1. Contexte et justification

L'organisation Néerlandaise de Développement (SNV) intervient particulièrement dans des domaines qui ont des impacts positifs sur les populations pauvres ou à faibles revenus. La nécessité de se focaliser sur la pertinence des résultats en fonction de l’impact, sur les changements à l’échelle de la communauté est recherchée. La bonne définition des résultats devrait permettre de préciser la portée de nos interventions et de mesurer la façon dont nos investissements et activités conduisent à la réalisation des résultats attendus. A cet effet, des logiques d’intervention sont développées pour chaque intervention faisant ressortir l’impact, les résultats de changement de performance, de renforcement direct de capacités et d’inputs logiquement liés entre eux (Impact, Outcomes, Outputs et Inputs).

Dans le but de pouvoir planifier et évaluer les changements dans la situation de ces populations, institutions, et l’environnement visés à travers les interventions, il faut développer des indicateurs appropriés, et mesurer les états courants pour que chaque indicateur soit renseigné par des données de base qui indiquent la situation de référence ou baseline. Mesurer les résultats d’une intervention est vital particulièrement ceux qui sont intermédiaires (outcomes) et ceux qui sont finaux (impacts). A cet effet, les baselines constituent les premières mesures d’indicateurs critiques qui seront utilisés pour le suivi et l’évaluation des résultats.

Un baseline est une description d’une situation ex-ante à une intervention. C’est une évaluation de départ pour mesurer des indicateurs avant que le programme ou projet – encore appelé intervention – ne commence. Le baseline fournit les informations par rapport auxquelles les cibles sont fixées pour le futur, et une fois qu’une intervention a été mise en œuvre pour une période, la situation intermédiaire ou finale sera comparée à celle initiale. Cela permettra qu’un jugement quantitatif et qualitatif ultérieur puisse être fait sur la contribution (ou l’attribution) de l’intervention au développement des résultats atteints.

Depuis le début de 2011, la SNV au Cameroun intervient dans les secteurs WaSH (Eau et Assainissement), Energies Renouvelable (Biogaz), et Agriculture, ce dernier incluant les sous-secteurs de l’Elevage pastoral, la chaine de valeur du lait, et les PFNL (Produits Forestiers Non-Ligneux). Les programmes sont exécutés à travers trois équipes de terrain basées à Yaoundé pour couvrir les régions du Centre, Sud et Est ; à Bamenda pour le Nord-ouest et à Maroua pour l’Extrême-nord.

L’intérêt de la réalisation des baselines par secteur se situe dans un contexte de bouclage du cycle de planification 2010-2012 et le début prochain d’un nouveau cycle 2013-2015 qui sera marqué par une plus grande orientation vers la mobilisation des ressources à la SNV et nécessitant de démontrer davantage de résultats vérifiables. Le Cameroun, à l’instar de plusieurs pays africains, est caractérisé par une insuffisance de données statistiques dans la plupart des domaines de développement.  Ainsi toutes les interventions de la SNV ont besoin de baselines au niveau pays, région, zone d’intervention, et au niveau des différentes organisations « clientes » de SNV.

C’est pour réaliser cette importante activité que les présents termes de référence ont été élaborés en vue du recrutement d’experts pour la constitution des baselines des interventions de SNV Cameroun.

2. Objectifs de la mission

2.1.Objectif global

L’objectif principal de cette étude est de constituer des baselines en conformité avec les standards MfR (« Managing for Results ») de la SNV pour toutes les interventions au Cameroun dans les secteurs du WASH, Energies Renouvelables, et Agriculture (Elevage Pastoral/Lait et PFNL), dans le but de finaliser le processus de planification 2013-2015.

2.2. Objectifs spécifiques

Afin d’atteindre l’objectif global fixé, le consultant devra, de manière spécifique pour chaque intervention dans les secteurs et sous-secteurs indiqués :

1.       Etablir l’ensemble des indicateurs de performance définis pour chacune des interventions sur la base des documents de planification 2010-2012, des propositions de programme sectoriel d’intervention (« Program concept proposals ») 2012-2015 de la SNV, ainsi que d’autres documents disponibles dans les secteurs au niveau national, et contribuer à les préciser au besoin.

2.       Fournir la situation de référence désagrégée par sexe/groupes d’acteurs de chacun des indicateurs identifiés dans les logiques d’intervention dans le but de s’assurer que l’intervention conduit vers les résultats planifiés.

3. Missions et description des tâches du prestataire

Ø          Identifier clairement au préalable, tous les indicateurs de performance de l’ensemble de la chaîne de résultats de l’intervention concernée ;

Ø          Elaborer un plan détaillé précis de collecte de données de base pour établir  le Baseline ;

Ø          Collecter les données primaires et secondaires désagrégées selon le sexe/groupes d’acteurs au regard des indicateurs identifiés au niveau des clients et partenaires, des localités, zones d’intervention et pays si nécessaire ;

o              Les sources secondaires doivent être utilisées de préférence, et la collecte des données primaires ne doit être utilisée que dans les cas où il n’y aucune source secondaire disponible, et une justification fournie pour chaque cas où il faut effectuer la collecte des données primaires.

Ø          Identifier les éventuelles lacunes et manquements dans l’élaboration de l’intervention, et proposer des alternatives d’amélioration ;

Ø          Lier les informations et données identifiées pour la constitution du baseline à leurs sources pour vérifier la disponibilité, l’accessibilité et la fiabilité ;

Ø          Analyser et formater les données en version définitive soft (électronique) et hard (papier) pour une utilisation aisée et un archivage.

4. Résultats attendus et livrables

Au terme de la mission le consultant devra fournir sur support papier et en version électronique un rapport présentant la situation de référence par secteur ou sous-secteur contenant les différents points suivants:

-            Une estimation globale de la démographie désagrégée par sexes des zones d’intervention

-            Un tableau clair des indicateurs de performance par rapport à la logique d’intervention de chaque secteur ou sous-secteur

-            Une méthodologie de collecte et de traitement des données primaires

-            Un tableau des données désagrégées selon le sexe/groupes d’acteurs en relation avec les indicateurs concernés

-            Un répertoire contenant la liste référencée des sources de tous les baselines collectés.

En plus du rapport d’étude, le consultant devra constituer un classeur contenant des copies de l’ensemble des données secondaires sources.

5. Méthodologie et organisation

5.1. Approche et méthodologie de réalisation des baselines :

Le consultant proposera sa méthodologie d’intervention conformément à la démarche du MfR ou de la GAR (Gestion axée sur les résultats) ou l’une des méthodes proposées par l’un des organismes suivants :

o      Donor Committee for Enterprise Development – DCED

o     UN-World Food Programme (PAM): M&E Guidelines

o    Banque mondiale: Network of Network on Impact Evaluation (NoNIE)

o        International Initiative for Impact Evaluation (3ie)

o       The International Development Research Centre (IDRC): Outcomes mapping.

 5.2. Organisation et Déroulement

La constitution des baselines se déroulera dans les zones d’intervention de la SNV au Cameroun reparties ainsi qu’il suit par lots:

·            Lot N° 1 : Eau, hygiène et assainissement : régions du Centre, Nord-Ouest, Ouest, Sud-ouest,

                      Extrême Nord et Nord

·            Lot N° 2 : Elevage pastoral : régions du Nord-Ouest, Extrême-Nord et Nord

·            Lot N° 3 : Energies renouvelables : régions de l’Ouest,  Nord-Ouest, Extrême-Nord, Adamaoua et Nord

·            Lot N° 4 : Produits Forestiers Non Ligneux : régions du Centre, Sud, Est et Nord-Ouest.

Le tableau en annexe est extrait du plan stratégique 2010-2012 de la SNV Cameroun et permettra aux soumissionnaires d’identifier les différents axes d’interventions par secteur susmentionné.

Les soumissionnaires sont invités à présenter leur offre en indiquant le(s) lot(s) en question. Avant le démarrage, une rencontre de cadrage sera organisée par la SNV avec les consultants retenus.

6. Profil du consultant

Ø          Etre Statisticien, Economiste ou Sociologue de niveau sénior (bac + 5)

Ø          Avoir au moins 5 années d’expérience dans la réalisation de missions similaires

Ø          Avoir une expérience dans l’élaboration, la conduite et l’analyse des travaux de collecte de données

Ø          Avoir une connaissance de l’approche MfR ou à défaut de la GAR

Ø          Etre familier à l’une des méthodes développées par l’un des organismes cités ci-dessus

Ø          Etre immédiatement disponible et apte à intervenir en milieu rural.

7. Période/Durée

Période indicative de l’activité : Octobre-Novembre 2011

Deadline de l’activité : 30 novembre 2011

8. Personnes ressources, documents et informations utiles :

8.1. Documents de référence

·            MfR standards 2010

·            MfR Baselines guide 2011

·            Governance for Empowerment document

·            Tableau des impacts et Outcomes par secteur

·            Programmes sectoriels d’intervention (programmes proposal)

8.2. Personnes ressources :

·            Julius Fon Niba : Point focal Agriculture, jnibafon@snvworld.org, +237-96-63-06-15

·            Esther Pedie : Point Focal Energies Renouvelables, epedie@snvworld.org, +237-99-80-39-80

·            Paul Gbalène : Point focal WaSH, pgbalene@snvworld.org, +237-99-67-37-62

·            Fidèle Yobo : Point focal  MfR, fyoboakoue@snvworld.org, +237-99-95-81-58

·            Kader Niaoné : PC équipe Yaoundé, kniaone@snvworld.org, +237-94-02-33-23

9. Offre technique et financière

L’offre technique précisera, pour le secteur concerné, de façon très explicite la méthodologie à utiliser pour l’atteinte des résultats et satisfera aux diverses attentes formulées ci-dessus. Elle devra contenir :

·          Une compréhension et un commentaire des TdR ;

·          Une description de la méthodologie, de l’approche générale, les justifications pour les instances où il faudra effectuer la collecte de données primaires au lieu d’utiliser les sources secondaires, des unités d’enquête et leur définition, des procédures d’échantillonnage notamment pour le niveau macro (enquêtes nationales) et pour le niveau méso (enquêtes régionales), des différentes étapes/niveau d’enquête, méthodes de calcul, des choix des partenaires/structures et des interlocuteurs pour la conduite des entretiens, du traitement des informations et données, etc. ;

·          La composition des équipes d’enquêteurs et l’organisation sur le terrain ;

·          La logistique ;

·          Un chronogramme détaillé du déroulement de l’étude.

L’offre technique doit contenir les CV des consultants principaux, des agents superviseurs (des équipes d’enquêteurs), ainsi qu’une liste de références du bureau montrant ses expériences dans l’exécution d’études similaires à celle-ci.

L’offre financière contiendra un budget détaillé et prendra en compte les jours de consultants et agents de collecte, les frais de déplacements, frais de rapports et autres dépenses nécessaires.

10.  Procedure d’appel d’offre

Les présents Termes de Références seront soumis à concurrence dans le cadre d’une consultation restreinte. Les offres techniques et financières, sous plis fermés, indiquant « Baselines study », doivent parvenir à la SNV Bureau national de Yaoundé, BP 1239, email : cameroon@snvworld.org au plus tard le mercredi 12 octobre 2011 à 16 h avec la mention : Appel d’offre.

Après dépouillement et analyse des offres les 13 et 14 octobre 2011, une lettre sera adressée à chaque soumissionnaire pour lui annoncer les résultats du processus. Il sera ensuite demandé à l’adjudicataires retenu de faire une présentation de son offre au plus tard le 21 octobre, lors d’une réunion de cadrage, pendant laquelle il expliquera la méthodologie choisie et le déroulement de l’étude.

La SNV se réserve le droit de négocier les offres techniques et financières.

L’évaluation des offres sera faite sur la base des critères ci-après :

Proposition technique : elle sera évaluée en fonction de : 

·          La méthodologie : 40 points

·          Compréhension des TDR : 05 points

·          Les qualifications et expériences du/des consultant(s) 35

Seules les offres techniques ayant obtenu un score d’au moins 70 points seront retenues pour l’analyse des offres financières qui seront notées sur 20.

A l’issue de l’évaluation, les offres de chaque lot seront classées sur la base de la moyenne des notes de l’offre technique et financière. 

Background

Netherlands Development Organization (SNV) is a Netherlands-based international development-oriented organization present in thirty-two countries around the world of which eight are in West and Central Africa and nine in Eastern and Southern Africa, providing support and advisory services to three key sectors: agriculture/forestry (incl. FLEGT programme, NTFPs, pastoralism/livestock), Renewable Energy, and Water and Sanitation.

SNV’s core business is capacity development for local and global impacts. Its interventions target state and non-state actors that are uniquely positioned to influence development outcomes. SNV Cameroon has three portfolios strategically spread in five out of ten administrative regions of the country: Far North, Northwest, Centre, South and East. The fourth team is the national team which provides macro-level linkages to ensure synergies between and amongst the thematic sectors. Across the portfolios, SNV focuses interventions on strengthening capacities of actors at all levels with special attention on equity (minorities, gender, sustainability, ownership) and accountability/transparency (voice empowerment, efficiency).

SNV concentrates on the sectors agriculture, Water and Sanitation and Renewable Energy. In agriculture, she is interested in the development of additional value chains in the agricultural sector, both food and cash crops.

Food security, poverty reduction income diversification, increased productivity, and job creation are key components of the Cameroonian GESP (Growth and Employment Strategy Paper). Agriculture offers all of these possibilities. Local food demand continues to rise because of growing population as well as changing food patterns. Also international demand for food crops as well as other crops. The potential has however  not been realised due to the seemingly poor performance of the agricultural sector for a number of reasons and factors notable amongst them are:  poor technologies; high post harvest losses; poor value adding policies; lack of access to markets and market information; lack of access to financial services, and a generally poor enabling environment. In addition, increased productivity and diversification of output is a risk-management strategy that will help to mitigate the impacts of international price fluctuations, climate change, and the periodic droughts and floods that are a normal and regular occurrence in the Sahelien region (North and Far North) of Cameroon.

Our programmes are based on a proper value chain analysis of all relevant institutional and economic aspects of the chain, encompassing the full range of activities and services required to bring a product or service from its conception to sale in its final markets—whether local, national, regional or global. Value chains include input suppliers, producers, processors and buyers actively supported by a range of technical, business and financial service providers, with specific attention to women interests and inclusion of marginalised communities in such developments.

SNV is now interested in a rapid assessment of possible crop-based value chains development programmes and secondly an in-depth institutional and economic analysis of one food crop and one cash crop with highest potential. The initial preliminary assessment done identified Rice as a possible Food Crop and Cocoa as a possible Cash Crop and this selection needs to be confirmed.

Purpose
The main purpose of this intervention is to carry out an analysis and assessment of potential value chains and linkages in the agricultural and agro-based sector of Cameroon. This would create a platform for development of potential interventions to help poor and low income farmers benefit from the cultivation of food crops beyond subsistence level, and improved returns from cash crops. An in-depth assessment is now required to ascertain the food security and pro poor income generation potential of these crops as value chains where SNV can provide the greatest added value. Further to this is generation of information on other agricultural commodities pertinent for food security and income generation for small holder farmers.

Tasks

The tasks of the intervention consist of

1.                    assessment of four food crops and six cash crops, resulting in selection of one food and one cash crop with highest development potential

2.                    assessment of the food and cash crop selected

Firstly, rapid assessment of four food crops and six cash crops, based on the following criteria:

·          To identify the food crops and cash crops in Cameroon that are pertinent for poor, small scale farming with economic potential

·          Political importance

·          Availability of funding

Secondly the in-depth analysis includes but maybe not limited to technical, institutional and economic aspects of value chain analysis:

·          To identify the local production linkages and assess their relevance, adequacy, strengths, and challenges;

·          To assess institutional and policy development;

·          To analyse the value (income) distribution among chain actors for selected crops, highlighting gender roles and disparities in access and control over resources;

·          To analyse the institutional context (laws, regulations and policies, public and private quality control institutions and certification systems etc.) of potential crops;

·          To assess governance issues in the value chains, such as participation/inclusiveness, accountability and effective service provision;

·          To identify key (state and non-state) actors in the value chain, both individuals as well as organisations. Assess their current and potential role in the further development of the value chain from a gender specific perspective;

·          To identify products, processes and functional upgrading opportunities for producers in the selected value chains;

·          To map out the value chains and identify various financial flows and financial relationships within and from outside the value chain;

·          To identify the suitability and comparative advantage in the production of these agricultural products, including statistical evidence on important components of the value chain

·          To develop a value chain framework/system that would integrate all the identified activities and processes including primary and support services that are capable of encouraging entrepreneurs desirous in taking advantage of the potential.

·          To assess  capacity development needs of actors in the value chain, especially where such capacity is the main limiting factor, and thus where SNV can have the greatest value add, and proffer remedial actions to the development/implementation of a value chain process/framework

·          On the basis of the information collected and analyzed, provide recommendations on:

o         role of SNV in the development of the value chain in particular of capacity development

o         strategic alliances and partnerships

o         availability of funding

Expected Output and Deliverables

·          Assessment matrix of four food crops and six cash crops. (selection of one food crop and cash crop in consultation with SNV)

·          Value-chain framework for each product and identify points where external inputs are needed, especially capacity building, in order to improve the functioning of the value chain.

·          Gross margin analysis along the value chain for one food crop and one cash crop

·          List of funding opportunities available

·          List of actors/partners per product and collaboration opportunities

·          Key recommendations to SNV

Qualifying Criteria for Consultants

The ideal candidate(s) should possess the following qualifications and experience:

·          Masters or PhD in Agricultural Economics  or Social Science especially in Economics, Development Economics, Management with bias for SME Development;

·          Experience in value chain analysis and development;

·          Experience in capacity development needs assessment;

·          Understanding and clear knowledge of the production, processing, and marketing of food and cash crops;

·          Extensive knowledge but not less than 5 years’ development experience in the development sector (international agencies and programmes) as well as private sector on processing technologies and marketing;

·          Knowledge/experience in assessing gender relations and governance issues in value chains

·          Sound analytical and technical competence in the subject matter

Consultation and Reporting

The consultant shall work in close collaboration with SNV Agriculture advisors Task group under the supervision of Gaston Galamo (PC Agriculture), Judith van Eijnatten (VCD) and Fidèle Yobo (MfR).  The consultant will produce a comprehensive end of training report to be delivered to SNV at the end of implementing the activity.

Evaluation/Selection Criteria

The bids/proposals received will be evaluated using  a two-stage procedure (i.e. technical 70% and finance 30%), with the evaluation of the technical part being completed prior to any financial proposal being opened and compared and other relevant criteria as may be considered appropriate by evaluation/review committee. Bidders should therefore structure its technical and financial part mindful of the following:

Technical requirements:

·          Depth of proposal in addressing the subject matter;

·          Proposed methodology

·          Provide CVs of key consultants

·          Evidence of similar activity in the past

·          Proven record of technical report writing.

·          Submission in French or English

Financial requirements:

·          Budget (break down of costs in CFA)

·          Letter of financial reference from bank

Procedure for Submission of Proposal

All interested firms/consultants and corporate bodies are to;

·          Submit two (2) copies each of a detailed technical and financial proposal in separate sealed envelopes.

·          On the top left of each envelope should be marked TECHNICAL PROPOSAL, or FINANCIAL PROPOSAL stating clearly the activity applied for.

·          Return bids/proposals to the address below with both soft copy and hard copy not later than 2 weeks from the date of this publication to:

SNV Cameroon

Country Office, Yaoundé

“Descente derrière Usine Bastos”

P.O. Box 1239, Tel. 22-20-27-72

email: Cameroon@snvworld.org

1.             Introduction

SNV Cameroon wants to conduct evaluations on its female leadership and leadership programme for change in order to gain a better insight into the way we do our work and the tangible results of our efforts. We seek to demonstrate what we achieved jointly with our clients and we seek to learn in order to improve our strategy, practices, efficiency and effectiveness. Through such evaluations SNV wishes to account by evidencing the quality and impact of our work, and the particular contribution SNV made thereto. Evaluation results are presented to staff and to other interested parties, and will serve in Business Development within SNV. These Terms of Reference serve as a guideline for the evaluation of two separate programmes: “Female Leadership (FL)” focusing on women in leadership positions, and “Leadership Programme for Change (LPC)” focuses on men and women in various leadership positions in local government (councils) and civil society over the period 2006 – 2011. The evaluation is scheduled to be undertaken in October-November 2011.

2.             Background

Vision

SNV is dedicated to a society in which all people enjoy the freedom to pursue their own sustainable development. We contribute to this by “supporting local actors to strengthen their performance to effectively realise poverty reduction and good governance.” (SNV Strategy 2007-2015: ‘Local impact – Global presence’). In stimulating good governance, SNV pays particular attention to gender equity, social inclusion of marginalised groups and sustainability.

Rationale

Going back to the early 1990s, SNV developed a track record of working on gender equity in relation to poverty reduction, producing positive results that have been widely   acknowledged and appreciated. Initially, SNV formulated specific objectives on gender equity and women’s empowerment. Later, it formulated gender as a corporate value in the Strategic Plan guiding SNV’s new advisory practice. This value had to be mainstreamed and applied in all SNV activities. As part of the SNV regional gender strategy for West Central Africa from 2003-2008, the following specific objective was formulated: Promote women’s leadership (capable of claiming and promoting respect for women’s political, economic and social rights), based on the theory that organisations and networks working on women’s leadership in decision-making processes are more effective and sustainable due to strengthened management, leadership and work processes, including networking and leadership capacity development geared towards women’s political participation claiming and promoting the respect for women’s rights. Since 2009, SNV put more emphasis on Governance for empowerment[1](GfE) focusing on (domestic) accountability and equity. Domestic is to be understood as ‘country level’ and not as ‘household level’. Accountability is an underlying principle within governance; it is therefore also at the base of SNV work, and equity is an important principle in empowerment. Accountability also deals with “supply” (being accountable for) and “demand” (asking for organisation, persons to be accountable for) of improved governance.

The Leadership programme for Change (LPC – French acronym ‘PLC’) was developed in 2005 based on the report that the performance level of an institution or organisation is very much a reflection of the leadership style exerted in the organisation. Started in Niger, the programme had a positive evaluation and was expanded to other countries including Cameroon. Despite a three year break in implementation, the programme was re-launched in Cameroon in 2009 with French and English trajectories, targeting leaders of client organisations in SNV intervention areas, Local Capacity Builders, and other civil society interested actors. The PLC is seen as an important part of the response the chronic issues of poor governance in Cameroon, helping to create a dynamic of leaders that could continuously question current practices and stimulate a new vision at individual, organizational, institutional, and sector level. More than 60 leaders (female and male) have received the training, spread out in the Far North, North West, Centre, and East regions.

Anecdotal evidence from participants over the past few years suggests that the 2 leadership programmes were successful in achieving their goals, and the purpose of this evaluation is to examine how the Female Leadership and the Leadership Programme for Change was implemented, and confirm and document how it contributed to the achievement of the stated objectives in SNV intervention areas.

3.             Objectives of the evaluation

The objectives of the evaluation of SNV Cameroon’s Female Leadership (FL) and Leadership Programme for Change (LPC) are twofold:

1)  Accountability: Provide scientific, documented evidence of how the Female Leadership (FL) and Leadership Programme for Change (LPC) were implemented and to what degree the objectives of the programmes were accomplished.

2)  Learning: Provide insight into what has been learned over the past few years through that Female Leadership (FL) and Leadership Programme for Change (LPC) in order to make the learning’s available to help strengthen SNV’s programme approach and implementation, and if the evaluation shows the programmes are successful, provide recommendations on how could they be institutionalised to guarantee better SNV profiling in sector’s interventions and sustainability.

4.             Scope of Work

For sustainability of the Leadership program, there is the permanent problematic of the building and accompaniment of the functional trained leaders in their leadership for change network in the post training phase. The main issues to be covered in the evaluation are:

1. To what extent were SNV Female Leadership (FL) and Leadership Programme for Change (LPC) and interventions relevant?

1.1 Did it have an impact on the felt needs of poor women/ men and their households, communities, and organisations? (I.e. did the programme meet the needs of the beneficiaries, or the “needs/objectives” of SNV?) What were critical factors for success (or failure)?

1.2 What is the evaluator’s professional opinion on this? Give recommendations how SNV can enhance the relevance of its gender strategy (promote women’s leadership) and interventions.

2. To what extent were SNV- of the Female Leadership (FL) and Leadership Programme for Change (LPC) and interventions effective?

2.1 To what extent have the results been achieved, as were intended in various  strategies documents from 2006-2011, And what have been the unintended results of SNV’s work in this area in Cameroon?

2.2 Did SNV’s leadership work lead to improvements/ results in Governance (in local Government, in civil society/NGOs, in private sector)? As far as possible, group the obtained results into the categories ‘improved client performance’ and ‘improved enabling environment’.

2.3 What is the evaluator’s professional opinion on the quality and sustainability of obtained results with client organisations? Give recommendations how to enhance the effectiveness of SNV’s work in leadership promotion.

3. To what extent were SNV Female Leadership (FL) and Leadership Programme for Change (LPC) and interventions efficient?

3.1 Should or could more have been achieved with the available resources? Could the same have been achieved with less resource?

3.2 What is the evaluator’s professional opinion on this? Give recommendations how to further enhance SNV’s efficiency and the mainstreaming of leadership programme in SNV interventions areas

4. Additional issues for special attention (for the purpose of learning or establishing what was actually accomplished) are:

4.1 How well did SNV engage with partners and relevant networks? And what have been the role/ added value of SNV in this field?

4.2 What have been conducive or hampering factors for SNV (limited) success with leadership, both internally and external to SNV?

4.3 What have been important lessons learned and to what extent have they been applied to improve SNV’s leadership approaches?

4.4 What has been the appreciation of clients, partners and donor organisations of the quality and impact of SNV’s leadership approaches?

5.             The approach of the evaluation

1.  Pre-Mission   (3-4 days)

Briefing notes

Briefing notes will be prepared by SNV-Cameroon prior to the evaluation mission, to compile and review the most relevant documentation concerning the SNV- of the Female Leadership (FL) and Leadership Programme for Change (LPC). This is meant to enhance time-efficient work of the evaluators. Documents to be studied include: relevant strategy papers, training and coaching reports, evaluation reports, policy documents, financials documents, relevant SNV corporate policy, documentation on gender, governance for empowerment and development issues on leadership for change in SNV Cameroon and so on. The evaluation will also provide figures on costs as we want to evaluate efficiency.  Cost also affects sustainability.

Elaboration of evaluation framework and instruments

On the basis of the briefing notes and phone contact with key resource persons, the evaluator will prepare a framework for the evaluation of SNV's. The evaluator shall identify and elaborate methods and instruments for the data-collection and analysis during the field mission, which may include preparation of interviews, questionnaires, workshops, focus group discussions, observation checklists, etc.

Logistical support

The evaluator shall indicate the support (s)he expects to receive during the mission from SNV. This can relate to required time (for interviews, field visits), organisational support (of field visits, of visits to clients, partners and other relevant institutions), logistics (e.g. transport, booking accommodation). The SNV contact person and the evaluator will discuss which way these needs can be met.

2.  Evaluation Mission   (20 days)

The mission, including field visits to three portfolios in Yaounde, Bamenda, and Maroua, shall be carried out in not more than 20 days. Dates and mission programme are to be confirmed between the evaluation team and SNV-Cameroon.

Briefing with the Country Director (and CMT Members)

On the first day of the mission, the evaluation team and the CD/ CMT will meet (some MT members can be visited during a field visit). During this meeting, the evaluation team provides a briefing regarding the mission's approach. The team will take the suggestions regarding this approach into consideration.

Field visits, data-collection and initial analysis

A series of field visits shall be undertaken, to talk to a wide range of managers, clients, partners and other relevant contacts.  Precisely, the number of former trainee leaders will be targeted and random sample taken.  The former trainee leader (now leader) will be in the centre of study and then other people in their network will be contacted as other information sources to build a picture of the effect the programmes have had on the person and their environment.

Draft reporting, incl. preliminary findings, conclusions and recommendations

It is expected that the evaluation team documents its findings–based upon opinions of the various stakeholders- then works out preliminary conclusions and recommendations. Towards the end of the Mission the evaluators shall have prepared a draft report, which will be presented during the debriefing.  All findings, conclusions and recommendations to be gender disaggregated and compared, inferences drawn.

Debriefing with CD and CMT members

At the end of the mission, evaluators shall hold a debriefing to present a verbal and written summary of findings, conclusions and recommendations. Attendees will then have an opportunity to comment or make factual corrections, what can also still be done after the debriefing, in writing. The evaluators shall consider the comments for the final report. Opinions from evaluates can be expressed later in their Management Response.

Apart from a debriefing with the SNV staff, a debriefing workshop with key stakeholders (clients and partners) may be considered to solicit their views and feedback on the findings and recommendations from the evaluation.

3.  Post-Mission    (3-4 work days)

Debriefing with CD

Reporting

Within two weeks after the end of the mission, the evaluator shall submit a Final Report. The evaluator shall give CD/CMT an opportunity to comment in order to make factual corrections. 

Submission/ Acceptance of Final Report

The Report shall be submitted within two weeks by the lead evaluator after the field mission to SNV’s contact person, who will check whether requirements are in line with the ToR and quality standards have been met, who shall then give final approval.

6.             Composition of the evaluation team

The evaluation shall be conducted by an independent national evaluator. SNV will make available a resource person (who is not directly or indirectly responsible for SNV’s leadership work in Cameroon) to assist in the coordination and execution of the evaluation.

·          Lead evaluator/ Team leader   (27 work days)

The evaluator shall have significant experience in carrying out evaluations and at least 10 years of relevant experience with gender issues, women in development, good governance, civil society and capacity building programmes. The lead evaluator shall have significant work experience in leadership and preferably has a sound working knowledge of French and English.

·          Qualifying Criteria for Evaluators

The ideal candidate(s) should possess the following qualifications and experience:

·          Masters or PhD in Gender and Social Science or Development Economics;

·          Experience in gender and minorities group analysis and leadership development;

·          Experience in capacity development needs assessment;

·          Understanding and clear knowledge of monitoring and evaluation system;

·          Extensive knowledge but not less than 7 years’ development experience in development sector (international agencies and programmes) as well as private sector working on gender and leadership promotion;

·          Sound analytical and technical competence in evaluation process matter.

·          Evaluation/Selection Criteria

The offer/proposals received will be evaluated using  a two-stage procedure (i.e. technical 80% and finance 20%), with the evaluation of the technical part being completed prior to any financial proposal being opened and compared and other relevant criteria as may be considered appropriate by evaluation/review committee. Bidders should therefore structure its technical and financial part mindful of the following:

Technical requirements:

·          Depth of proposal in addressing the subject matter;

·          Proposed methodology;

·          Qualifications and experience of evaluator’s with CVs;

·          Evidence of similar activity in the past;

·          Proven record of evaluation report writing;

·          Submission in French or English.

Financial requirements:

·          Budget (break down of costs in CFA);

·          Letter of financial reference from bank.

·          SNV contact/resource person   (up to 8 work days)

SNV adviser will be made available to the evaluators, in order to create adequate access to information, SNV staff, clients, partners and other relevant contacts. This supposedly should facilitate the evaluator’s insights and understanding of SNV’s objectives, strategies, processes and systems.

7.             Tentative time schedule

8.        Procedure for Submission of Proposal

All interested firms/consultants and corporate bodies are to;

·          Submit two (2) copies each of a detailed technical and financial proposal in separate sealed envelopes.

·          On the top left of each envelope should be marked TECHNICAL PROPOSAL, or FINANCIAL PROPOSAL stating clearly “Evaluation of Female Leadership and Leadership Programme for Change (LPC) SNV Cameroon”.

·          Return offers/proposals to the address below with both soft copy and hard copy not later than 2 weeks from the date of this publication to:

SNV Cameroon

Country Office, Yaoundé

“Descente derrière Usine Bastos”

P.O. Box 1239, Tel. 22-20-27-72

Email: Cameroon@snvworld.org