Background:
Mercy Corps is a leading global organization powered by the belief that a better world is possible. In disaster, in hardship, in more than 40 countries around the world, we partner to put bold solutions into action — helping people triumph over adversity and build stronger communities from within.
Historically, livestock acts as the main economic driver, employer and source of wealth in the lowlands of Ethiopia and is also a determinant of social status. Despite 51% of households engaged in livestock as their sole source of income, productivity remains below potential and is highly susceptible to shocks and stresses. Approximately 50% of households are engaged in agro-pastoralism, primarily in the greenbelts, including Fafan Zone (Somali) and Zone 3 (Afar).
Increased production and productivity of livestock and agriculture sectors, along with diversified livelihoods and inclusive and efficient markets, has the ability to improve and stabilize household income, leading to increased purchasing power. Appropriate financial services across value chains can stabilize and manage cash flow to meet immediate purchasing needs, thus making markets more reliable for consumers and sellers alike. However, MFIs generally have limited risk appetite and restrictive collateral requirements, compounded by MFIs lacking a clear business case to expand into rural areas, limits pastoralists’ ability to shift from “head accounts” (family wealth stored in the form of livestock) to cash-based savings (with sale of animals in favor of commercially focused livestock-based livelihoods. Beyond finance, constraints on market availability of inputs, including improved seeds, veterinary services and inputs, and feed/fodder, along with high transaction costs to access these, reduces overall production and productivity of the livestock and agricultural markets.
Push and pull factors have generated a steady flow of (primarily young) men and women transitioning out of pastoralism (ToPs) and actively seeking alternative livelihoods. Peri-urban and urban areas offer improved services and infrastructure compared to the more rural areas and are perceived to have lucrative livelihood opportunities and offer a better life for rural individuals, which act as strong pull factors. Migration to areas such as Jijiga and Addis Ababa is increasingly common. Yet, despite an eagerness for doing so, male and female youth ToPs lack clear pathways to self-employment or employment. Many face multiple structural barriers including inadequate skills and knowledge (including language skills), capital, information, social and market connections, and social norms and ethnic divisions. Individuals, especially females, when faced with such barriers become vulnerable and are at risk of unsafe situations.
Shocks and stresses are a frequent occurrence in the lowlands of Ethiopia. Environmental shocks, including drought, flooding and pest/disease outbreaks, alongside conflict, often undermine the small gains made at household, markets and governance level. Recent droughts have ravaged the region, resulting in widespread livestock loss and income drops. Lack of health inclusive DRR plans and weak information sharing, in addition to poor nutrition, sanitation and hygiene practices, undermine resilience to health shocks.
The Resilience in Pastoral Areas (RIPA-North) Activity (hereafter referred to as ‘RIPA’) is a five-year $31 million initiative funded by the United States Agency for International Development (USAID), being implemented by Mercy Corps in a consortium with CARE International and four local NGO partners between February 2020 and February 2022. The goal of RIPA is to improve the resilience of households, markets and governance institutions across the Somali, Oromia and Afar regions, collectively contributing to enhanced food security and inclusive economic growth for over 129,000 households. This will be achieved through a multi-sectoral approach working through the following four components:
RIPA is being implemented using a market systems development approach, aiming to stimulate sustainable, systemic change at scale. Components 1 and 4 are seeking to create system change in the way that government delivers DRM and Nutrition services, respectively, primarily involving partnerships with formal and informal governance institutions. Components 2 and 3 are seeking to create system change in economic sectors and these primarily involve partnerships with private sector actors, though also with government and quasi-government agencies providing supporting functions and influencing the rules and norms.
RIPA also has a built-in Crisis Modifier, initially for a value of $7.1 million. This is intended to allow the RIPA team to pivot and respond to crises such as conflict and drought using approaches that foster, not undermine, nascent markets and systems. Despite multiple crises in the country, in particular the COVID-19 pandemic, RIPA was not able to activate the Crisis Modifier until March 2022. Between March and September 2022 RIPA implemented a $1.5 million response to the drought in Somali and Oromia regions, and in October began implementation of a second $9.66 million Crisis Modifier (CM2) in all three target regions.
RIPA has two cross-cutting themes: i) Conflict sensitivity and social cohesion; and ii) Gender and Social Inclusion.
Purpose / Project Description:
The scope of the mid-term evaluation is to evaluate progress and effectiveness of activities implemented by RIPA under Components 2 and 3 towards achievement of the set goals and objectives since inception (February 2020) to date. The review will assess the overall approach, successes and learning of RIPA in its progress towards meeting RIPA’s outcomes and impact and provide insight on RIPA’s relevance, effectiveness, efficiency, performance, and progress towards meeting results against targets that would help to review RIPA results framework and theory of change (design). Considering the implementation status of RIPA and the resource disbursements made to date, the evaluation will also seek to assess RIPA’s Return on Investments dimension. This process will involve a review of RIPA’s results and achievement to date, relevance of the program and logframe indicators that would determine how the program progresses towards achieving its set results, as well as implementation strategies towards improved efficiency and effectiveness as well-informed decision making within the remaining period of RIPA implementation.
The midterm evaluation will contribute to the following general objectives:
RIPA established the first private sector partnerships in December 2021, significantly later than anticipated due to disruption caused by the COVID-19 pandemic. The evaluation will therefore review interventions that are in various stages of implementation progress.
Under Component 2, the interventions are: i) Digital psychosocial and pathway support for youth TOPs; ii) Short-course technical skills training; iii) MicroMentor – peer-to-peer mentoring; iv) Local BDS service provision; v) Last-mile retail of solar energy products; vi) Last-mile retail of fast-moving consumables and socially beneficial goods; vii) Business start-up competitions and training; viii) Investment forums, trade fairs and job fairs; ix) Transforming digital financial services; x) VSLAs and digital linkages to financial services.
Under Component 3, the interventions are: i) 8028 agriculture extension hotline in Somali Region; ii) Lersha digital platform for integrated services; iii) Last-mile private sector animal health services; iv) Last-mile agri-input services; v) Commercial fodder production and marketing; vi) Concentrated feed processing and last-mile retail; vii) Vertically integrated livestock supply chains; viii) Inclusive and effective dairy market systems; ix) Private sector water services on livestock trading routes; x) Public-private partnerships for livestock marketplace management; xi) Agri-processing and embedded services for farmers; xii) Community ownership of participatory rangeland management.
The final list of interventions to review will be decided in consultant with the RIPA team and may not include all of the above.
Evaluation Methodology
The evaluation will be undertaken in accordance with the RIPA Monitoring and Results Measurement strategy and guidelines with the support of an independent consultant(s). The evaluation process be consultative to deploy a qualitative participatory approach that engages a range of program stakeholders who will include direct participants (primarily livestock producers, farmers and youth), institutional partners (private sector and government), RIPA staff and other stakeholders including USAID.
The evaluation team will review RIPA’s documents, conduct key in-depth interviews with RIPA’s implementation team, facilitate relevant key informant interviews, and focus group discussions with program participants to understand programme achievements and outcomes to date that can further be explored to generate the required insight and learning and their potential use for resilience and development programming activities and strategies. No primary quantitative data collection will be required, but the evaluation team is expected to review available secondary data from RIPA program records, including institutional performance tracking information and the annual household survey.
The consultant will be responsible for developing the final detailed evaluation methodology in consultation with the RIPA team will be refined to include a detailed stakeholder’s evaluation matrix with a clear evaluation design aligned to the proposed evaluation dimension and evaluation questions.
Evaluation findings Primary users
The primary intended users and uses of the evaluation’s findings will include.
In addition, we hope that the evaluation findings will not only be critical to meet the above highlighted purpose, but also serve as a learning experience, where the process of generating answers to the proposed evaluation questions will provide RIPA and the implementation team with new understanding of RIPA’s achievements and inform an effective implementation strategy for the remaining period of implementation.
This mid-term evaluation is not anticipated to be a MEL type audit – regular data is already being collected against the indicators in the MEL plan. The evaluation would require the external expert to provide constructive qualitative assessment of the evolution of the program, and not as a final assessment.
Proposed Evaluation Questions
The evaluation questions proposed for the midterm review are illustrative and informed by RIPA evaluation design, Theory of Change, and Logical Framework as well as the evaluation minimum standards. At inception, the evaluation team together with Activity implementation team is expected to refine and expand on the following proposed questions that focuses on the five key themes:
Scope of the Review
The review will assess the overall approach, successes and learning of RIPA in its progress towards meeting RIPA’s outcomes and impact. All data collected for typical MEL monitoring activities will be available for potential use in answering the following questions, but we will expect the consultant to propose where additional data collection is necessary in order to answer the determined questions. The Review will focus on the following (not all of the below questions will be answered as part of this work – which questions we answer will be decided upon in partnership and discussion with the chosen consultant):
Required Sources of Information
For each evaluation question, the evaluators are expected to define the information required, sources of information, procedure for collecting data and ensuring its validity and credibility, and the method of analysis (Data Analysis Plan), interpretation, and synthesis. This will be an iterative process between the evaluation team and the programme teams at the inception stage. This process will also anchor the review of the original evaluation questions in the SoW to refine and finalize the learning evaluation questions. In addition, the recommended sources of information, the RIPA implementation team will provide the programme’s logframe and work plans to enable extraction of further learning questions for in-depth analysis.
Consultant Activities:
The Consultant will:
Successful consultant will work closely with RIPA CLA Team Lead, Chief of Party, Component 2 Team Lead and Component 3 Team Lead to design and conduct this mixed-methods evaluation and post-evaluation workshop deliverables.
The consultant will be expected to:
The Team Leader’s roles include to:
The Technical Specialists would be responsible to:
Note: Mercy Corps will hire a team of local researchers with strong background and experience in qualitative interviewers and field note documentation to work closely with the consultant. Mercy Corps will manage all in-country logistics during evaluation.
Consultant Deliverables:
The Consultant will provide the following during their contract:
Timeframe / Schedule:
RIPA Chief of Party and the CLA Team Lead will manage the evaluation process in coordination with the evaluation team (external consultant) to provide technical support in the refinement of the evaluation methodology and – in the case of data collection tools, inputs, and all supporting documents – to guide design and finalization of the evaluation methodology and data collection instruments.
The Consultancy will run for approximately 35 days between May 2023 and end of June 2023. Applicants should propose edits where needed to the timelines estimated below. Activities are outlined below:
The evaluation team (consultant) is expected to deliver a comprehensive, professional quality final assessment report. The assessment report should be soft copy (PDF and Word – submitted electronically) along with the analysis plan and the qualitative field notes.
Timeframe & Payment Schedule:
It is expected that evaluators/consultants will be available to start on roughly 1st of May 2023, with an initial meeting with RIPA Implementation team. The consultants will then work through 30th June 2023, where the final evaluation report (refined to include donor’s feedback) is to be shared. Note that Mercy Corps will only pay consultants for days worked.
The final invoice for services provided by the consultant should be provided to Mercy Corps immediately after the delivery of the final evaluation after 30th of June 2023. The following are the key deliverables aligned to the deadlines and payment schedule:
Evaluation Roles and Responsibilities
Mercy Corps Support:
To ensure adequate support towards accomplishment of the above-mentioned tasks, Mercy Corps will:
The Consultant will:
The Consultant will report to:
RIPA’s CLA/M&E, Team Lead (supported by Chief of Party)
The Consultant will work closely with:
Required Experience & Skills:
Diversity, Equity & Inclusion
Achieving our mission begins with how we build our team and work together. Through our commitment to enriching our organization with people of different origins, beliefs, backgrounds, and ways of thinking, we are better able to leverage the collective power of our teams and solve the world’s most complex challenges. We strive for a culture of trust and respect, where everyone contributes their perspectives and authentic selves, reaches their potential as individuals and teams, and collaborates to do the best work of their lives.
We recognize that diversity and inclusion is a journey, and we are committed to learning, listening and evolving to become more diverse, equitable and inclusive than we are today.
Equal Employment Opportunity
We are committed to providing an environment of respect and psychological safety where equal employment opportunities are available to all. We do not engage in or tolerate discrimination on the basis of race, color, gender identity, gender expression, religion, age, sexual orientation, national or ethnic origin, disability (including HIV/AIDS status), marital status, military veteran status or any other protected group in the locations where we work.
Safeguarding & Ethics
Mercy Corps team members are expected to support all efforts toward accountability, specifically to our stakeholders and to international standards guiding international relief and development work, while actively engaging communities as equal partners in the design, monitoring and evaluation of our field projects. Team members are expected to conduct themselves in a professional manner and respect local laws, customs and MC’s policies, procedures, and values at all times and in all in-country venues.
To apply: http://app.jobvite.com/m?3FhzOmwa
Tagged as: Ethiopia, Mercy Corps
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