Request for Proposal (RFP) Updated: November 18, 2015
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1.0 Introduction
World Vision Inc. (WVUS) and CNFA are seeking the consulting services of a firm to perform a Mid- Term Evaluation of both the Zimbabwe ENSURE Development Food Assistance Program (DFAP) and the Amalima DFAP, which are managed by WVUS and CNFA, respectively. Detailed terms of reference may be found in Exhibit A.
2.0 Timeframe of RFP
Activity Dates Release of RFP Document November 9, 2015 Deadline for Questions November 12, 2015 RFP Responses Due December 4, 2015 (16:00, Eastern Standard Time) WVUS/CNFA Review and Consultant Selection December 11, 2015 Contract Start December 18, 2015 Final Draft of all Deliverables May 15, 2016 Final Presentation in Zimbabwe/Contract Complete July 28, 2016
3.0 Instructions for RFP Responses
Your points of contact for this RFP process are:
Ms. Jill Byrd Mr. Christian Schunk World Vision, Inc. CNFA 34834 Weyerhaeuser Way South 1828 “L” Street NW, Suite 710 Federal Way, WA 98001 USA Washington, DC 20036 USA 1-253-815-2687 1-202-296-3920 [email protected] [email protected]
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1. Any questions associated with the requirements of this RFP process should be submitted in writing (email) to the persons and by the deadline listed above. 2. Email one (1) soft copy (in PDF format) of the proposal by the date and time to the WVUS and CNFA contacts identified above. 3. If you do not intend to participate in this RFP process, please notify the individuals listed above, at your earliest convenience and delete and/or destroy all information in this document. 4. All proposals must be received by the closing date listed above; proposals that are incomplete or late may not be considered. 5. All proposals and attachments must be written in English.
4.0 Conditions for RFP Responses
1. All responses and supporting documentation shall become the property of WVUS and CNFA and will not be returned. 2. WVUS and CNFA ultimately reserve the right throughout this process to select any servicing option that best meets its business requirements regardless of this process. 3. Respondent agrees to the following conditions in participating in this process: • Neither issuance of this RFP nor receipt of proposals represents a commitment on the part of WVUS or CNFA. • Neither WVUS nor CNFA will be responsible for any costs incurred by respondents in the preparation of any materials or presentation relating to this process. 4. No party shall use the name of another party in publicity releases, referrals, advertising, or similar activity without the prior written consent of the party whose name will be used. 5. WVUS and CNFA reserve the right to disqualify any offer based on offeror failure to follow RFP instructions. 6. WVUS and CNFA reserve the right to waive minor proposal deficiencies that can be corrected prior to award determination to promote competition.
5.0 RFP Response
Please provide a written proposal, addressing each of the areas below. Proposals should be no more than 15 pages, excluding annexes and section 5.4 Pricing and Pricing Methodology.
5.1 Organization Overview Number Description 5.1.1 Provide your organization’s full name, corporate address, and telephone number. (Cover sheet excluded from 15 page limit). 5.1.2 If applicable, provide a list of any subcontractors that your organization will use to provide the services requested in Exhibit A. Include the work that each proposed subcontractor will perform. 5.1.3 Describe any conflicts of interest that you or your organization may have (or your subcontractors may have) in performing the work described in Exhibit A. 5.1.4 Provide a capacity statement for the organization and any subcontractors to undertake this request.
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5.2 Relevant Experience Number Description 5.2.1 List each person (aka key personnel) who will be performing work described in Exhibit A of this RFP. Please include title, email address, and phone number for each individual. 5.2.2 Please provide a resume/Curriculum Vitae and biographical data sheet for each person that will perform work in Exhibit A as annex A to the proposal. CVs should not exceed 3 pages each. (Annex excluded from 15 page limit). 5.2.3 Please describe similar work experience of each person that will perform work described in Exhibit A. Include examples of past projects worked on. 5.2.4 Indicate any experience each person has in supporting either World Vision or CNFA? If so, please describe. 5.2.5 Please provide three references for work performed by the key personnel similar to the work described in Exhibit A as annex B to the proposal. Include company, contact name, email address, phone number, and role key personnel member performed. (Annex B excluded from 15 page limit). 5.2.6 What percentage of time is each person expected to spend on this project? 5.2.7 Please provide 3 to 5 past performance references (PPRs) for the organization for recent, relevant assignments as annex C to the proposal. PPRs should include the name of client, client contact information, value of contract, dates of assignment, description of key deliverables and accomplishments, description of any challenges or issues such as deliverables that were not completed on time. PPRs should not exceed 1 page each. (Annex C excluded from 15 page limit).
5.3 Program Proposal Number Description 5.3.1 Please describe the process, methods, and timeline your organization proposes to use in addressing the requirements in Exhibit A. Offerors should include a description of sampling, information collection, and data analysis methods to be used as well as address management considerations for producing the required deliverables on schedule.
5.4 Pricing and Pricing Methodology (Excluded from 15 page limit) Number Description 5.4.1 Please include a detailed budget for the work described in Exhibit A. Include a breakout of the level of effort, daily rate(s), other direct costs and all applicable indirect cost rates. Daily rates and indirect cost rates not included in your proposal cannot be accepted after the fact. Please include a cost narrative explaining the calculations, rates and assumptions included in the budget. Section 5.4 is excluded from the 15 page limit.
Please note that if there is a contract awarded pursuant to this RFP, it will be a fixed price contract (i.e. contractor will be paid upon completion of deliverables, inclusive of all costs including level of effort, airfare, local ground transport, supplies, per diem, indirect costs/overhead, etc.).
6.0 Evaluation
1. WVUS and CNFA will evaluate proposals and select a consultant at their discretion. WVUS and CNFA will utilize the evaluation categories listed above. WVUS and CNFA will carefully evaluate
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all proposals received that they believe demonstrate significant alignment with WVUS’ and CNFA’s goals and requirements. 2. Issuance of this RFP, the preparation and submission of proposals by respondents, and the subsequent receipt and evaluation of proposals by WVUS and CNFA shall not commit either organization to award a contract to anyone. Furthermore, in no event shall choosing a consultant for presentation, negotiations, or otherwise be construed to create any legal obligations on the part of WVUS or CNFA.
Criteria for Consultant/s Selection
Number Description Weight 1 Organization Overview and organizational Past Performance 15 References. Previous experience with USAID agriculture and/or nutrition programs required, with DFAP evaluation experience strongly preferred. Demonstrated experience of key staff working in Zimbabwe or Southern Africa preferred. 2 Relevant Experience of proposed key staff 15 3 Program Proposal. Must demonstrate a clear plan for completing 30 deliverables on time and an understanding of the staffing and logistics required to complete the assignment. Proposed methodology must meet M&E best practices and USAID standards. 4 Pricing and Pricing Methodology 40
All proposals must include the following statement signed by an authorized representative on company letterhead.
Certification of Independent Price Determination
(a) By sending a bid, the offeror certifies that--
(1) The prices in this offer have been arrived at independently, without, for the purpose of restricting competition, any consultation, communication, or agreement with any other offeror, including but not limited to subsidiaries or other entities in which offeror has any ownership or other interests, or any competitor relating to (i) those prices, (ii) the intention to submit an offer, or (iii) the methods or factors used to calculate the prices offered; (2) The prices in this offer have not been and will not be knowingly disclosed by the offeror, directly or indirectly, to any other offeror, including but not limited to subsidiaries or other entities in which offeror has any ownership or other interests, or any competitor before bid opening (in the case of a sealed bid RFP) or contract award (in the case of a negotiated or competitive RFP) unless otherwise required by law; and (3) No attempt has been made or will be made by the offeror to induce any other concern or individual to submit or not to submit an offer for the purpose of restricting competition or influencing the competitive environment.
(b) Each signature on the offer is considered to be a certification by the signatory that the signatory--
(1) Is the person in the offeror's organization responsible for determining the prices being offered in this bid or proposal, and that the signatory has not participated and will not participate in any action contrary to subparagraphs (a)(1) through (a)(3) above; or
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(2) (i) Has been authorized, in writing, to act as agent for the principals of the offeror in certifying that those principals have not participated, and will not participate in any action contrary to subparagraphs (a)(1) through (a)(3) above; (ii) As an authorized agent, does certify that the principals of the offeror have not participated, and will not participate, in any action contrary to subparagraphs (a)(1) through (a)(3) above; and (iii) As an agent, has not personally participated, and will not participate, in any action contrary to subparagraphs (a)(1) through (a)(3) above.
(c) Offeror understands and agrees that --
(1) Violation of this certification will result in immediate disqualification from this RFP without recourse and may result in disqualification from future RFPs; and (2) Discovery of any violation after award to the offeror will result in the termination of the award for default.
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Exhibit A SCOPE OF WORK
The Contractor shall perform the following tasks and provide the deliverables listed below.
ENSURE- Amalima Joint Midterm Evaluation Scope of Work
by ENSURE and Amalima Zimbabwe Teams
Overview
The USAID Food for Peace Title II Development Food Assistance Program currently being implemented in Zimbabwe is composed of two projects--ENSURE and Amalima. Both projects began in June 2013 and are scheduled to be completed in June 2018 and both share very similar objectives and activities, despite being in two separate geographical areas. The following is a brief description of each project.
ENSURE
The ENSURE Food Security Project is a World Vision-led intervention designed to impact vulnerable, food-insecure Zimbabweans in Manicaland and Masvingo Province. The project is a shared commitment by four partners and one service provider—World Vision, CARE, SNV, SAFIRE and ICRISAT. The project focuses primarily on empowering and capacitating poor, rural households to become more food secure. A project Results Framework is included in Appendix 1.
World Vision is the lead agency in the consortium and is responsible for overall program leadership and management, including monitoring and evaluation, lead implementation in Manicaland and provides technical leadership in the areas of nutrition, health, agriculture/livelihoods and WASH. CARE is the lead implementing partner in Masvingo province, coordinating all activities there and is responsible for district stakeholder engagements and provision of technical leadership for VS&L and gender mainstreaming. SNV provide technical support in value chain development and agricultural marketing and SAFIRE is responsible for technical support in disaster risk reduction and natural resource management. ICRISAT provides consulting services in agricultural adaptive research and the monitoring of agricultural interventions.
The ENSURE project is implemented in agro-ecological zones 4 and 5, covering 32 wards in the districts of Chimanimani, Chipinge and Buhera in Manicaland, and 34 wards in the districts of Chivi, Bikita and Zaka districts in Masvingo. These wards were targeted because of the high prevalence of chronic food insecurity, the proportion of vulnerable groups (i.e. pregnant, lactating women and children under two years), opportunities to leverage previous development activities, the partners’ institutional
strengths working in the selected project areas and the opportunities for partnerships with the GoZ and other development partners.
ENSURE has three strategic objectives: Improving nutrition among women of reproductive age and children under the age of five, increasing household income via improved agricultural production and marketing, and increasing resilience to food insecurity of communities via improved disaster risk reduction and natural resource management. These strategic objectives are complemented and informed by the cross- cutting objective of increased gender equity via improved mainstreaming.
ENSURE’s maternal and child nutrition intervention (SO1) focuses on the First 1,000 Days of Life and includes distribution of CSB+ and vegetable oil to pregnant and lactating women (PLW) and children under two years (CU2) combined with a behavior change component using the Care Group model. The agriculture and economic growth intervention engages marginalized rural households in a sequenced progression to economic empowerment focused on agricultural producer groups and village savings and lending associations. Under the community resilience intervention (SO3), the project works through community disaster management structures and committees to identify, anticipate, and mitigate known environmental risk factors to food and livelihood security.
The key challenges faced by the project to date include an underperforming national economy and its detrimental effects on agricultural input and output markets, central and local government’s declining ability to deliver services, the 2014/2015 drought in the southern parts of the country, and a growing general malaise among the population. The degree to which these negative externalities are impacting the project is of interest to ENSURE, particularly the extent to which the prevailing economic downturn and the 2014/2015 drought are impacting the project’s achievements and if current efforts to continue on the project path are adequate.
Amalima
The Amalima Food Security Project is a CNFA-led intervention designed to impact vulnerable, food-insecure Zimbabweans in Matabeleland North and South Provinces. The project is a shared commitment by six partners—CNFA, IMC, the Manoff Group, Africare, ORAP and Dabane Trust. The goal of Amalima is to sustainably improve household nutrition and food security and strengthen communities’ resilience to shocks by leveraging communal initiatives to increase productivity, improve drought mitigation and adaptation, and enhance nutrition and hygiene practices. Amalima is working with households to provide a combination of capacity building, training and mentoring, food rations, vouchers, tools, matching grants, and community-based messaging and mobilization. A project Results Framework is included in Appendix 2.
The Amalima project is implemented in Tsholotsho district in Matabeleland North province and Gwanda, Bulilima and Mangwe district in Matabeleland South. CNFA, the consortium lead, provides strategic oversight and management to the entire Amalima team. Other partners include IMC, which leads the nutrition and health promotion
Page 7 of 17 activities, including WASH; The Manoff Group implements activities related to social and behavior change (SBC); Africare implements natural resource management (NRM) and disaster risk reduction (DRR) activities; ORAP is responsible for community mobilization and field-level technical assistance as well as ration distribution to PLWs and children under 2. Dabane Trust leads the development of community-managed water supply systems.
The program has three strategic objectives (SO). SO1 aims to improve household access to and availability of food. Under this objective, Amalima has focused on training and demonstrations in conservation agriculture, livestock production, horticulture production and post-harvest crop management to farmer producer groups as well as support on marketing of crop and livestock products.
SO2 seeks to improve community resilience to shocks. Under this objective, the project trains communities in DRR and supports them in identifying and mitigating shocks. Many activities in SO2 are implemented through community initiatives and/or CFAs activities. Other activities include the promotion of VS&L groups, distribution of household asset vouchers, and matching grants to selected producer groups to scale up value chain activities.
SO 3 aims to improve nutrition and health among PLWs and CU2. Under this objective, the project distributes food rations to PLWs and CU2, promotes production and consumption of nutritious foods through Healthy Harvest training, and promotes improved health and hygiene practices to ration beneficiary households using the Care Group model and to community members through community health clubs.
The key challenges faced by the project to date include poor and erratic rainfall in the 2014/15 season, which impacts household food production and livestock health, and the prevailing poor macroeconomic environment which severely limits market actors' (e.g. commercial buyers, input producers, financial service providers) ability and willingness to engage with smallholder rural producers and agro-dealers. As a result, the project has de-emphasized agrodealer training, and increased community asset production. The modality for the latter was shifted from food for assets (FFA) to cash for assets (CFA). Additionally, the Amalima districts border neighboring countries and have very high levels of economic out-migration, making demographic data unreliable and altering the economic and social framework, as many income earners, parents of young children, and household decision makers reside outside of the districts and therefore out of reach of the project.
Objectives of the Midterm Evaluation (MTE)
Within the context of the three respective strategic objectives of ENSURE and Amalima, the primary aims of this process evaluation are:
1. assessing the degree to which the DFAP program interventions (both ENSURE and Amalima) match the respective approved plans and 2. identifying factors that contribute to: a) greater or lesser program efficiency and quality of outputs and
Page 8 of 17 b) greater or lesser acceptance of the interventions by targeted communities.
The secondary purpose of the MTE is to examine evidence of early changes in the target communities--both positive and negative--and to compare them to the changes anticipated in the respective Results Frameworks (RFs). Further, the MTE should attempt to identify the factors in program implementation or context that appear to promote or impede those early changes that have been identified.
With those aims and purposes in mind, the MTE must achieve the following objectives: 1. Evaluate the strengths and weaknesses of project implementation and the quality of outputs, in terms of adherence to terms agreed by FFP and of their acceptability and perceived value to target communities, identifying factors that appear to enhance or detract from the quality, acceptability and usefulness of implementation and outputs. 2. Present evidence of changes (intended and unintended) associated with project interventions and outputs, assess how well the observed changes reflect the RFs, and identify factors in the implementation or context that impede or promote the observed and intended changes. 3. Recommend adjustments to the RFs, project designs, resource allocation, project management, M&E Plans, or implementation that could improve the likelihood of achieving desired results by the program’s end – based on the evidence collected and conclusions drawn for MTE objectives 1 & 2 above. It is important that the recommendations made be limited to actions that can be implemented within the remaining LOA time and budget.
To accomplish Objective 1, evaluators should examine not only the technical interventions, but also all other project implementation processes and approaches. For example, they must examine the internal project management of staff and resources, consortium management, internal and external communication and coordination, community participation, problem solving, the M&E system, and partnerships with other projects, among others. Measures taken to protect the local ecology, ensure gender integration, conform to FFP regulations, and avoid unintentional harm must also be considered.
Regarding Objective 2, given the short period of time that the program has been implemented, one does not anticipate finding large or widespread changes in behavior and circumstances. Nevertheless, evaluators should look for evidence of the degree to which members of target groups have changed their ideas, attitudes, intentions or practices in any way since program initiation and seek to understand why some beneficiaries have started to apply learning from the project or use project outputs, while others have not. They should also observe the local ecology for signs of change. Based on these initial findings, the evaluators should consider the accuracy and relevance of the pathways and critical assumptions of the projects’ respective RFs.
Given the fact that this is a process evaluation, it is anticipated that the evaluators will devote more data collection time and effort to Objective 1 than Objective 2. In this regard, one expects to see strong evidence of this in the MTE plan and report. The
Page 9 of 17 following five categories of key evaluation questions will guide the inquiry for the required objectives.
Objective 1: Category 1:
To evaluate the strengths How well have the program’s interventions met the and weaknesses of project planned schedule, beneficiary numbers and outputs? implementation and the quality of outputs, in terms of What factors promoted or inhibited adherence to adherence to terms agreed those plans? by FFP and of their acceptability and perceived How were problems and challenges managed value to target communities, (related to planned schedules/ output targets)? identifying factors that appear to enhance or detract Category 2: from the quality, acceptability and usefulness of To date, what are the strengths and implementation and outputs weaknesses/challenges of the overall project design, implementation, management, communication and collaboration?
What factors appear to promote or challenge project operations or effective collaboration and cooperation among the various stakeholders?
Category 3:
What are the strengths/challenges to the efficiency of processes?
How well do implementation processes adhere to underlying principles and project protocols?
What factors in the implementation and context are associated with greater/lesser efficiency in producing outputs of higher/lower quality?
Which interventions and implementation processes are more or less acceptable to members of the target communities and why?
Objective 2: Category 4:
To present evidence of What changes do community members and other changes (intended and stakeholders associate with the project’s unintended) associated with interventions? project interventions and
Page 10 of 17 outputs, assess how well the What factors appear to promote or deter the observed changes reflect the changes? TOC or RF and identify factors in the implementation How do the changes correspond to those or context that impede or hypothesized by the project’s ToC or RF? promote the observed and intended changes.
Objective 3: Category 5:
To recommend adjustments How could the project be modified to improve its to the TOC/ RF, project acceptability to targeted communities or the design, resource allocation, efficiency and effectiveness of its implementation? project management, M&E Plan or implementation that How should the project’s TOC or RF be refined or could improve the likelihood modified?" of achieving desired results by the project’s end – based on the evidence collected and conclusions drawn for the evaluation objectives above.”
A full set of detailed questions have been developed for each of the categories above and are included in Appendix 3.
Midterm Evaluation Methods
In conducting the MTE, the evaluators must utilize a qualitative methodology complemented by the review of secondary data related to the program. In the qualitative part of the evaluation, the evaluators will utilize a purposive sampling method that will include at least two districts in Manicaland province, two districts in Masvingo province, Tsholotsho district in Matabeleland north, and two districts in Matabeleland south, covering at least four wards per district and at least sixteen villages/communities in each of the four ward blocks (note that this is not sixteen villages/communities in each ward).
To maximize the diversity of ward selection, a draft ward-level sampling frame has been developed by ENSURE and Amalima based on the following criteria which differ across wards: agro-ecological zone, natural disaster risks, ethnicity & religious affiliation, population migration, program intervention coverage, and overlap with other NGO programs. This sampling frame should be reviewed and utilized (after any necessary changes) by the evaluators to purposively select wards that will be visited as part of the MTE. This draft sampling frame is included in Appendix 4.
Given that there can be great diversity within wards related to population density and dispersal, access to services, agro-ecology, land use, etc., the evaluators will develop a
Page 11 of 17 sampling frame of villages/communities within each ward based on these criteria and any others that the evaluators and ENSURE/Amalima teams feel are relevant.
Using the steps above, the evaluators must develop a fuller description of the proposed implementation of the qualitative survey that utilizes the following tools/techniques:
• Primary Tools/Techniques (Required): o key informants interviews, o focus groups discussions and o direct observation • Secondary Tools/Techniques (Optional) o calendarization, diagramming, mapping, ranking and/or other tools/techniques as needed.
As part of the qualitative data gathering activity, the evaluators will be expected to interview a broad and deep group of individuals and groups. These will include, but not be limited to program beneficiaries, non-beneficiaries, program staff, government staff, community leaders, elected district officials, and other external collaborators and stakeholders. An abridged list of expected interviewees is included in Appendix 5. Based on the key questions included in Appendix 3, it is understood that the evaluators may add to the list of interviewees as needed. In addition to interviews, the team is required to use direct observation particularly of key activities such as asset creation, trainings, food/cash distributions, meetings of Care Groups, producer groups, VSL groups, DRR groups, and other project-related groups/committees, and home visits conducted by VHWs and CGLs.
In addition to the above qualitative sampling methods, the evaluators will also access and review all relevant internal and external secondary data that directly and indirectly informs the program. The Key Questions in Appendix 3 will form the basis for deciding on which secondary sources need to be reviewed. An illustrative, but non-exhaustive list of sources of this data that are internal to the program include program proposals, budgets, baseline, strategies, plans, reports, studies, assessments, monitoring forms, implementation guidelines and policies, training manuals, and others. An illustrative, but non-exhaustive list of data sources that are external to the program include Zimbabwe DHS, GOZ food and nutrition security reports, GOZ food and nutrition security strategies, ZIMVAC, Zimbabwe census report, FAO reports, and others. An abridged list of secondary documents that should be reviewed is included in Appendix 6. It is understood that the evaluators may add to this list as needed. It is also understood that these documents should be used to development topical outlines and tools for the qualitative portion of the evaluation.
Contractor Responsibilities
The following are the responsibilities of the contractor which are necessary for the successful implementation of the evaluation.
Page 12 of 17 The contractor will be responsible for logistics and support of the evaluation, including hiring of all evaluation staff, vehicle hire and transportation, translation services, printing and stationery, etc. The projects will provide office space as required in Harare, Bulawayo, and program areas. Project vehicles will NOT be available for use in data collection or transport of evaluation personnel. Projects will provide venue and associated costs for briefing and debriefing meetings and presentations.
Required Deliverables
• Draft(s) and final MTE plan, including site selection, topical outlines, sampling plan, illustrative schedule of activities, and qualitative tools. (The plan must explicitly state the limitations associated with the evaluation methodology [selection bias, recall bias, unobservable differences between comparator groups, etc.] and incorporate attention to gender relations in all relevant areas). • Draft(s) and final MTE report including executive summary (Appendix 7 presents the format that must be used in the report) o Data collection instruments (English and all translations) o Lists of sites visited with types and numbers of informants at each site o Limitations to the study • Transcripts of interviews, focus groups, and discussions; and notes or products of observations or other qualitative methods. • Presentations for specified audiences (including USAID) o Preliminary Debriefing for each partner (Amalima in Bulawayo and ENSURE in Mutare or Masvingo) o USAID and partner debriefing in Harare o Post evaluation summary presentation for outside stakeholders (GoZ, NGOs, Donors, PIOs, etc.) in Harare
Illustrative Timeline
The contractor is expected to conduct the MTE from December 2015 to July 2016. Below is an illustrative timeline of the activities that will be completed within this period.
Page 13 of 17 Table 1: Midterm Evaluation Deliverables Timeline
Completion of each successive activity as per the agreed timeline will be marked by the full submissions of the aforementioned deliverables as specified in the evaluation contract.
MTE Team Composition, Qualifications and Roles
The MTE team should consist of a team leader plus two to five technical specialists in food security, maternal-child health and nutrition, agricultural/livestock production and marketing, economic growth, DRR, gender and resilience. No member of the MTE team will have had any responsibility in the design or implementation of the project under evaluation. The team leader must be external to the project and all agencies involved in project implementation. The team as a whole should comprise expertise in all of the project’s technical sectors and cross-cutting themes. All technical specialists must be external to the project, but a qualified individual who is affiliated with an implementing agency but who has never worked directly on the project’s design or implementation may participate as a technical specialist.
To manage the perception of a biased evaluation and to avoid disruption of project implementation that could affect the evaluation results, the MTE team must not use project staff as translators, enumerators or supervisors. During data collection and analysis, the primary roles of project staff members are as informants and observers. They may review and provide comments on data collection tools and instruments before
Page 14 of 17 they are finalized. They may observe some of the MTE processes, but they will not collect primary data, or participate in translation, analysis or interpretation of these data.
Team leader qualifications
• Must possess a post-graduate degree (program evaluation, statistics, anthropology, applied research, organizational development, sociology, or organizational change) • Must possess extensive evaluation experience using mixed methods in developing countries • Must be knowledgeable in conceptual frameworks • Must be experienced in evaluating food security programs, with strong preference toward FFP Title II development programs (MYAPs, DFAPs)
Team leader responsibilities
• Organize and lead the overall evaluation • Ensure a thorough review & analysis of project and secondary data • Lead the sample selection and outputs for primary data collection • Ensure adequate triangulation and validation of evidence collected • Evaluate the project’s M&E processes and the integration of project sectors and interventions • Ensure that 1) final report presentation is logical, well-written, and presented in a way that clearly separates the evidence collected, conclusions, and recommendations in different sections of the report, and 2) all evidence, conclusions and recommendations are based on the evidence presented in the report; • Liaise with the World Vision, CNFA and USAID • It would be preferable and advantageous for the Team Leader to also serve as one of the technical sector team members.
Team member qualifications • Must possess substantial application of qualitative research skills in developing countries and qualitative analysis in one of the following areas (with all areas covered by the collective team) food security, maternal-child health and nutrition, agricultural/livestock production and marketing, economic growth, DRR, gender and resilience. • Must have extensive practical experience in one of the following areas (with all areas needing to be covered by the collective team) food security, maternal-child health and nutrition, agricultural/livestock production and marketing, economic growth, DRR, gender and resilience. • Must possess a postgraduate degree in the field related to one or more technical sectors of the project
Page 15 of 17 Team member responsibilities
• Lead the collection and analyses of primary and secondary technical data related to his/her field(s) of expertise • Document findings, draw conclusions and form recommendations for the sector(s) • Evaluate the general aspects of the implementation of all interventions related to his/her sector(s)
ENSURE and Amalima Responsibilities
ENSURE and Amalima will support the MTE team during the evaluation process as follows:
Review of and Provision of Feedback/Approval on All Draft Deliverables
ENSURE and Amalima will conduct a review of and provide timely feedback on and approval of all draft deliverables listed above under contractor responsibilities.
Provision of Secondary Data
An illustrative list of secondary data is attached as Appendix 6. The documents in that list (and any others added to the list by agreement between the evaluators and ENSURE/Amalima) will be made available to the evaluators at least one month before the start of the qualitative data collection activity.
Provision of Village-level Sampling Frame
The partners will provide the sampling frame for wards within sampled districts and develop a sampling frame for villages after the evaluators select the wards to be visited.
Logistical and Administrative Advice and Support
ENSURE and Amalima will provide the following assistance and support to the evaluation team:
• Arranging meetings between the evaluation team and USAID--at a minimum at the beginning and end of the evaluation process • Providing contact details for key partners’ staff • Advising about local protocols and permissions to gain entry to operational areas • Providing advice related to travel (international travel, local vehicles and drivers for hire, etc.) • Identifying local firms with potential to provide technical expertise--including translation--to the MTE team • Providing office space in Harare, Bulawayo and the districts as needed for meetings, desk work, and presentations.
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Note that ENSURE and Amalima will NOT arrange logistics (travel documents, health insurance, laptops, flights, and ground transport) for the evaluation team. Further, no ENSURE or Amalima vehicles are permitted for use in MTE activities.
Intellectual Property Rights CNFA and World Vision will retain all rights to the Contractor’s work under this Agreement, now and in the future regardless of the form in which the Contractor’s works are produced or published. The Contractor agrees that the deliverables produced under this Agreement are work for hire and Contractor assigns to CNFA and World Vision an undivided ownership interest in the deliverables and any original data generated to produce the deliverables, included without limitation an undivided ownership in and to any and all copyrights and other rights of authorship therein, which assignment and transfer shall be effective immediately. As this assignment is completed using USAID funding, USAID reserves a royalty-free, worldwide, nonexclusive, and irrevocable right to use, disclose, reproduce, prepare derivative works, distribute copies to the public, and perform publicly and display publicly, in any manner and for any purpose, and to have or permit others to do so. Ethical guidelines The contractor and every member of the evaluation team must adhere to ethical guidelines as outlined in the American Evaluation Association’s Guiding Principles for Evaluators http://www.eval.org/p/cm/ld/fid=51. These include, but are not limited to, an adherence to Systematic Inquiry, the employment and use of competent personnel, operating with integrity and honesty, and maintaining respect for people including the security, dignity and self-worth of respondents, project participants, clients, and other evaluation stakeholders. The evaluators must adhere strictly to the practice of obtaining informed consent for participation in the MTE and making sure that participants and clients understand the scope and limits of confidentiality. Evaluators should articulate and take into account the diversity of general and public interests and values that may be related to the evaluation.
Page 17 of 17 Appendix 1: ENSURE PROGRAM RESULTS FRAMEWORK (12 March 2014)
Goal: Food security of targeted communities and households in Manicaland and Masvingo Provinces improved by 2018 Strategic Objective 1: Nutrition among Strategic Objective 2: Household income increased Strategic Objective 3: Resilience to food insecurity of women of reproductive age and children communities improved under 5 years improved Intermediate Results 1.1 Consumption of Intermediate Result 2.1 Agricultural productivity and Intermediate Result 3.1 Community Disaster nutritious food improved production increased Preparedness and Management Capacities Improved. SIR 1.1.1 Availability of nutritious food to SIR 2.1.1 Agricultural practices of farmers improved SIR 3.1.1. Community disaster preparedness plans households improved 1 SIR 2.1.2 Access to and management of agricultural improved SIR 1.1.2 Household maternal, infant and young assets improved SIR 3.1.2. Community disaster management practices child feeding practices improved SIR 2.1.3 Farmers’ access to and utilization of credit improved SIR 1.1.3 Equitable participation and decision increased SIR 3.1.3 - Equity in participation, leadership and decision- making by women and men in household SIR 2.1.4 Equity in men’s and women’s access to and making related to risk management practices for men and consumption of nutritious foods improved control over productive agricultural resources improved women improved
Intermediate Result 1.2 Prevalence of diarrhoea Intermediate Result 2.2 Increased net revenue from Intermediate Result 3.2 Access to and Management of in children under 5 reduced targeted value chains Disaster Risk and Mitigation Assets Improved SIR 1.2.1 Water, sanitation and hygiene practices SIR 2.2.1 Market linkages and information improved SIR 3.2.1 - Community disaster mitigation and risk 2 improved SIR 2.2.2 Marketing and Management Capacity of reduction assets increased SIR 1.2.2 Equitable participation and leadership of Value Chain Actors Improved SIR 3.2.2 – Community management of public assets men and women in implementation of WASH SIR 2.2.3 Equity in men’s and women’s access to and improved strategies control over financial resources improved SIR 3.2.3 - Equity in participation, leadership and decision-making related to disaster mitigation assets for men and women improved SIR 3.2.4 - Environmentally-sensitive community natural resource management and climate change response practices increased
1 There is a key activity in SO2-SIR2.1.1 re. “Promoting the production of nutritious and locally available agricultural products” which will also contribute to sustainably improving and increasing the household consumption of nutritious foods. 2 There are key activities in SO2 re. the development and/or rehabilitation of irrigation and other productive agriculture infrastructure which will help build the adaptive and transformative capacity of communities. Appendix 1: ENSURE PROGRAM RESULTS FRAMEWORK (12 March 2014)
IR 1.1 Consumption of nutritious food improved IR 1.2 - Prevalence of diarrhea in children under 5 reduced
SIR 1.1.1 Availability of nutritious SIR 1.1.2 Household maternal, SIR 1.1.3 Equitable SIR 1.2.1 Water, sanitation and SIR 1.2.2 Equitable food to households improved infant and young child feeding participation and decision hygiene practices improved participation and leadership of practices improved making by women and men men and women in on household consumption of implementation of WASH nutritious foods improved strategies Activities: Activities: Activities Activities: Activities: 1.Distribute supplementary feeding 1. Conduct barrier analysis on 1. Conduct social analysis on 1. Conduct water quality testing at 1. Conduct gender sensitisation rations to pregnant and lactating selected maternal and infant gender perspectives community water points for men and women on 3 women and children under 2 years and young child feeding affecting household 2. Establish community water equitable participation and practices consumption of nutritious management committees leadership in community 2. Design appropriate maternal, foods. 3. Develop and implement water water management infant and young child feeding 2. Develop context specific safety and multi-purpose water committees practices messages community Social Action use plans 2. Conduct gender sensitisation 3. Train village health workers Plans 4. Promote WASH practices (safe for equitable participation of and primary care nurses in c- 3. Implement community Social water storage, household hand men and women in the IYCF Action Plans for improving washing and installation of hand development of water safety 4. Promote links between VHWs time sharing, decision washing facilities by the latrines) strategies & PCNs to support maternal making and participation in 5. Upgrade or develop public 3. Implement time sharing and infant and young child household consumption of sanitation facilities strategies for improved feeding practices nutritious foods 6. Adhere to GOZ health and access to safe water 5. Establish and train care 4. Establish and train men’s environmental standards on groups to provide messages fora on household creation of public sanitation on appropriate maternal and consumption of nutritious assets IYCF practices foods
3 Under this key activity, ENSURE will include sub-activities that relate to sensitizing food recipients on proper storage and refuse disposal and monitoring of environmental safety of food assistance. Appendix 1: ENSURE PROGRAM RESULTS FRAMEWORK (12 March 2014)
Intermediate Result 2.1 Agricultural productivity and production increased Intermediate Result 2.2 Increased net revenue from targeted value chains SIR 2.1.1 SIR 2.1.2 Access SIR 2.1.3 Farmers’ SIR 2.1.4 Equity in SIR 2.2.1 Market SIR 2.2.2 Marketing and SIR 2.2.3 Equity in men’s Agricultural to and access to and men’s and women’s linkages and Management Capacity and women’s access to practices of management of utilization of credit access to and control information of Value Chain Actors and control over farmers improved agricultural increased over productive improved Improved financial resources assets improved agricultural resources improved improved Activities: Activities: Activities: Activities: Activities: Activities: Activities 1. Promote 1.Develop 1.Establish links 1.Train men and women 1. Establish multi- 1.Train producer groups 1.Promote equitable production of high environmental between Small-holder on equitable participation stakeholder platforms for and other value chain access of men and women nutrient locally plans for farmers and agribusiness and leadership in value chain coordination actors on documenting best to financial services available foods4 irrigation 2.Identify viable producer and farmer and development. practices and information 2.Establish Village Savings 2.Train lead farmers development borrowers and link them groups 2. Facilitate market sharing and Lending groups for to provide extension projects at to lenders 2.Promote equitable agreements between 2. Train producer groups on Pregnant and Lactating training and advice to initiation 3.Monitor performance access of men and producer groups and business support services Women support the use of 2. Rehabilitate of borrowers women to markets buyers 3. Train producer groups in 3.Incorporate gender in modern and existing/create 4.Promote the use of 3.Monitor extension 3. Link agro dealers and FaaB Village Savings and improved new irrigation warehousing receipts in training for women producer groups to 4.Train agro-dealers & Lending training technologies to schemes. crops and livestock as a producer groups financial services and producer groups in input & 4.Conduct gender training farmers 3.Create form of security for 4.Implement gender input suppliers output marketing for men and women on 3. Train producer environmental accessing loans sensitive time sharing 4. Establish a market 5. Facilitate and fund equitable decision making groups on fruit, management 5. Develop innovative strategies for optimal intelligence system for leadership strengthening over income vegetable, & animal- strategy for insurance based agricultural production the dissemination of and member mobilisation source food irrigation projects guarantee systems to market information and for producer groups production & 4. Promote act as collateral market opportunities processing community 6. Link VSLs to lending 5 Create partnerships 4. Train producer control of the institutions between producer groups groups on post- irrigation and 7.Train and establish VSL and buyers harvest handling & market groups in graduated storage infrastructure model 5. Link producer groups to labor- saving technologies for food processing & storage 6. Conduct on-farm trials of improved
4 Under this activity, ENSURE program will train farmers to produce high nutrient locally available foods. This activity contributes to SIR 1.1.1. Appendix 1: ENSURE PROGRAM RESULTS FRAMEWORK (12 March 2014) agricultural practices and expose farmers to new technologies 7. Promote environmentally sustainable agricultural practices 8.Promote farmers on conservation agriculture 9. Train agro-dealers and producer groups on safe use of agro- chemicals and fertilizers
Appendix 1: ENSURE PROGRAM RESULTS FRAMEWORK (12 March 2014)
Strategic 3: Resilience to food insecurity of communities improved Intermediate Result 3.1 Community Disaster Preparedness and Intermediate Result 3.2 Access to and Management of Disaster Risk and Mitigation Assets Management Capacities Improved.
Improved SIR 3.1.1. – SIR 3.1.2 - Equity in SIR 3.2.1 Community SIR 3.2.2 SIR 3.2.3 Equity in SIR 3.2.4 - Community disaster preparedness and participation, leadership disaster mitigation Community participation, Environmentally- management practices improved and decision-making and risk reduction management of leadership and sensitive community related to risk management assets increased5 public assets decision-making natural resource practices for men and improved related to disaster management and women improved mitigation assets for climate change men and women response practices improved increased 1. Train community DRR Focal Point 1. Conduct gender 1. Upgrade/Develop 1. Assist in the 1. Conduct gender 1. Re/establish ESCs Persons (TOT)s in the sensitisation on assets related to development sensitisation on with gender equity implementation of community equitable participation disaster plans, risk and equitable & train on disaster preparedness and and leadership of men management, NRM implementation participation and environmental response strategies and women in DRR and water of Multi User leadership of men management 2. Facilitate the development of committees conservation, Scheme (MUS) and women in 2. Monitor the community early warning systems 2. Promote equitable within GOZ & plans. asset management inclusion of good 3. Conduct joint monitoring of participation of both USAID 2. Assist in the and Environmental environmental community practice in response to men and women in the environmental development and Sub Committees practices in the shocks (drought, flooding, etc.) development and safety and implementation 2. Facilitate the NRM activities 4. Coach communities in the implementation of sustainability of NRM, implementation of development of their disaster disaster preparedness standards watershed mgt gender sensitive preparedness plans and other risk plans and conservation time sharing mitigation strategies plans strategies in asset rehabilitation
5 There are key activities in SO2 re. the development and/or rehabilitation of irrigation and other productive agriculture infrastructure which will help build the adaptive and transformative capacity of communities. Appendix 1: ENSURE PROGRAM RESULTS FRAMEWORK (12 March 2014)
ENSURE Program Assumptions and Mitigation Plans
• Rainfall and other critical weather conditions will remain relatively stable. If one or more major droughts or floods occur in the program area (from FY 14 to 16 in particular), the ENSURE program will revise downward the SO2 targets for agricultural production and marketing, and conduct emergency food distribution to supplement the current FFA and PLW and children food distributions.
• The political environment will remain relatively stable. If the political environment deteriorates (from FY 14 – 16 in particular) leading to cancellation of MOUs or an inability to conduct programming due to unrest, the ENSURE program will need revise its programming in consultation with the Government of Zimbabwe in order to adapt to the new political situation.
• The rate of inflation will remain relatively stable and conducive to input supply and marketing of agricultural products as well as the purchase of key program inputs. If hyper-inflation does return to Zimbabwe, the ENSURE program would need to revise the targets and interventions to deal with the fact that many anticipated program goods will likely no longer be available.
• There are no major outbreaks of contagious or infectious human disease that affect children, women and men in areas where ENSURE program is implemented (e.g., cholera or typhoid). If there are outbreaks of diarrheal diseases in the areas where ENSURE program is implemented, the program management will work with Ministry of Health and Childcare to mobilize resources for combating the diseases.
• Communities in targeted areas will have cultural practices and religious beliefs that will enable adoption of good practices promoted by the program. If there are cultural and/or religious beliefs and practices that mitigate strongly against the ENSURE program behaviour-change goals, the program will use Barrier Analysis to identify beliefs that inhibit adoption of good practices being promoted by the program and relevant behaviour change strategies will be designed to enable positive transformation of the communities.
RFA No. FFP-FY-13-0001 Revised Annex 7 Title II Development Food Assistance Program for Zimbabwe Results Framework and IPTT
Appendix 2: Amalima Results Framework GOAL: HOUSEHOLD FOOD SECURITY AND NUTRITION IMPROVED IN MANGWE, BULILIMA, GWANDA AND TSHOLOTSHO DISTRICTS BY 2018
SO 3: Nutrition and Health Among Pregnant and Lactating Women; and Boys and Girls Under 2 SO 1: Household Access to, and Availability of Food Improved SO 2: Community Resilience to Shocks Improved Improved
IR 3.2: Health and IR 1.1: Agricultural IR 2.3: hygiene and caring IR 1.2: IR 1.3: Community-managed IR 3.3: Accessibility to and IR 3.1 Production and IR 2.2: practices of pregnant Agricultural Marketing Post Harvest losses disaster risk effectiveness of Consumption of diverse and sufficient foods by Productivity Community social and lactating women, Improved Reduced reduction (CMDRR) community health and pregnant and lactating women; and boys and Improved capital leveraged caregivers, and boys systems hygiene services improved girls under 2 improved and girls under 2 strengthened improved
IR 1.2.1: IR 1.3.1: IR 1.2.2: Business IR 1.2.3: Market IR 3.1.1: Business skills Post harvest IR 3.3.1 IR 3.2.1: assets improved linkages Availability of diverse and improved for handling of Knowledge and skills of Knowledge and skills of for men and improved for community health and sufficient foods for men and agricultural produce child health & maternal women men and women hygiene service providers nutrition by care givers pregnant and lactating women improved on the subject matter improved women; and boys and Assumptions: improved girls under 2 improved - Political and economic stability remains at post 2009 levels - Any disaster associated with floods does
IR 3.3.2 IR 3.2.2: Male not exceed 2009/10 rain season levels
Community health and involvement in child IR 1.1.4* Cultivation of a - In-out migration remains at post 2009 hygiene services for IR 1.1.1: Access to health and maternal diverse range of IR 1.1.3: Soil fertility IR 1.1.2: levels pregnant and lactating, nutrition improved water resources for improved crop varieties and soil moisture Livestock management women, boys and girls agricultural by male and female improved improved improved production improved agricultural producers - IR 3.2.3 increased Time available for child caring by PLWs and IR 3.3.3 caregivers optimized IR 2.1** Agricultural basic infrastructure and other production Access to safe water and assets developed/rehabilitated sanitation for pregnant and lactating women, IR 3.2.4 boys and girls improved Community based management of malnutrition among PLWs; and boys and girls under 2 improved
* IR 1.1.4 Activities from SO 1 also contribute towards 'availability of diverse and sufficient foods for PLW and boys and girls under 2 improved'
**IR 2.1 Activities from SO 2 also contribute to IR 1.1.2 Livestock management improved and IR 1.1.1 Access to water resources for agricultural production improved
1 CNFA - 4/15/2013 Use or disclosure of data contained on this sheet is subject to the restriction on the title page of this application RFA No. FFP-FY-13-0001 Revised Annex 7 Title II Development Food Assistance Program for Zimbabwe Results Framework and IPTT
Appendix 2: Amalima Results Framework
SO 1: Household Access to, and Availability of Food Improved
IR 1.1: Agricultural Production and Productivity Improved IR 1.2: Agricultural marketing improved IR 1.3: Post Harvest Losses Reduced
IR 1.1.1* Access to water IR 1.1.4: Cultivation of a diverse IR 1.1.2** IR 1.1.3: Soil fertility and soil range of improved crop varieties IR 1.2.1: resources for agricultural IR 1.2.2: Business IR 1.2.3: Market Livestock management improved moisture improved by male and female agricultural Business skills IR 1.3.1: Post harvest production improved assets improved linkages improved producers increased improved for handling of agricultural for men and for men and men and produce improved women women women IR 1.1.4.2: IR 1.1.4.1: Knowledge, IR 1.1.2.1: IR 1.1.3.1: IR 1.1.3.2: Use of IR 1.1.2.2: Availability skill and IR 1.1.1.1: Knowledge and Knowledge and improved organic Access to and attitude on Management of skill on practice of and inorganic livestock accessibility cultivation of water resources livestock conservation fertisers by male inputs of planting improved and improved production agriculture and female improved material appropriate improved increased farmers increased assured crop varieties improved
Activities Activities - Create and Activities Activities Activities - Train on strengthen - Conduct demos on Activities Activities conservation relationships between improved crop - Train producers - Train households - Train male and Activities Activities agricultural agrodealers (esp. varieties - Train and on negotiating on post harvest female lead practices female agrodealers), mentor men and skills handling including Activities farmers and and input suppliers - Conduct joint - Distribute womenon - Facilitate improved storage paravets in - Link male and -facilitate analysis (by household asset - Facilitate advance business skills development of and fodder female establishment nutritionists and vouchers for trained -Train irrigation aggregation/marke production, livestock of demo plots input sales agronomists) on including vulnerable pest management committees in ting systems animal farmers to for - Facilitate varieties to promote livestock as a households maintenance and -link existing - conduct pilot husbandry and input suppliers conservation establishment of business - Assess and allocate management of water - Assess and allocate businesses to demos on the use disease agriculture demonstration plots by - Train men and matching grants for resources matching grants for formal sector of hermetically identification agrodealers women on upgrading existing - Train farmers grain mills to service (including sealed sacks for financial literacy group enterprises on good - Link farmers with facilitate sorghum credit) providers grain storage agricultural ICRISAT and CIMMYT for processing - link livestock practices inputs producers with - Facilitate the abattoirs conducting agricultural input fairs
*IR 2.1.1 (Agricultural basic infrastructure and other production assets improved), also contributes to this result (IR 1.1.1)
**IR 2.1.1 (Agricultural basic infrastructure and other production assets improved), also contributes to this result (IR 1.1.2)
CNFA - 4/15/2013 Use or disclosure of data contained on this sheet is subject to the restriction on the title page of this application Proprietary Information Appendix 2: Amalima Results Framework
SO 2: Community Resilience to Shocks Improved
IR 2.1: Agricultural basic infrastructure and IR 2.3: Community-managed other production assets IR 2.2: Community social capital leveraged disaster risk reduction (CMDRR) developed/rehabilitated systems strengthened
IR 2.2.1: Access to savings IR 2.2.2: Local social support mechanisms IR 2.2.3: Local group leadership improved, particularly for women functional structures in place and effective
Activities Activities Activities - Develop - Develop and facilitate - Conduct risk mapping sand- implementation of abstraction - Facilitate establishment of EWS livestock Activities systems management Activities Activities committees - Sensitize communities on - Develop/ plans including - Train community members - Facilitate development of crisis rehabilitate - Facilitate creation of VS&L groups benefits of traditional self- development/ and leaders on group calendars and action plans help groups and the need to water rehabilitation of - Facilitate clustering/upgrading of VS&L groups where dynamics and leadership participatein community - Facilitate resuscitation of sources (e.g. paddocks, dip appropriate - mentor community activities/ functions sand dams, tanks, livestock leaders District Early Warning handling facilities, - Link groups to mobile banking - strengthen traditional self- sub-surface - facilitate exchange Committees with renewed stock watering help groups mandate dams, -Promote directed remittance transfers from urban areas and amongst groups wetlands) facilities etc. the region via mobile banking systems to 1) improve on - Facilitate - Conduct awareness raising and - Develop/ security 2) give confidence and encourage the practice communal land mobilization workshops rehabilitate rehabilitation irrigation -Train communities on disaster using Food for preparedness schemes Assets
Appendix 2: Amalima Results Framework
SO 3: Nutrition and Health Among Pregnant and Lactating Women; and Boys and Girls Under 2 Improved
IR 3.1: IR 3.2: IR 3.3 Consumption of diverse and sufficient foods for pregnant Health and hygiene and caring practices of pregnant and lactating women, caregivers and boys and Accessibility to and effectiveness of community health and and lactating women; and boys and girls under 2 improved girls under 2 improved hygiene services improved
IR 3.3.1 IR 3.3.2 IR 3.3.3 IR 3.1.1: IR 3.2.1 IR 3.2.2 IR 3.2.3 IR 3.2.4 Knowledge and skill Community health Access to safe Availability of diverse and Male involvement Time available for child Community based management of Knowledge and skills of child of community and hygiene services water and sufficient foods for pregnant in child health and caring by PLWs and malnutrition among PLWs; and boys health & maternal nutrition health and hygiene for pregnant and sanitation for and lactating women; and maternal nutrition caregivers optimized and girls under 2 improved by care givers service providers on lactating women, pregnant and improved boys and girls under 2 improved the subject matter boys and girls lactating women, improved improved improved boys and girls improved
IR 3.2.2.1 IR 3.2.3.1 IR 3.2.4.1 IR 3.2.4.2 IR 1.1.4* Cultivation of a Knowledge on Uptake of labour Knowledge and Knowledge on diverse range of child health and saving and skills on NACS nutrition integration improved crop varieties nutrition amongst environment friendly improved into health by male and female men improved fuel efficient stove among VHWs improved among agricultural producers technology improved PHCs and VHWs increased
IR 3.2.3.1.1 IR 3.1.1.1: Knowledge Knowledge on and skills on diverse environment friendly, crops by PLWs and low cost, fuel efficient caregivers improved stove technology improved
Activities: Activities: Activities: - Distribute Activities Activities Activities - Provide ongoing Activities Activities Rehabilitate water facilities conditional, - Conduct Selection of Interventions by Participants (SIPs) on -Train men and - Train and training and - Provide ongoing training - Conduct SIPs on WASH, at primary health centers preventive infant and young child feeding (IYCF) women on demonstrate to support of male and of male and female health sanitation and hygiene - Rehabilitate sanitation female VHWs on rations for -establish and conduct ongoing training of care groups gender women and men workers at District and - Train male and female VHWs facilities at primary health Nutrition, (pregnant and lactating women) with outreach to older women awareness in on environment Primary Health Care level on Participatory Health and centers PLWs and Assessment and men on locally available foods child health and friendly, labour to strengthen integration of Hygiene education - Rehabilitate handwashing children 6 - ,Counselling and - develop and disseminate communication focus materials for maternal CMAM and IYCF into the facilities at primary health 23 months saving fuel Support (NACS) - Establish community health promoting infant and young child feeding and maternal health, nutrition health system delivery centers efficient stove -Ongoing training clubs WASH, Agriculture programming - Provide ongoing training on technology and support to - Strengthen advocacy for - Strengthen and provide - Train on Healthy Harvest (promotion of production of diverse - ongoing water purification and VHWs on integration of CMAM and ongoing training and filtration at the household crops and vegetables, and appropriate food preservation and counselling on Community IYCF into nursing curricula mentoring for community storage) maternal and surveillance and among MoHCC policy health clubs level - Facilitate cooking classes for young men and women to child health reporting makers -promotion of women to take - Strengthen and provide promote consumption of locally available nutritious foods nutriton for - Map availability of up positions of leadership ongoing training of water - ongoing counsellling on maternal and child health nutriton for pregnant and reproductive and child within the CHCs point committees preganant and lactating women lactating health services women and their male partners
* IR 1.1.4 Activities from SO 1 contribute towards 'availability of diverse and sufficient foods for PLW and boys and girls under 2 improved' Appendix 3: MTE Key Questions
Illustrative Sources of Secondary data Objective Category Key Questions Sub-questions Illustrative sources of primary data for sub-questions for sub-questions
1. To evaluate the strengths and How well have the project’s No sub-questions weaknesses of project interventions met: the planned implementation and the quality of schedules for FY14 and 15, outputs, in terms of adherence to beneficiary numbers and type and terms agreed by FFP and of their outputs? acceptability and perceived value to What factors promoted or inhibited 1. How well have the project management and monitoring systems informed or target communities, identifying adherence to schedules? impacted project implementation progress for all consortium members ? factors that appear to enhance or 2. To what extent does the community have a clear understanding about the detract from the quality, Category 1 services offered by the project and who are eligible to receive them? acceptability and usefulness of 3. What are barriers and incentives to participation in project activities implementation and outputs (particularly, care group participaton by mothers or caregivers receiving rations; training delivery by community-level trainers) ?
How were problems and challenges No sub-questions managed? [related to planned schedules/ output targets] To date, what are the strengths and 4. How well have gender and environmental considerations been incorporated / challenges of the overall integrated in the project design, management and implementation? (e.g. gender analysis, barrier analysis, project design, 5. How appropriate are targeting criteria for selection of wards/ communities, baseline study, groundwater study, implementation, beneficiaries, and interventions ? outcome monitoring, formative management communication 6. How well did the project adhere to targeting critiera for selecting communities, research analysis) and collaboration? beneficiaries and interventions? What is the extent of inclusion/ exclusion error in What has been the extent of internal beneficiary participation? (consortium) and external 7.How effectively are findings and lessons from formative research, project (government partners, private sector) monitoring, and communty-level complaint and response mechanisms shared and collaboration ? used for program improvement? 8. How well have exit, graduation, and sustainability strategies been developed and how prepared are partners to implement them? Category 2 What factors appear to promote or 9. How do the consortium structure and consortium partner allowances, challenge: management of project assets, procurement policy, staffing policies project operations or effective promote/inhibit implementation, communication and collaboration? collaboration and cooperation among 10. To what extent are resources available and sufficient for program the various stakeholders? implementation (staffing, assests, vehicle, financial) at the aggregate level and across all consortuim partners? 11.What is the extent of and how effective has been collabaoration between consortium members and external partners ( government , private sector, NGOs, PIOs) to avoid overlaps, and leverage on resources and efforts. 12. What factors are contributing to development of relationships with government of Zimbabwe technical departments?
What are the strengths/challenges to 13. To what extent are efforts to integrate technical sectors creating synergy the efficiency of processes? between the technical components (DRR with agriculture and Nutrition; WASH interventions into care groups/care group model). 14. What are the challenges/strengths of distribution management (registrations, distribution frequency, pre-distribution processes, monitoring and reporting, post distribution monitoring). How well do implementation processes 15.To what extent are the projects adhering to the approved EMMP and USAID adhere to underlying principles and gender policy and GoZ intervention-specific policy and guidance ( FFA/ CFA, WASH, regulations (USAID and GoZ) and irrigation). project protocols? 16. To what extent has the project standardized service delivery across geographic locations (e.g., distribution protocols, training curricula and models, beneficiary selection criteria)? What factors in the implementation and 17. To what degree does the project have adequate training materials, an effective context are associated with training approach, adequate human resources and sufficient duration of training in greater/lesser efficiency in producing order to ensure high quality trainings? outputs of higher/lower quality? 18.To what extent is the timing of training and input fairs and distribution Category 3 appropriately aligned to seasonal and geographic considerations? 19. To what degree does the project have appropriate site selection, materials, skills, to ensure community assets and WASH infrastructure that are in compliance to approved design and work norms. Do infrastructure outputs have appropriate sustainability plans and managememt structures? 20. To what degree is the motivation, capacity, and available time of ward-level government officers and community volunteers (e.g.Village Health Workers, lead farmers, lead mothers) sufficient to support and sustain implementation?
Which interventions and 21. To what extent are the following project processes in line with community implementation processes are more or preferences: ration size and composition, transfer modalities(CFA/FFA), frequency less acceptable to and valued by of distribution, cascading training approach, group training approaches; and members of the target communities and decision-making processes for community asset selection. why? 22.What factors facilitate or hinder community buy in?
2. To present evidence of changes What changes do community members 23. To what extent do community members and stakeholders percieve that (intended and unintended) and other stakeholders associate with household nutrition, agricultural production & productivity, and engagement in associated with project interventions the project’s interventions? marketing systems is changing? and outputs, assess how well the 24.To what extent do community members and stakeholders perceive that observed changes reflect the TOC or leadership, household division of labour, decision-making roles, and access and RF and identify factors in the control of resources are changing for men and women? implementation or context that 25. To what extent do community members and stakeholders perceive that impede or promote the observed and communities and households are more resilient in the face of shocks and stressors. intended changes.” Category 4 What factors appear to promote or 26. To what extent are the project assumptions about causal logic and the external deter the changes? environment supporting the implementation as planned? 27. To what extent do community members and stakeholders percieve that project inputs (training, assets, food) are contributing to any noted change?
How do the changes correspond to 28. To what extent do the communities and stakeholders perceive that the those hypothesized by the project’s RF? program is responsive to food insecurity in the targeted communities?
3. To recommend adjustments to the How could the project be modified to No sub-questions TOC/ RF, project design, resource improve its acceptability to targeted allocation, project management, communities or the efficiency and M&E Plan or implementation that effectiveness of its implementation? could improve the likelihood of Category 5 achieving desired results by the How should the project’s RF be refined No sub-questions project’s end – based on the evidence or modified, including adjustments to collected and conclusions drawn for the original critical assumptions? the evaluation objectives above.” Appendix 3: MTE Key Questions MTE Objective Key Questions in Main Body of SOW How well have the project’s interventions met: the planned schedule, beneficiary numbers and outputs?
What factors promoted or inhibited adherence to schedules?
How were problems and challenges managed? [related to planned schedules/ output targets]
1. To evaluate the strengths and weaknesses of project To date, what are the strengths and challenges of the overall project design,implementation, management implementation and the quality of outputs, in terms of communication and collaboration? adherence to terms agreed by FFP and of their acceptability What factors appear to promote or challenge: project operations or effective collaboration and cooperation and perceived value to target communities, identifying factors among the various stakeholders? that appear to enhance or detract from the quality, What are the strengths/challenges to the efficiency of processes? acceptability and usefulness of implementation and outputs How well do implementation processes adhere to underlying principles and project protocols? What factors in the implementation and context are associated with greater/lesser efficiency in producing outputs of higher/lower quality? Which interventions and implementation processes are more or less acceptable to members of the target communities and why? What changes do community members and other stakeholders associate with the project’s interventions? 2. To present evidence of changes (intended and unintended) associated with project interventions and outputs, assess how well What factors appear to promote or deter the changes? the observed changes reflect the TOC or RF and identify factors in the implementation or context that impede or promote the How do the changes correspond to those hypothesized by the project’s ToC or RF? observed and intended changes.”
3. To recommend adjustments to the TOC/ RF, project design, How could the project be modified to improve its acceptability to targeted communities or the efficiency and resource allocation, project management, M&E Plan or effectiveness of its implementation? implementation that could improve the likelihood of achieving desired results by the project’s end – based on the evidence How should the project’s TOC or RF be refined or modified? collected and conclusions drawn for the evaluation objectives above.” Appendix 4: MTE Draft Sampling Frame Ward Sample consideration parameter Ethnicity & Religious Composition: The Migration ( The thresholds scale is based on occurrence of these Program Intervention Development Agri-Zone Hazards are based on program staff sects based on program staff Coverage Overlaps perceptions) perceptions. District Ward 1=Ethnicity: Occurrence of different 1=Floods tribes in the area: the Khoi San, Suthu, 1=Low 1=Nutrition 1=Nutrition 2=Problem Animal 4,5 Kalangas 2=Medium 2=Agriculture 2=Agriculture 3=Human Epidemic Disease 2=Religious: Occurrence of apostolic 3=High 3=Resilience 3=Resilience 4=Animal Disease and Pest sect Mangwe Empandeni 5 3 1,2.3 1 Embakwe 5 3 1,2.3 1 Tshitshi 5 3 1,2.3 1,2,3 Madabe 5 3 1,2.3 1,3 Makhubu 5 3 1,2.3 1 Brunaperg 5 3 1,2.3 1 Maninji 5 2 3 1,2.3 1 Sanzukwi 5 2 3 1,2.3 1 Makorokoro 5 2 3 1,2.3 1 Mambale 5 2 3 1,2.3 1 Bango 5 3 1,2.3 1 Ingwizi 5 3 1,2.3 1,2 Mayobodo 5 3 1,2.3 1 Ngwanyana 5 3 1,2.3 1 Marula(Thornville) 5 3 1 1 Appendix 4: MTE Draft Sampling Frame Ward Sample consideration parameter Ethnicity & Religious Composition: The scale is Migration ( The thresholds are Program Intervention Development Agri-Zone Hazards based on occurrence of these sects based on based on program staff Coverage Overlaps program staff perceptions. perceptions) District Ward 1=Floods 1=Ethnicity: Occurrence of different tribes in the 1=Low 1=Nutrition 1=Nutrition 2=Problem Animal 4,5 area: the Khoi San, Suthu, Kalangas 2=Medium 2=Agriculture 2=Agriculture 3=Human Epidemic Disease 2=Religious: Occurrence of apostolic sect 3=High 3=Resilience 3=Resilience 4=Animal Disease and Pest Gwanda Stanmore 5 1 1,2,3 2 Nyandeni 5 1 1,2,3 2 Simbumbumbi 5 1 1,2,3 Makwe 5 1 1,2,3 1,2 Lushonkwe 5 1 1,2,3 2 Garanyemba 5 2 2 1 1,2,3 2 Guyu/Sengezane 5 2,4 1 1,2,3 2 Selonga 5 2,4 1 1,2,3 1,2 Manama 5 2 2 1,2,3 1,2 Buvuma 5 2 1 1,2,3 2 Halisupi 5 1 1,2,3 2 Mkhaliphe 5 2,4 1 1,2,3 2 Nhwali 5 2,4 2 2 1,2,3 2 Appendix 4: MTE Draft Sampling Frame Ward Sample consideration parameter Ethnicity & Religious Composition: The Migration ( The scale is based on occurrence of these thresholds are based on Program Intervention Development Agri-Zone Hazards sects based on program staff program staff Coverage Overlaps District Ward perceptions. perceptions) 1=Floods 1=Ethnicity: Occurrence of different 1=Low 1=Nutrition 1=Nutrition 2=Problem Animal tribes in the area: the Khoi San, Suthu, 4,5 2=Medium 2=Agriculture 2=Agriculture 3=Human Epidemic Disease Kalangas 3=High 3=Resilience 3=Resilience 4=Animal Disease and Pest 2=Religious: Occurrence of apostolic sect Tsholotsho Sodaka 5 3 1,2,3 Dlamini 5 3 1,2,3 1 Kapani/Mlevu 5 2 2 1,2,3 Dibutibu 5 2 2 1,2,3 Siphepha 5 1 2 1,2,3 Jimila 5 1 2 1,2,3 1 Pumula 5 1,2 1 3 1,2,3 Tshitatshawa 5 1 2 3 1 Mpanedziba 5 2 1,2,3 1 Sikente 5 1 2 1,2,3 Nemane 5 3 1,2,3 1 Manqe 5 1 2 1,2,3 Jahe 5 2 1,2,3 Makaza 5 2 1,2,3 1 Mbamba 5 2 1,2,3 Shaba 5 3 1,2,3 Bubude 5 3 1,2,3 1 Nkunzi 5 3 1,2,3 Tshefunye 5 3 1,2,3 Mdlula 5 3 3 Tshibizina 5 1 1,2,3 Dombo 5 3 1,2,3 1,2 Appendix 4: MTE Draft Sampling Frame Village Sample consideration parameters District Ward Village Access to Services Road Access Population Program Intevention Coverage 1=Extension 1=Tarred 1=Small (Upto 20HHs) 1=Nutrition 2=Health 2=Gravel 2=Medium (between 21 & 60) 2=WASH 3=Mobile network 3=Foot Path 3=Large (Above 61) 3=VSL: Cluster Facilitators 4=Markets a=Good 4=Agriculture Productivity b=Bad -Farming practices -Producer groups -Crop & Livestock 5=FFA/CFA 6=NRM&DRR 7=Household Asset Vouchers 8=Nutrition Gardens Appendix 5: List of stakeholders to be interviewed
Strategic Key Government Stakeholders Private Sector and Project staff objective components District Ward Project beneficiaries Amalima ENSURE Agriculture Village Savings Gender Officer, Councillor , Local VSL members and SO 1 & 2Manager, Field Village Savings & Loans and Loans (VSL) Community leadership secretary, Cluster officer, District Team Field Officer, VSL livelihoods Development Officer, facilitators, Leader, Agriculture and Specialist , VSL Advisor, (Ministry of Women Livestock Coordinator Affairs) Dry-land Extension Extension Workers Lead farmers, Producer Field officer, District Agriculture and farming Officers/Workers (Agritex), groups leaders and Team Leader, Agriculture Livelihoods Technical (Agritex), Councillor , Local members, CA members, and Livestock Manager , District District Officer leadership Garden Committee Coordinator, SO 1 & 2 Agriculture Officer, (Mechanisation Manager ICRISAT Research department) Officer Gardens Extension Extension Workers Lead farmers, Producer Field officer, District Agriculture and Officers/Workers (Agritex), groups leaders and Team Leader, Agriculture Livelihoods Technical (Agritex), Councillor , Local members, CA members, and Livestock Manager , District District Officer leadership Garden Committee Coordinator, SO 1 & 2 Agriculture Officer (Mechanisation Manager department) Livestock Livestock Production Paravet, Councillor , Lead farmer, farmers Field officer, District Agriculture and Department (LPD), Local leadership Team Leader, Agriculture Livelihoods Technical Department of and Livestock Manager , District Veterinary Services, Coordinator, SO 1 & 2 Agriculture Officer, Manager ICRISAT Research Officer Irrigation Extension Extension Workers Irrigation Management Field officer, District Agriculture and schemes Officers/Workers (Agritex), Councillor , Committee, Irrigation Team Leader, Agric and Livelihoods Technical (Agritex), Local leadership Scheme members, Livestock Coordinator, Manager , District District Officer marketing Committees, SO 1 & 2 Manager Agriculture Officer (Mechanisation Production Committees department), Zimbabwe National Water Authority (ZINWA), Zimbabwe Electricity Transmission and Distribution Company (ZETDC) Agriculture Input Ministry of Small and Agritex Extension Agro-dealer Field officer, District Agriculture and and Marketing Medium Enterprises Worker associations Team Leader, Agric and Livelihoods Technical livelihoods Committees, Agro- Livestock Coordinator, Manager , District (continued) dealer members, SO 1 & 2 Manager, Agriculture Officer, Farmers, VIRL Finance Enterprise Development Agriculture Economic Coordinator Advisor/Market Development Officers Post-harvest Agritex, Department Agritex Extension Private companies, Field officer, District Agriculture and and Handling Veterinary Services Worker project beneficiaries, Team Leader, Agric and Livelihoods Technical and marketing (DVS),Mechanisation Marketing Committees, Livestock Coordinator, Manager , District Department, RDC SO 1 & 2 Manager, Agriculture Officer, Enterprise Development Agriculture Economic Coordinator Advisor/Market Development Officers, Business Development Officer, ICRISAT Research Officer Health and 1000 days Community Nurse, Community Nurse, Food Distribution Point Field Officer, District Nutrition Manager, nutrition ration Village Health Village Health Committee, Team leader, Nutrition Specialist, Officers , distribution Workers, EHT, Workers, EHT, Food team leader, Nutrition Commodities Manager, District Environment & Nutrition Sub- Coordinator, CTS Officer Health Officer Committee, Commodities Manager, (DEHO)(Min of CTS Officer Health),Provincial Food & Nutrition Sub-Committee, District Food & Nutrition Sub- Committees Behaviour Community Nurse, Community Nurse, Care group leaders/ Field Officer, District Nutrition Manager, change Village Health Village Health lead mothers, care Team leader, Nutrition Specialist, Officers Workers, EHT, Workers, EHT, Food group clients team leader, Nutrition District Environment & Nutrition Sub- Coordinator Health Officer Committee, (DEHO)(Min of Health),Provincial Food & Nutrition Sub-Committee, District Food & Nutrition Sub- Committees Health and WASH District Development Ward Water Water Point Wash Coordinator, Field WASH officer, Officers nutrition Fund, Provincial Sanitation Sub- Management Officer, team leader (continued) Water & Sanitation Committee , Committees, Pump Sub-Committee, Environmental Minders, Community District Water Health Technician, based Facilitators, Sanitation Sub- Community Health Committee , Clubs Environmental Health Technician, District Environment Health Officer Community Establishment Environmental Councillor and Local WADCOs, VIDCOs, Field Officers, Team DRR and Natural Disaster Risk of committees Management leadership Councillor, Local leader, Environment and Resources Manager, Reduction and trainings Agency, Forestry leadership, DRR Resilience Specialist, SO SO Technical lead, s and Natural Commission, District committees, NRM 1 and 2 Manager Food For Assets Assets Resources Development Administrator, Rural Committees, watershed Officer Management of Plans District Council, Civil Management FFA/CFA Protection Unit, Committees Cash transfer DA, RDC, Councillor, DA, RDC, Councillor, Econet, Cash flow asset Field Officers, Team - Traditional Traditional Beneficiaries, PIT leader, Environment and leadership leadership Resilience Specialist, SO 1 and 2 Manager Food DA, RDC, DA, RDC, Councillor, Traditional - DRR and Natural distribution leadership, PIT Resources Manager, SO Technical lead, s FFA Officer Asset creation DA, RDC, LPD, DA, RDC, LPD, Asset Management Field Officers, Team DRR and Natural and Agritex, Agritex, Committee, Plot leader, Environment and Resources Manager, Commissioning Mechanisation , Dept Mechanisation , Dept holders, Asset Resilience Specialist, SO SO Technical lead, s of Irrigation, EMA, of Irrigation, EMA, beneficiary/users 1 and 2 Manager FFA Officer Veterinary Dept Veterinary Dept Establishment DA, RDC, LPD, Councillor, Local WADCOs, VIDCOs, of committees Agritex, Leadership, Councillor, Local and Trainings Mechanisation , Dept leadership, DRR of Irrigation, EMA, committees, NRM Veterinary Dept Committees, watershed Management Committees Project Econet, Cash flow asset COP COP management Beneficiaries, PIT DCOP DCOP Finance Manager Finance Manager M & E and learning M & E Manager Manager, District M and E Nutrition M and E Officers, Coordinator, M and E CARE Deputy Country AFRICARE Officer In- Director, CARE Charge, AFRICARE Programs Manager, Finance and Admin SNV Agriculture Sector Manager, ORAP CEO, Leader, SNV Program ORAP Finance Manager, Manager, SAFIRE DABANE Trust country Program Manager, Director, DABANE SAFIRE Technical Program Manager, IMC Leader Regional Director, MANOFF SBCC Coordinator, CNFA Senior Programs Officer, Program Officer
Appendix 6: MTE Secondary Data Source List Document Amalima ENSURE Internal Documents Amalima Development Food Assistance for Zimbabwe Response to FFP-FY13-0001-Final Submission Project Proposal Design Budget Budget Budget Notes Budget Notes Amalima DIP DIP Amalima DIP narrative ENSURE DIP narrative PREP Amalima IPTT revised 21July IPTT Amalima PMP revised 22July PMP Amalima EMMP EMMP Baseline Study of Title II Development Food Assistance Baseline Study of Title II Development Programs in Zimbabwe Food Assistance Programs in Zimbabwe Amalima Gender Analysis Report Gender Analysis STRATEGIC OBJECTIVE ONE FORMATIVE RESEARCH REPORT CONSERVATION AGRICULTURE ADOPTION AND SUSTAINABILITY, COMMERCIALIZATION OF CATTLE PRODUCTION, AND VOUCHER USE Barrier Analysis STRATEGIC OBJECTIVE THREE Studies FORMATIVE RESEARCH REPORT INFANT AND YOUNG CHILD FEEDING, CARE SEEKING, AND WATER/SANITATION/HYGIENE Water capacity study Irrigation Feasibilty Study goat value chain study WASH PHC Assessment white sorghum value chain study Agro Dealer study cow peas value chain study indegenous chickensvalue chain study ground nuts value chain study sugar beans value chain study FY14 ARR FY14 ARR FY15 ARR FY15 ARR Program Reports Quarterly Reports Quarterly Reports ZIMAHEAD CNFA Monitoring Report Health Harvest ToT Report Outcome monitoring Report PDM Reports Commodity CTS Reports CTS Reports Distribution Reports Food Distribution Summary Reports Food Distribution Reports Distribution Plans Distribution plans Organogram Organogram Project area maps project area maps Detailed Data flow maps Data flow maps Households and Assets Beneficiary Amalima Beneficiary Data base system Management and VS&L MIS VS&L MIS M&E monitoring tools monitoring tools Outcome monitoring Data collection Outcome monitoring forms tools Amalima Field manual for Programme Indicators Complaints and Response mechanisms PIRS PIRS Healthy Harvest Manual Healthy Harvest Manual Care Group guidance_adapted for Zim VHW Implementation guide Breastfeeding manual Ensure Staff Implementation guide Child feeding manual counselling cards martenal nutrition manual care group client handbook training protocols for all SO1 protocols Community Based Manangement of water sanitation facilities Manual ZIMAHEAD Participatory Health and Hygiene gender implementation guide for field Promotion toolkit staff_SO3 gender implementation guide for field gender strategy staff_SO1 gender implementation guide for field gender fact sheets staff_SO@ nutrition strategy Conservation Agriculture PHHE toolkit and manual PHAST(Participatoty hygiene and Livestock Nutrition sanitation transformation manual) Breed Improvement Community Based Management Livestock Health DRR Manual Horticulture ESC manual Rangeland Management Asset Management manual Vulneravility and capacity Assessment Warehouse management manual DRR Planning and monitoring Natural Resource Management Implementation Small Grain Production (Sorghum; Pearl millet; cow guidelines and peas and groundnuts) Food Resouce Manual protocols Post Harvest Handling Warehouse management manual CFA, Matching grants and Household Asset Vouchers Guidelines Rodent Control Manual VS&L Modules (1-7) Procurement manual Commodity Management Guidelines CTS Installation and user guide manual Fumigation Management and Monitoring Plan Environmental compliance guide CTS Installation and user guide manual Goat production by ICRISAT
Producing healthy groundnuts by ICRISAT Groundnuts production by ICRISAT Conservation Agriculture by ICRISAT Goat farming as a business by SNV Farming as a Business manual b by SNV SPM by CARE Cluster facilitator’s manual by CARE VS&L Manual by CARE Groundnut standards and grades by KTA/ SNV Sugar bean standards and grades by KTA/SNV Market standards for Indigenous chickens by KTA/SNV White sorghum standards and grades by KTA/SNV External ZIMVAC 2015 Zimbabwe Demographic and Health Survey 2010-11 2014 MICS key findings Report Zimbabwe National Nutrition Survey 2010 National Nutrition Strategy The 2012 Zimbabwe National Micronutrient Survey Report National WASH Strategy National Food and Nutrition Security Policy Essential Nutriton Actions Zimbabwe Population Census 2012 EMA state of the environment report 2013/14 Field crops handbook by FAO Skills farmers need for organising & managing groups by CRS External Keeping village poultry by FAO FAO Conservation Agriculture Small Holder Crop post production management training manual; maize small grains and groundnuts Small Stock Management Business Management Training Manuals Agro-dealer Technical Training Manual Agro-dealer training manual Fruit & vegetable processing by UNIDO ZIMASSETeconomic blueprint National Climate Change Framework Appendix 7: Required Format for Draft and Final Report
Appendix 7 – Required Format for Draft and Final Report
Executive Summary
Introduction • Background • Objective/purpose of the evaluation
Brief description of the program • Brief description of interventions by technical sectors for each project (ENSURE and Amalima)
Evaluation Methodology
Limitations to the Study
Key findings – evidence-based results
ENSURE • Project implementation (corresponds to Objective 1 in SOW) o Planned vs. realized targeting and output delivery o Project design, implementation, management communication and collaboration o Relevance and efficiency: Technical area 1/ SO1 o Relevance and efficiency: Technical area 2/ SO2 o Relevance and efficiency: Technical area 3/ SO3 • Observed change resulting from project implementation (corresponds to Objective 2 in SOW) o Evidence of early change: Technical area 1 / or SO 1 o Evidence of early change: Technical area 2/ or SO2 o Evidence of early change: Technical area 3/ or SO3
Amalima • Project implementation (corresponds to Objective 1 in SOW) o Planned vs. realized targeting and output delivery o Project design, implementation, management communication and collaboration o Relevance and efficiency: Technical area 1/ SO1 o Relevance and efficiency: Technical area 2/ SO2 o Relevance and efficiency: Technical area 3/ SO3 • Observed change resulting from project implementation (corresponds to Objective 2 in SOW) o Evidence of early change: Technical area 1 / or SO 1 o Evidence of early change: Technical area 2/ or SO2 o Evidence of early change: Technical area 3/ or SO3
Conclusions (based on evidence of change reported in Key Findings Section) • Meta Level for DFAP Program (overarching for both projects) • ENSURE-specific Appendix 7: Required Format for Draft and Final Report
• Amalima-specific
Recommendations (based on conclusions) • Meta Level for DFAP Program (overarching for both projects) • ENSURE-specific • Amalima-specific
Appendices • References • Evaluation SOW • Team composition and responsibilities • Evaluation plan and schedule • Evaluation tools • List of sites visited • List of key informants and communities visited • Indicator performance tracking table (IPTT)