The MTR team will consist of one independent consultant with
experience and exposure to projects and evaluations globally and in the region of
the project.
The MTR consultant will
first conduct a document review of project documents (i.e. Project Document, PIF, ESSP, PIRs, Project Executive Group meeting
minutes, etc.) provided by the Project Team and
Commissioning Unit. He/she will then participate in a MTR initiation briefing to
clarify his/her understanding of the objectives and methods of the MTR,
producing the MTR inception report thereafter. It is expected that as part of
the MTR, the MTR consultant will undertake an MTR mission, which will consist
of interviews with the Project Team and other project stakeholders and,
possibly, site visits.
The MTR consultant
will assess the following four categories of project progress and produce a
draft and final MTR report. See the Guidance
For Conducting Midterm Reviews of UNDP-Supported, GEF-Financed Projects (attached) for requirements on ratings. No overall rating is required.
1. Project
Strategy
Project Design:
- Review the problem
addressed by the project and the underlying
assumptions. Review the effect of any
incorrect assumptions or changes to the context to achieving the project
results as outlined in the Project Document.
- Review the relevance of
the project strategy and assess whether it provides
the most effective route towards expected/intended results.
- Review how the project
addresses country priorities
- Review decision-making
processes
Results Framework/Logframe:
- Undertake a
critical analysis of the project’s logframe indicators and targets, assess how “SMART”
the midterm and end-of-project targets are (Specific, Measurable, Attainable,
Relevant, Time-bound), and suggest specific amendments/revisions to the targets
and indicators as necessary.
- Examine if progress so
far has led to, or could in the future catalyse beneficial development effects
(i.e. income generation, gender equality and women’s empowerment, improved
governance etc...) that should be included in the project results framework and
monitored on an annual basis.
2. Progress Towards Results
- Review the
logframe indicators against progress made towards the end-of-project targets;
populate the Progress Towards Results Matrix, as described in the Guidance For Conducting Midterm Reviews of
UNDP-Supported, GEF-Financed Projects; colour
code progress in a “traffic light system” based on the level of progress
achieved; assign a rating on progress for the project objective and each
outcome; make recommendations from the areas marked as “not on target to
be achieved” (red).
- Compare and analyse the
GEF Tracking Tool at the Baseline with the one completed right before the
Midterm Review.
- Identify remaining
barriers to achieving the project objective.
- By reviewing
the aspects of the project that have already been successful, identify ways in
which the project can further expand these benefits.
3. Project Implementation and Adaptive Management
Using the Guidance For Conducting Midterm Reviews of
UNDP-Supported, GEF-Financed Projects;
assess the following categories of project progress:
- Management
Arrangements
- Work Planning
- Finance and
co-finance
- Project-level
monitoring and evaluation systems
- Stakeholder
Engagement
- Reporting
- Communications
4. Sustainability
Assess overall risks to sustainability
factors of the project in terms of the following four categories:
- Financial risks
to sustainability
- Socio-economic
risks to sustainability
- Institutional
framework and governance risks to sustainability
- Environmental
risks to sustainability
The MTR consultant will
include a section in the MTR report setting out the MTR’s evidence-based conclusions, in light of the findings.
Additionally, the MTR
consultant is expected to make
recommendations to the Project Team. Recommendations should be succinct
suggestions for critical intervention that are specific, measurable,
achievable, and relevant. A recommendation table should be put in the report’s
executive summary. The MTR consultant/team should make no more than 15
recommendations total
Expected Outputs and Deliverables
The MTR consultant
shall prepare and submit:
- MTR Inception
Report: MTR team clarifies objectives and methods of the Midterm Review. To be
sent to the Commissioning Unit and project management. Approximate due date: March
8th 2018
- Presentation:
Initial Findings presented to project management and the Commissioning Unit at
the end of the MTR mission. Approximate due date: April 14th 2018
- Draft
Final Report: Full report with annexes. Approximate due date: May 1st
2018
- Final
Report*: Revised report with annexed audit trail detailing how all received
comments have (and have not) been addressed in the final MTR report. To be sent
to the Commissioning Unit within 10 days of receiving Commissioning Unit
comments on draft. Approximate due date: May 30th.
The Final report
will be presented at the CLME+ Project Steering Committee Meeting (planned for June
2018), where final comments to the report can be incorporated until June 30th
2018.
*The
final MTR report must be in English. If applicable, the Commissioning Unit may choose to arrange for a
translation of the report into a language more widely shared by national
stakeholders.
Institutional Arrangements
The principal responsibility for managing this
MTR resides with the Commissioning Unit. The Commissioning Unit for this project’s
MTR is UNOPS ECR WEC.
The Commissioning Unit
will contract the MTR team and ensure the timely provision of per diems and
travel arrangements for the MTR team. The Project Team will be responsible for
liaising with the MTR team to provide all relevant documents, set up
stakeholder interviews, and arrange field visits.