Consultant for Endline and Performance Evaluation 87 views

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Background:

Indonesia is one of the most natural disaster-prone countries globally and is constantly beset by natural hazards that include rapid onset events such as earthquakes, tsunamis, volcano eruptions, flooding, landslides, and slow onset El Nino/La Nina-induced drought and peatland fires. These events shape and influence most aspects of the nation because of their relative frequency, and uncertainty; and the substantial and cumulative socio-economic impact they cause. The impact of natural disasters in Indonesia includes loss of life, hardship, and suffering for individuals, with particularly negative effects for vulnerable groups, as well as significant social and economic impact when disruption to essential services, loss and damage to infrastructure and property, crop failure and loss of access to markets means the direct impact of the event can go on for years, affecting livelihoods, health, and general well-being. At the national level, natural disasters can create long-term drains on development potential; it is estimated that drought-driven peat fires in 2015 cost Indonesia more than 16 billion USD.

Based on the Indonesia Disaster Information Data (DIBI), the trend of disaster in Indonesia shows an increasing number of hazardous events. In the last 2 decades (2001-2020), Indonesia recorded 33,412 disaster events that killed 191,529 people and destroyed or damaged more than 2.7 million houses. Almost 90% of disasters in Indonesia are hydro-meteorological while 10% are geophysical. In 2021, Indonesia recorded 3,093 disaster events. Annual losses due to disasters are estimated between $300-$500 million, with some estimates- when taking into account all losses and costs – as high as $1.2 billion.  For a country with the disaster risk profile of Indonesia, having the capacity to recruit, train, and sustain a Disaster Risk Management workforce is critical to achieving self-reliance and effectively using budget resources to respond to and recover from the impact of disasters.

Workforce development is crucial to ensure effectiveness in both Public and Private sector organizations in Indonesia and remains a critical priority in the GOI’s current mid-term development plans.  Also, bureaucratic reform is restructuring government agencies, eliminating Echelon III and IV position categories, and replacing them with functional positions.  The need for workforce planning and development is also a top priority within the Government of Indonesia’s disaster management agency, the Badan Nasional Penanggulangan Bencana (BNPB), and provincial and regency disaster management offices, Badan Penanggulangan Bencana Daerah (BPBDs).

BNPB and the BPBDs are relatively new GOI agencies, established in 2007, and they gradually have been scaled up over the years.  Many of the civil servants and others working in Disaster Risk Management (DRM) are detailed from other line ministries, often with limited experience in DRM, and frequent staff rotations occur, making the need for established and effective workforce training and capacity building available to enable staff to carry out their duties.  The change to Functional positions also requires a clear understanding of the minimum job qualifications and competencies that staff must have or quickly gain to become effective in their roles.

The approach INVEST DM 2.0 takes is “Building an enabling environment for Capacity Building and Self-Reliance” to enable the GOI and BNPB to recruit, train, sustain, and replace a continual stream of qualified staff to lead the GOI’s DRM efforts (prevention, preparedness, response, and recovery).

The current global COVID-19 pandemic has elevated public health emergency management to the top of the national GOI agenda, particularly BNPB, which is prioritizing the capacity building of its systems and workforce to prepare and respond to future events.

Investing in Human Capital for Disaster Management (INVEST DM 2.0) is a bilateral cooperation program between the Government of Indonesia (GOI) and the Government of the United States of America (USG) through the United States Agency for International Development (USAID) via the National Disaster Management Agency (BNPB).  INVEST DM 2.0 was designed as a follow-up of the Technical Assistance and Training Team (TATTs) program supported by USAID/BHA from 2014-2019 and continuity the first phase of INVEST DM that was implemented from May 2019 until Jan 2021. The nationally focused program and its many iterations are expected to be implemented at the regional level. The program directly supports the BNPB in building human resource capabilities (bureaucracy reform and capacity enhancement) in disaster management at a national level through training and education initiatives as well as improving the system and its strategies. These initiatives are expected to strengthen regional DM institutions and people at key administrative levels. They will be better prepared and able to fulfill their mandates to deliver effective and lifesaving DM services.

The INVEST DM 2.0 program focuses on improving the ability of people to manage disasters and is one of seven development agenda items in the National Medium Term of Development Plan (RPJMN) for 2020-2024. Working together with BNPB technical units, the INVEST DM 2.0 program aims to contribute to four of the six BNPB policy directions and strategies for 2020-2024.  They include (a) improvement of reliable, innovative, collaborative, and implementable DM systems and strategies; (b) improve the preparedness of central and regional governments, business institutions, communities, academia, and the mainstream media in a coordinated manner in dealing with disasters; (c) improvement of emergency response that is fast, precise and coordinated; and (d) strengthening governance and professionalism in disaster management.

The INVEST DM 2.0 program works with BNPB counterparts and its technical units to deliver advisory support and technical assistance. It is tailored to research, improve and/or support the establishment, implementation, and measurement of organizational development initiatives. This will increase the skills and professionalize the workforce to achieve a high-performance culture. This will be achieved via support to the BNPB reformation agenda for organizational development and change management for civil servants by:

  1. Contributing to the organizational capacity development of BNPB’s Education and Training Center (Pusdiklat).
  2. Assisting the General Affairs and Human Resources Bureau with targeted workforce planning and development initiatives to improve overall personnel management.
  3. Facilitating the Pusdalops (EoC) to advance reforms in emergency operation systems and improve coordination of data management and communication.
  4. Policy and planning support to the Systems and Strategy department (DSS) to advance BNPB’s evolving policy initiatives that improve subnational BPBD lifesaving and preparedness service delivery.

The Theory of Change of the program posits:

IF BNPB, as the national authority in Indonesia responsible for managing disasters and risk, has effective structures, systems, and policies in place to prepare for, respond to, and recover from disasters;

AND IF BNPB has a capacitated workforce equipped with the necessary technical knowledge and tools to realize those structures, systems, and policies, and commits to continuous learning and quality assurance;

AND IF learnings from the sub-national level are utilized at the national level to ensure BNPB is meeting the needs of communities;

THEN BNPB will better mitigate, prepare, and respond to disasters, save lives, and lay the foundation for quick and effective recovery;

BECAUSE durable and targeted education and training investments, augmented with organizational reforms that strengthen people management, well-functioning organizational structures and systems, that are rooted in better capacity at assessing risk, and supported by the requisite interoperable and public outreach systems, will capacitate BNPB to fulfill its national DM mandate.

Key assumptions underpinning this ToC are:

·      INVEST DM’s focus is on one of BNPB’s mandates on the provision of human capital development, assuming that increased capacity of human capital (people) will lead to improvement of BNPB.

 

The INVEST DM 2.0 program has an overarching goal and a purpose, supported by 2 Sub-purposes, 4 Intermediate Outcomes, 24 Outputs, 90 activities, and 36 indicators with the following highlight:

GOAL: Government of Indonesia’s disaster management institutions have a whole of society approach on disaster management to fulfill their mandate to deliver effective DM services and save lives.
Purpose: Improve BNPB’s human capital and organizational systems needed to effectively manage disaster impact and risk.
Sub-Purpose 1:

Human resource capacity within the National Disaster Management Board (BNPB) is strengthened through education, training (in-service and pre-service) and fulfilling core competency through institutionalizing workforce planning and development in disaster management.

Sub-Purpose 2:

BNPB has increased capacity to adopt and manage new initiatives.

 

 

 

Intermediate Outcome 1:

The Organizational capacity of Pusdiklat is strengthened and its service delivery is accelerated by developing and implementing appropriate Disaster Management (DM) certified in-service training and pre-service education pathways for the workforce across BNPB, Sub-national DM Institutions, and other Government of Indonesia (GOI) agencies.

Intermediate Outcome 3:

BNPB has established and strengthened the National Emergency Operation Center (EOC) systems and strategies to capacitate its workforce and to develop cross-linkage with relevant working units such as Pusdatinkom (Center for disaster management data, information, and communication).

Output 1.1:  Pusdiklat has the capacity to implement online training.

Output 1.2: Pusdiklat has implemented the training providers’ accreditation mechanism.

Output 1.3: Pusdiklat has developed a disaster learning mechanism.

Output 1.4: LSP-PB has a strategic plan and is functioning as a professional certification board.

Output 1.5: Technical cooperation for exchanges, learnings and linkages with external education and training providers is strengthened  (FEMA/EMI, US DOD, NDPTC, Texas A&M, CDP).

Output 1.6: Pusdiklat has capacity to implement the recommendations of the stocktaking analysis and (Polytechnic DM establishment) roadmap of pre-service (diploma) civil servant entry-level study programs.

Output 1.7: Pusdiklat PB dan CFE-DM cooperation to develop and implement training on Civil-Military Coordination in emergency response (linked to Output 1.1 and Output 1.5).

Output 3.1: Functioning mechanism (Norms, Standards, Procedures & Criteria (NSPK) – policies and procedures) of Pusdalop roles and functions.

Output 3.2: Pusdalop (EOC) BNPB workforce capacity is improved to support its roles and functions.

Output 3.3: Pusdalop has capacity to support the sub-national offices.

Output 3.4: Pusdatinkom has operationalized an Integrated and interoperable information system.

Output 3.5: Enhanced public participation in disaster information dissemination and to enhance data integration in the integrated information system.

Output 3.6: Enhanced data integration with Pusdatinkom to the integrated information system and development of notification system for high-risk communities

Output 3.7: Advancing an action plan for transition and sustainment of InAWARE in Pusdalops (linked to Output 3.1 and Output 3.2)

Intermediate Outcome 2:

BNPB has the capacity to create and manage workforce planning and development through the implementation of the Human Capital Development Plan (HCDP).

Intermediate Outcome 4:

BNBP has the capacity to develop effective systems and strategies to support the sub-national government to implement Minimum Service Standard (MSS) on DM.

Output 2.1: BNPB has a recruitment and retention plan that meets functional and structural positions’ needs and competencies.

Output 2.2: BNPB is supported to implement a plan for lifelong learning and continuous professional development of its workforce.

Output 2.3: BNPB has an integrated system and data to control and manage performance of employees (including the feedback and complaints handling mechanism for HRM transparency and accountability improvement).

Output 2.4: BNPB is supported to implement and monitor the gender and disability inclusion plan (policies, procedures and practices).

Output 4.1:  BNPB risk assessment experts roster mechanism is implemented and improved.

Output 4.2:  BNPB has a strategic plan to establish and operationalize the BNPB regional offices.

Output 4.3: BNPB has and implements a mechanism to support the implementation of MSS DM at the sub-national level.

 

The 21-month $2.5 million INVEST DM 2.0 program, funded by USAID BHA, began on May 17, 2021, with a current end date of February 28, 2023. With the program end date approaching an end-line and performance evaluation are needed to identify program results, achievements, and other information to inform the final performance report.

 

Purpose:

The purpose of this combined end-line and performance evaluation is: :

  1. Final performance evaluation that combines the endline data collection, compare the INVEST DM 2.0 program’s achievements vis-à-vis its target outcomes and outputs, including an in-depth analysis of approaches to technical training and organizational capacity development; and
  2. Based on findings, lessons learned, key results, and (emergent) impact, provide conclusions with clear justifications as input for final program reporting, and/or recommendations for future programming opportunities.
In short, the combined end-line and performance evaluation should measure the changes and achievements against the baseline, as well as be able to identify key results, lessons learned as well as (emergent) impacts. 

 

 

Methodology:

The combined end line and performance evaluation will follow the three-step process as follows:

Step one: Conduct an end-line assessment to measure the organizational and technical performance of selected Bureaus’ and Departments’ in BNPB against the baseline close to the conclusion of program activity implementation. The end-line assessment should refer to the indicators presented in INVEST DM 2.0 Indicator Tracking Table (ITT) document.

Step two: Conduct a Final Internal Performance Review (FIPR) that will ensure that INVEST DM 2.0’s evaluation needs are met; designs, analyses, and reports are comparable; and knowledge is shared throughout the program team and related stakeholders.

Step three: Facilitate a pause and reflection workshop that will involve the participants from the INVEST DM 2.0 Team and the counterpart BNPB technical units/directorates, centers, and bureaus.

Step four: Conduct an Evaluation. The results from the end-line assessment, FIPR, and reflection workshop will be used to inform performance evaluation and major achievements against the two key sub-purposes and four intermediate outcomes.

Step five: Conduct dissemination of the findings. The evaluation results/findings will be disseminated to BNPB, Implementing Partners, and relevant institutions.

The Evaluator Consultant will be expected to first facilitate the Final Performance Review (FPIR) with all INVEST DM 2.0 Team then follow up by completing the end-line assessment and use the results as an input for the pause and reflection workshop and final performance evaluation by undertaking the following activities:

  • Desk Study and Design of End line and Performance Evaluation

The Evaluator will have access to and consult the following documentation on the INVEST DM 2.0 program:

  • Grant agreement, program proposal, and modifications
  • Baseline study report
  • Knowledge retention survey report
  • Knowledge products such as newsletters, blurbs, and success stories
  • Program and reflection workshop reports
  • Program Implementation/Performance Monitoring Plan
  • MOUs with implementing partners
  • Relevant regulations and laws
  • Information sheets and presentations
  • Partner reports
  • Monitoring data (ITT, program participants)

The Evaluator Consultant will be expected to produce a Combined Endline and Performance Evaluation Design document, which will include the methodology and activity schedule, as well as the resources required to deliver the proposed study objectives. In addition, the document should adequately address the evaluation questions agreed upon with the team. The Combined Endline and Performance Evaluation Design should include the data collection and analysis methods and tools to be used, including justification of particular methods chosen that address the constraints, limitations, and biases of the preferred methods. The document shall be informed by referencing program Secondary Data documentation. The document also should include proposed lists of interviewees, interview tools, forms and questions, and a work plan. The Combined Endline and Performance Evaluation Design document will be submitted to the program team for approval, and any subsequent changes made to the document will require re-approval.

  • Data Collection

The following process for the end-line assessment will be:

  1. Develop and test the survey tools, instruments, and FGD questions by an external consultant with review by the INVEST DM 2.0 management team;
  2. Identify and conduct up to two case studies and a tracer study to investigate specific thematic areas of practice (to be agreed upon in consultation with the Senior MEL advisor and MEL Specialists)
  3. Data collection will target each of the counterpart BNPB technical units/directorates, centers, and bureaus) including relevant GOI stakeholder agencies and local government as required as follows: State Administration Agency (LAN), Ministry of State Apparatus and Bureaucracy Reform (KemenPAN-RB), Ministry of Home Affairs (MoHA), Ministry of Education and Culture (MoEC), Commission of State Civil Apparatus (KASN), Agency for National Professional Certification (BNSP), and BPBD DKI Jakarta.

The methodology of data collection will be a combination of qualitative and quantitative methods. Tools to collect quantitative data will reflect the end-line survey questionnaire. The perception study will collect and analyze qualitative data sets. Qualitative data collection tools should be appropriate, adequate, and cost-effective. Discussion/guiding questions will reflect neutral, non-biased language that is sensitive to the demographics of the target population. All tools used in conducting the evaluation, such as questionnaires, checklists, and discussion guides, will be included in the report as annexes. The key informants of this data collection should, at minimum, include: the staff of the targeted departments in BNPB, the staff of the INVEST DM 2.0 partners, etc.

  • Data Analysis

The data analysis applied should include in-depth descriptive analysis, diving into answering/understanding why by utilizing some common framework/theories. It is expected that the analysis will investigate the enabling and disenabling environments for planned outputs and outcomes and where appropriate trends and patterns as well as outliers in the data and conduct appropriate data validation to confirm or dispute findings and interpretations. Additionally, the Evaluator Consultant is expected to conduct validation workshops with the program team on preliminary findings.

Informed by the findings and lessons learned of the above, including references from baseline assessment, end line assessment, existing monitoring data and program reports, an in-depth analysis will be conducted to review and capture the end-of-program intermediate outcomes and (emergent) impact.

The analysis will serve to identify and measure changes in BNPB’s capacity – in terms of human capital and competency development, strengthened internal operations and organizational systems, and improved external horizontal and vertical lines of coordination – that can be directly and indirectly attributed to INVEST DM 2.0 interventions. Identified areas of investigation presented and agreed to in consultation with INVEST DM 2.0 leadership. The combined end-line and performance evaluation report findings will be used as the evidence-base for program achievements, considering long-term sustainability, and informing future programming strategy.

  • Evaluation Dissemination

The report will be disseminated internally to MCG, and externally to BNPB and implementing partners. As the program mainly focuses on BNPB counterpart units, some conditions or restrictions on the recipient (other than BNPB) will need BNPB and USAID/INVEST DM 2.0 permission to use or publish the findings. The executive summary and lessons learned will be translated into Bahasa Indonesia, and the main findings will be presented to BNPB in a dissemination workshop.

Key Questions of the Performance Evaluation

The program performance review will be framed around the key questions below;

  1. Relevance
  • How appropriate are the outputs as related to the goal of the INVEST DM 2.0 and the needs/problems of targeted participants?
  • How appropriate is the program in the context of current DRM policies, regulations, and laws at the national level, especially in the context of decentralization?
  • How relevant are the targeted program departments? What were the reasons for their selection? Did those departments provide INVEST DM 2.0 with the opportunity to make a positive change?
  • Why did INVEST DM 2.0 focus and invest in different selected themes? Are there any thematic practice areas that were left behind?
  • How do gender norms and preconceptions around disability affect program implementation?
  • How adequate are the organizational arrangements in place (and used) to achieve and sustain the interventions?
  • How is the socio-political and policy environment affecting the program?
  1. Effectiveness
  • To what extent has the program achieved the outputs and strategic objectives as planned (with attention given to where it has exceeded or failed to meet these by investigating what was done right and could have done better)?
  • What conditions or factors are supporting or undermining the program’s ability to achieve its objectives? And, why?
  • What were the positive and/or negative results and effects of the ‘ ‘program’s interventions on the participants, partners, and stakeholders?
  • Did the assumptions/risks affect the project?
  • How is the program promoting uptake and application of outputs?
  • Was INVEST DM 2.0’s approach of embedding advisors effective in the short and long term? Was there a better or more effective way of doing business? Did INVEST DM 2.0 select people with the correct knowledge and skills to deliver the planned interventions?
  • What does the institutional return on investment look like? How much did we invest in each of the different themes? What results did INVEST DM 2.0 get, when, and where?
  • What is the emerging evidence of effective BNPB structures, systems, policies, and knowledge improvements/arrangements that promote human capital for mitigation, preparedness planning, and quick and effective response (including logistics) and recovery?
  • How effective is the current USAID and BNPB bilateral partnership arrangement (IA) in achieving the expected results in terms of leveraging GoI resources and creating GoI ownership?
  1. Sustainability
  • What sustainability mechanisms are in place to ensure that the new or revised strategies, tools, approaches, training, and technical assistance (TA) introduced by the program are been used and sustained?
  • How are the commitment and ownership of actors at different levels being fostered?
  • What legacy will the program leave behind in the selected Bureaus and Departments in BNPB after the program closes?

Key questions for reflection and lessons learned will be formulated together with INVEST DM 2.0

 

 

Consultant Activities:

Under this assignment, the selected organization/consultant firm/consultant team, with INVEST DM 2.0 direction shall perform the following activities:

ActivitiesTimeline
1.    Develop design of combined end-line and performance evaluation, which will include the methodology and activity schedule, including resources required to deliver the proposed study.

The Combined Endline and Performance Evaluation Design should include the data collection and analysis methods and tools to be used, including justification of particular methods chosen that addresses constraints, limitations, and biases of the preferred methods. The document should be informed by program Secondary Data documentation. The document also should include proposed lists of interviewees, interview tools, forms and questions, and a work plan.

4 days (Week 3 of August 2022)
2.    Conduct data collection with a combination of qualitative and quantitative methods.

Data collection will target each of the counterpart BNPB technical units/directorates, centers, and bureaus including relevant GOI stakeholder agencies and local government as required as follows: State Administration Agency (LAN), Ministry of State Apparatus and Bureaucracy Reform (KemenPAN-RB), Ministry of Home Affairs (MoHA), Ministry of Education and Culture (MoEC), Commission of State Civil Apparatus (KASN), Agency for National Professional Certification (BNSP), and BPBD DKI Jakarta.

9 days in Weeks 3 of August – Week 1 of September  2022
3.    Conduct data analysis that will investigate the enabling and disenabling environment for planned outputs and outcomes and where appropriate trends and patterns as well as outliers in the data and conduct appropriate data validation to confirm or dispute findings and interpretations. Data analysis will also incorporate the results of the knowledge retention survey and the performance evaluation as well as the endline data analysis.

Informed by the findings and lessons learned of the analysis process, including references from baseline assessment, end line assessment, existing monitoring data and program reports, an in-depth analysis will be conducted to review and capture end-of-program intermediate outcomes and (emergent) impact. The analysis will serve to identify and measure changes in BNPB’s capacity – in terms of human capital knowledge and competency development, strengthened internal operations and systems, and improved external horizontal and vertical lines of coordination – that can be directly and indirectly attributed to INVEST DM 2.0 interventions. Identified areas of investigation presented and agreed to in consultation with INVEST DM 2.0 leadership. The combined end line and performance evaluation report findings will be used as the evidence-base for program achievements, considering long-term sustainability, and inform future programming strategy.

·       Data analysis will be conducted in 5 days in Week 1 September 2022.

·       Draft version of the end-line study and performance evaluation will be formulated in 3 days and must be delivered to INVEST DM 2.0 on Week 3 of September 2022.

 

4.    Conduct validation workshop, which will include facilitating the final internal performance review (FIPR) with the INVEST DM 2.0 Team. The FIPR must include final measurements of all indicators and documentation of the lessons learned from the results of data analysis in combined end-line and final performance evaluation.1 day in Week 4 of September 2022
5.    Facilitate the reflection workshop that will involve the participants from the INVEST DM 2.0 Team and the counterpart BNPB technical units/directorates, centers, and bureaus. The selected consultant team must develop the summary result of the reflection workshop for the review of INVEST DM 2.0.

The reflection workshop will share lessons and reflections on: (a) context and relevant Indonesia’s DM institutions in the area of technical capacity in human capital and organization development; preparedness-response recovery; policy and planning; and governance; (b) recapitulation of the final status of each outcome, output, and activity implementation; (c) lessons learned (what went/did not well, why); (d) opportunities, challenges, innovation, (timelines, resources, BNPB buy-in/commitment, other internal, external, and political factors, etc.,); and (d) identification of changes and promising/emergent practices.

2 days for facilitating the reflection workshop, and 2 days for the formulation of the summary report (Week 3 of October 2022)
6.    Produce the final report of combined end-line and performance evaluation, which will include synthesizing the results of FIPR and reflection workshop.5 days (submission to INVEST DM 2.0 on Week 2 of November 2022
7.    Facilitate the evaluation dissemination workshop both internally to Mercy Corps Global and externally to BNPB and implementing partners.1 day (Week 2 of November 2022)

 

 

Consultant Deliverables:

The Consultant team shall deliver to INVEST DM 2.0 the following deliverables:

Deliverable

No.

DescriptionTimeline
1A final combined Endline and Performance Evaluation Design document with all attachments as described in the methodology section4 days in week 3 August  2022
2Data collection and transcription (secondary and primary data) in sample programmatic target areas as well as conducting data analysis14 days in August 2022
3Draft version of the Endline Study and Performance Evaluation report, which will include the perception study3 days, with the draft report delivered to INVEST DM 2.0 on Week 3 of September 2022
4Presentation of preliminary findings in the Final Internal Performance Review (FIPR) workshop to the program team, senior management, and other relevant programs within Mercy Corps Indonesia, including the submission of presentation materials and facilitation of the FIPR workshop.1 day in Week 4 of September 2022
5Summary report of the reflection workshop that will involve the participants from the INVEST DM 2.0 Program Team and the counterpart BNPB technical units/directorates, centers, and bureaus.3 days, with the summary report delivered to INVEST DM 2.0 on Week 3 of October 2022
6Produce up to a maximum of 30 pages, the final report containing the end-line and performance evaluation; excluding the Cover Page, Table of Contents, List of Acronyms, Executive Summary, Annexes, and Attachments.

Both the draft and final version of the Combined Endline and Performance Evaluation Report are written in English and Bahasa Indonesia. The final report must incorporate the results of the summary report of FIPR and the reflection workshop.

5 days, with the final report delivered to INVEST DM 2.0 on Week 2 of November 2022

 

7Report of evaluation dissemination workshop both internally to Mercy Corps Global and externally to BNPB and implementing partners.1 day (Week 2 of November 2022)

 

Report Format

The final Endline and Performance Evaluation report shall not exceed 30 pages; excluding Cover Page, Table of Contents, List of Acronyms, Executive Summary, Annexes, and Attachments. The end-line assessment result should be part of the annex. The final End-line and Performance Evaluation Report shall be structured under the following guidelines:

  1. Cover Page
  2. List of Acronyms
  3. Table of Contents
  4. Executive Summary

Executive Summary should include: a program brief description, a summary of targets and intended objectives or results, areas of meaningful under or over achievement, major lessons learned, recommendations, and a few lines describing the action plan developed to follow up the end-line survey recommendations and how the end-line survey report will be disseminated. The executive summary should also describe the key findings of the end-line survey.

  1. Methodology

Detailed description of data collection techniques used throughout the end-line survey, methods of selecting key informants, including strengths and weaknesses of methods used; inclusion of stakeholders and staff; rough schedule of activities; description of the data analysis undertaken, including justification and any software packages used. This section should also address the constraints and limitations of the end-line survey process and rigor.

  1. Results and Findings

Findings should be presented as analyzed facts, evidence, and data, with assumptions, clearly documented. Outliers or differences of opinion should be clearly documented and explained. Graphics should facilitate and complement the evidence that supports a specific finding or result and should be easy to read and understand, with proper labeling.

  1. Lessons Learned, Conclusions, and Recommendations

Lessons learned presented in this section must be directly linked back to the information presented in the Results and Findings section of the report. Ideally, items discussed here will not be completely new to the reader, but rather will refer to previous discussions. Conclusions should come with a clear rationale. Recommendations should be action-oriented, practical, and specific, with defined party/parties responsible for the action.

  1. Annexes

The following documents should be included as attachments to the report: the result of end-line survey; data collection instruments in English; detailed specific questions, lists of participants and stakeholders with number and type of interactions; quantitative or qualitative protocol developed and used. Any data sets (both raw and analyzed) generated from the end-line and evaluation data collection that can be provided in electronic format, including any required photos, participant profiles, or other special documentation.

 

 

Timeframe/Schedule: 

The period of the performance is for 31 days of intermittent input as described in the consultant activities.

 

 

The Consultant will report to:

The INVEST DM 2.0, Senior Monitoring, Evaluation, Accountability, and Learning (MEAL) Specialist.

 

 

The Consultant will work closely with:

The INVEST DM 2.0 Chief of Party, Deputy Chief of Party, Sr. Knowledge Management, Research, and Communication Specialist, Outcome Managers, Senior GEDSI Specialist, Government Relations and Legal/Policy Advisor, Operation Coordinator, Senior Talent Management Officer, BNPB Planning Bureau, BNPB Pusdiklat, BNPB Pusdalops, BNPB Pusdatinkom, BNPB Deputy for System and Strategy, and BNPB Human Resource Bureau.

INVEST DM 2.0 will facilitate communications throughout the contract period and shall actively participate in the coordination, oversight, and implementation of this work. This may include adjustments in implementation as deemed necessary by INVEST DM 2.0.

 

 

Required Experience & Skills:

The organization/consultant firm/consultant team should have a team member with the following experience and skills:

  • Team Leader with expertise as an evaluator of bilateral/multilateral development programs :
  • Minimum 10+ years of working experience in development programs, with 5+ years of program evaluation experience including program design and management.
  • At least 5 years of professional experience in Institutional Capacity Development, Knowledge Management, Monitoring and Evaluation, Organizational Learning, Evidence-informed Policymaking and Collaborating, Learning, and Adapting (CLA) practices, and Workshop Design.
  • Demonstrable extensive experience producing high-quality evaluations (a sample or summary of a previous evaluation project will be required).
  • Experience working with/evaluating NGO programs funded by USAID/OFDA cooperative agreements is preferred.
  • Preferably has experience working in workforce development, humanitarian, and disaster risk reduction program, and gender and social inclusion, including experience in facilitating government activities, especially BNPB and USAID Program activities.
  • Familiarity with facilitating hybrid workshops with combined in-person discussions and using a virtual/online platform such as Zoom, Teams, or other online platforms to facilitate knowledge and information exchange.
  • Excellent written and oral communication skills in English, including report writing and editing with the ability to express ideas in the form of reports with excellent quality.
  • Team Member with advanced knowledge of and skills in workforce development within a public agency:
  • Advanced degree in Management, or relevant subjects from a recognized and reputable institution.
  • Minimum of 5 years demonstrated expertise, skills, and experience working as a workforce development specialist in the governmental organization and leadership experience in national and regional organizations, particularly in humanitarian assistance.
  • Team Member with advanced knowledge and skills in Disaster Risk Reduction (DRR) and/or Disaster Risk Management (DRM) program:
  • Technical expertise in disaster risk management and risk reduction (DRMRR) with significant experience working with government, at national and subnational levels, on technical training and organizational capacity development programs.
  • Familiarity with the DRM context in Indonesia, including legal and regulatory frameworks.
  • Data analyst with advanced skills in analyzing data both quantitative and qualitative:
  • Tested experience in analyzing results from data analysis to identify patterns and recommendations.
  • Demonstrated experience in retrieving data from data application software, checking data validity, and cleaning the data to ensure its accuracy and readiness for analysis.

How to Apply

Interested organization/institutions shall email their technical proposal outlining (a) the proposed work plan (b) profile of organization/institution, and; (c) price quotation, to procurement@id.mercycorps.org with email subject “Consultant for Endline and Performance Evaluation” before 7 August 2022. Only qualified candidates will be contacted.

 

 

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 Indonesia 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 professionally and respect local laws, customs, and MCI’s policies, procedures, and values at all times and in all in-country venues.

 

 

How to Apply

Interested organization/institutions shall email their technical proposal outlining (a) the proposed work plan (b) profile of organization/institution, and; (c) price quotation, to procurement@id.mercycorps.org with email subject “Consultant for Endline and Performance Evaluation” before 7 August 2022. Only qualified candidates will be contacted.

 

 

Thank you,

Mercy Corps Indonesia

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