. The UN Convention against Corruption (UNCAC) is the only international legally binding framework on how to prevent and fight corruption. It provides a solid basis upon which PICs can develop sustainable anti-corruption reforms. It is for this reason that this Project was designed to build on the platform of UNCAC, as well as the efforts undertaken during the first phase (2012-2016) of UN-PRAC. This includes leveraging the recognition by PICs of the UN as a trusted, impartial partner. One medium by which PICs are addressing the ‘how’ question is through the Mechanism for the Implementation of UNCAC (UNCAC Review Mechanism). This requires States parties to consider what national legislative, institutional and practical frameworks are in place to effectively address corruption. Another related anchor is the Development Agenda 2030 and the Sustainable Development Goals (SDGs), recently adopted by UN Member States. SDG 16 (Promote just, peaceful and inclusive societies) directly calls for stronger action on anti-corruption, transparency and accountability. This Project also strives to more coherently address the link between anti-corruption and development, and to integrate anti-corruption into national and regional development processes.

One of the key implementation principles of UN-PRAC, as noted in the project document, is the integration of gender and human rights throughout the Project. Both UNDP and UNODC are committed to mainstreaming gender equality in their programme work and as such, this Project is also committed to gender equality. In addition, where appropriate, specific activities in support of gender equality in the anti-corruption context are considered. The Project reporting is designed to be gender responsive and raise gender-related issues to the extent possible.

The goal of UN-PRAC is to promote and strengthen measures to prevent and fight corruption more efficiently and effectively in the Pacific region. This aligns with the purpose of UNCAC in paragraph 1(1) and the spirit of SDG 16.

In particular, the project aims to:

1. Provide Niue, Samoa and Tonga with sufficient information and support to enable their accession to UNCAC and all Pacific States parties to actively participate in the UNCAC review process
2. Support Pacific States parties to more effectively implement UNCAC and work towards the achievement of SDG 16
3. Strengthen social accountability mechanisms and the anti-corruption role of non-State actors

2) OBJECTIVES OF THE ASSIGNMENT

In line with the project document, the mid-term Independent Project Evaluation will be undertaken around 24 months after the initiation of the project. The aim of the evaluation is to assess the effectiveness of the design and relevance of the project. Its results will be used to inform the implementation of the second half of the project, assess project’s successes and good practices, as well as lesson learnt and areas of improvement. The main users of the evaluation results will be project managers and donors. 

The following DAC (Development Assistance Committee) criteria will be assessed during the evaluation: relevance, efficiency, effectiveness, impact and sustainability. In addition, design, established partnerships and cooperation as well as aspects of human rights and gender mainstreaming will be assessed. The evaluation will specifically assess how gender aspects have been mainstreamed into the project. Furthermore, lessons learned and best practices will be identified and recommendations based on the findings formulated.

The outcomes of the evaluation will inform as to what extent the project is contributing to the outcomes of the UNDP and UNODC relevant corporate strategic documents, and above towards the operationalization of the SDG agenda.

3) SCOPE OF WORK

Under the guidance and supervision of the Head of the Integrated Results Management Unit (IRMU) of  the UNDP Office in Fiji and the Chief or Deputy Chief of the Independent Evaluation Unit (IEU) of UNODC, the key responsibilities of the evaluation team include (i) development of the evaluation design with detailed methods, tools and techniques, sensitive to key gender as well as human rights issues (ii) ensuring adherence to the United Nations Evaluation Group (UNEG) Norms and Standards, UNODC evaluation norms[1], standards, guidelines and templates and the full evaluation Terms of Reference (ToR), and (iii) ensuring that all deliverables are submitted in a timely and satisfactory manner and in line with the quality criteria checklist.

The mid-term Independent Project Evaluation (MTE) should assess the design of the project. The following are the key evaluation questions:

Given that this is a Mid-Term Independent Project Evaluation, the emphasis will be on identifying lessons learnt, with a view to adjusting the project design and implementation accordingly. The MTE will therefore make recommendations for the way forward, based on progress thus far.

Findings and lessons learned:

• Outline, as logically and objectively as possible, findings and conclusions
• Highlight the major successes and good practices
• Highlight the major shortcomings, and weaknesses in order of importance

Recommendations:

• Present recommendations for a way forward and potential corrective actions; recommendations should be objective, realistic, practical, understandable and forward looking
• Link the recommendations logically to the findings
• Recommend a realistic duration for implementation of remaining project activities

MTE Methodology and Approach

The MTE team should consist of two international consultants (Team leader and Team Member / Expert).

The evaluation will use methodologies and techniques as determined by the specific needs for information, the questions set out in the ToR for the evaluation and the availability of stakeholders. The methodologies and approach need to take into account that this is a regional project, covering 15 countries in a geographically scattered region. In all cases, the evaluation team is expected to analyse all relevant information sources, such as reports, programme documents, thematic programmes, programme files, financial reports and any other documents that may provide further evidence for triangulation, on which his/her conclusions will be based. The evaluation team is also expected to use  relevant quantitative and/or qualitative tools as a means to collect relevant data for the evaluation. While maintaining independence, the evaluation will be carried out based on a participatory approach, which seeks the views and assessments of all parties identified as the key stakeholders of the project/ programme, the Core Learning Partners (CLP).

The evaluation ToR provides basic information as regards to the methodology, which should not be understood as exhaustive. It is rather meant to guide the evaluation team in elaborating an effective, efficient, and appropriate evaluation methodology that should be proposed, explained and justified in the Inception Report.

In addition, the evaluation team will be asked to present a summarized methodology (including an evaluation matrix) in the Inception Report outlining the evaluation criteria, indicators, sources of information and methods of data collection. The evaluation methodology must conform to the United Nations Evaluation Group (UNEG) Norms and Standards as well as the UNODC Evaluation Policy, Norms and Standards.

While the evaluation team shall fine-tune the methodology for the evaluation in an Inception Report, a mixed-methods approach of qualitative and quantitative methods is mandatory due to its appropriateness to ensure an inclusive methodology. Special attention shall be paid to an unbiased and objective approach and the triangulation of sources, methods, data, and theories. Indeed, information stemming from secondary sources will be cross-checked and triangulated through data retrieved from primary research methods. Primary data collection methods need to be gender-sensitive as well as inclusive.

The credibility of the data collection and analysis are key to the evaluation. Rival theories and competing explanations must be tested once plausible patterns emerge from triangulating data.

The limitations to the evaluation need to be identified and discussed by the evaluation team in the Inception Report, e.g. data constraints (such as missing baseline and monitoring data). Potential limitations as well as the chosen mitigating measures should be discussed.

When designing the evaluation data collection tools and instruments, the evaluation team needs to consider the analysis of certain relevant or innovative topics in the form of short case studies, analyses, etc. that would benefit the evaluation results.

• Scope of Work

Bidders shall be free to propose their own team composition and roles. The team should consist of two experts:

• Consultant 1: Team Leader –  Evaluation Specialist, with some previous knowledge of anti-corruption, transparency, accountability
• Consultant 2: Team Member/ Expert – Anti-Corruption / Integrity Specialist

Overall responsibilities lie with the MTE Team Leader, who will provide guidance and leadership on conducting the MTE and on preparing/revising the deliverables. The Team Leader will have expertise in results-based evaluation methodologies.

The Team Leader will be responsible for the quality and timely submission of his/her specific deliverables, as specified below, interacting with the UNODC IEU and UNDP IRMU throughout the evaluation process. All products should be well written, inclusive and have a clear analysis process.

Specific responsibilities of the Team Leader include:

• Leading the documentation review and final framing of MTE questions
• Draft inception report, containing:  initial observations of the desk review, refined evaluation questions, data collection instruments (including surveys/questionnaires and interview guides), sampling strategy, evaluation matrix and limitations to the evaluation; in line with UNODC evaluation norms, standards, guidelines and templates.
• Leading the MTE team in planning and execution of the assignment
• Managing the division of labor and supervising the work of the other consultant (MTE Team Member)
• Incorporating the use of best practice with respect to M&E and results-based evaluation methodologies 
• Leading interviews and consultations, as well as any debriefings to the stakeholders/partners
• Leading the drafting and finalization/quality control of the inception report and the draft and final MTE report, as well as Evaluation Brief (2-pager)

The MTE Team Member/Expert will support the Team Leader and provide the expertise on anti-corruption and integrity in the context of the evaluation. S/he may be asked to lead on specific areas and will be responsible for drafting relevant parts of the inception report and the draft and final MTE report, as well as the Evaluation Brief. Overall responsibilities lie with the MTE Team Leader, who will provide guidance and leadership on conducting the MTE and on preparing/revising the deliverables.

Specific responsibilities of the MTE Team Member include:

• Under the guidance of the Team Lead, undertaking the documentation review and final framing of MTE questions on areas related to anti-corruption
• Supporting the Team Leader during interviews and consultations, as well as any debriefings to the stakeholders/partners, and leading on anti-corruption aspects, as requested by the Team Leader
• Contributing to the drafting and revision of relevant parts of the inception report and the MTE draft and final report, as well as the Evaluation Brief (2-pager), under the guidance of the Team Leader

The evaluators must not have been involved in the design and/or implementation, supervision and coordination of and/or have benefited from the programme/project or theme under evaluation. The evaluation team will report exclusively to the chief or deputy chief of the UNODC IEU and head of the UNDP IRMU, who are the sole clearing entities for all evaluation deliverables and products. The evaluators shall respect the UNEG Ethical Guidelines.

The following are required qualifications for MTE Team Member / Expert:

Experience:

• At least 5 years of relevant professional technical experience in the field of anti-corruption or related field;
• Experience in conducting various types of evaluation at the international level, preferably with experience in conducting evaluations for the United Nations would be an asset;
• Knowledge of quantitative and qualitative methods;
• Experience in working in a team;
• Knowledge and experience of the UN System and in particular of UNODC and/or UNDP would be of advantage;
• Experience in the Pacific region would be an advantage;

Functional competencies:

• Strong interpersonal skills, communication and diplomatic skills, ability to lead a team;
• Openness to change and ability to receive and integrate feedback;
• Strong analytical, reporting and writing abilities;
• Excellent speaking and presentation skills;

Language requirements:

• Excellent spoken and written English language skills required

Interested individual consultants must submit the following documents/information to demonstrate their qualifications in one single PDF document:

1. Duly accomplished Letter of Confirmation of Interest and Availability using the template provided by UNDP (Annex II).
2. P11 Form (Annex III), indicating all past experience from similar projects, as well as the contact details (email and telephone number) of the Candidate and at least three (3) professional references.
3. Technical proposal:
   1. Brief description of why the individual considers him/herself as the most suitable for the assignment
   2. A methodology, on how they will approach and complete the assignment.
4. Financial proposal that indicates the all-inclusive fixed total contract price, supported by a breakdown of costs, as per template provided (Annex II)

Application procedure:

Please combine all your documents (Signed P11/CV, Technical Proposal, Confirmation of Interesta and submission of financial proposal form, etc into one (1) single PDF document as this system only allows to upload maximum one document, failure to combine all document in one will beconsidered as incomplete and proposal will not be accepted”. You can email etenderbox.pacific@undp.org to request for these templates.