• Overdue Aug 8, 2024

    Terms of Reference for the Mid-Term Review of the Inclusion and Sustainability Project

    Employer: Rwanda Union of the Blind (RUB)
    Rwanda Union of the Blind is a local non-governmental organization legally operating in Rwanda since 1995. It is registered with Rwanda Governance board under the legal personality no 60/05 of 16/03/1995 to work towards the improvement of the living conditions of persons with visual impairment in Rwanda. See more
    Posted: 2 August 2024
    Share

    Terms of Reference for the Mid-Term Review of the Inclusion and Sustainability Project HP 129-320

    1. Background

    RUB and the Danish Association of the Blind (DAB) have a long partnership history and each of the project collaborations has brought significant results and learnings to advance the rights and opportunities for BPS persons in Rwanda. The partnership has lasted 26 years, and RUB has within this period developed into a relatively strong and well-established organisation, which manages to ensure significant results for its membership. Focusing on building a strong organisation across the country and on the fundamental empowerment of BPS persons also calls for a sound and clear approach for how to sustain the strength in the long run in a context with limited government support. This includes how to ensure that BPS persons are not left behind but rather still increasingly included in society.

    The last two DREAM project collaborations worked towards this end, and this new project which runs from January 2023 to December 2025 is intensifying the focus on building the sustainability of RUB to prepare the organisation for the exit of funding through the Disability Fund, while still maintaining RUB’s position and programmes. Especially the results and learnings from the two DREAM projects, documented in e.g. the DREAM I midterm review and final assessment reports have informed the project design. All have been revisited and writing down in ‘sustainability road map’ developed in a partnership workshop in July 2022.

    In light of the upcoming planned DAB exit from Rwanda, this Inclusion and Sustainability project seeks to bring about a positive change where RUB maintains its position as the mouthpiece of BPS persons in Rwanda while building resilience and sustainability at three levels with the following outcomes:

    Outcome 1: By December 2025, RUB has ’a critical mass’ of mutually supportive (near) sustainable branches, which to a large degree can operate independently or with limited support from national leadership and secretariat. Specifically, the 12 project branches will each have a team of qualified local volunteer trainers, who each have trained min. 20 persons in O&M, kitchen garden and animal husbandry. Besides, some branches will have established cooperatives and all have accessed loans through government or mainstream financial services for establishment of IGAs to support individuals and branch operations. More than 1/3 of members have benefitted from official social protection and poverty alleviation programmes and/or been included in NGO mainstream development initiatives. Furthermore, RUB will have a tested comprehensive model for a low-cost approach for branch sustainability and cross-branch learning in place for broader roll-out.

    Outcome 2: By December 2025, MRCB has been consolidated as a centre offering rehabilitation and certified vocational training to BPS persons. This will both provide an essential training opportunity to BPS persons for socio-economic empowerment and – while moving towards full sustainability – will within the project period, lead to at least one new source of income through governmental or private contributions. Income generated at the centre will have diversified and increased in support of the MRCB rehabilitation programme, collectively leading to 30 rehabilitation students covered through non-project means in the third project year (50% of intake).

    Outcome 3: By December 2025, RUB has strengthened ability to uphold national organisational structures and raise increased and diversified funding for member services. Specifically, RUB is able to uphold democratic governance structures in a cost-effective manner with 50% self-financing including through increased membership fees. The organisation is guided by strategic priorities, has tested innovative fundraising for non-restricted income and has located significant new funding for inclusive education interventions from a new donor. This and at least one other ‘reliable’ donor (support for minimum 3 years) is contributing to staff and core costs.
    The inter-influence of the three outcomes means that each of the outcomes influences the other outcomes and at the same time, the three outcomes collectively work towards the overall sustainability of RUB. As such, stronger and more independent branches (outcome 1) with members who are empowered through rehabilitation and vocational training (outcome 2) and with access to local inclusive development programmes (outcome 1), the local branches can maintain their level of sustainability, contribute to other branches’ development and contribute to upholding national organisational structures (outcome 3). At the same time, with MRCB as a consolidated centre for rehabilitation and vocational training for BPS persons (outcome 2) RUB can continue to provide essential rehabilitation services to its members and access to vocational training for socio-economic development (outcome 1). Moreover, MRCB will be evidence and a showcase for RUB advocacy work and cement RUB’s position as the representative organisation for BPS persons and ‘go-to’ organisation for advice on inclusion of BPS persons, also contributing to attract other donors (outcome 3). Finally, with a RUB, which can uphold its organisational structures and decrease its vulnerability in terms of financial sustainability (outcome 3), RUB will be able to continue to support the local branches and their members as the core of RUB (outcome 1).
    The project has almost been ongoing for 1,5 years and it is time to review the progress of the project and hence we wish to hire an external consultant to conduct a mid-term review.

    2. Objectives of the Midterm Review (MTR)

    The purpose of the MTR is to:

    • • Assess and track project progress in relation to implementation of project plans and activities, and to analyze the progress against the targets;
    • • Assess the overall effectiveness of the methods, tools and resources applied and available for the implementation of the project;
    • • Assess project results vis-à-vis methods and strategies and make recommendations based on actionable documented learnings from the mid-term process for future project adjustment.
    • • Access whether the sustainability road maps are useful and leading towards real sustainability for RUB.

    The MTR will examine to which extent the project is on course to producing the planned results, and thus achieving its objectives. Findings and recommendations based on identified learnings will be used to guide project implementation for the remaining project period.

    2. Output

    • • An inception note presenting an interpretation of the ToR and the conceptual framework to be used in the review, the key evaluation questions and methodology, including interview guides.
    • • A lessons learned log, detailing the blocks of learnings (challenges and successes and adaptations) gathered from project documents, field visits, and discussions with RUB resource persons and DAB project manager updated with simple but actionable recommendations.
    • • A debriefing note that summarises the findings, learnings and recommendations of the MTR. The debriefing note will be presented at a meeting with RUB and DAB at the end of the review mission.
    • • An MTR report, presenting findings, conclusions and recommendations of not more than 20 pages, excluding annexes and executive summary as well as the learning log. The report shall comprise an executive summary of not more than three pages. Conclusions, recommendations and the learning log shall be stated in a separate section. The conclusions must be based on clear evidence gained from the evaluation process with defined footprints of gained insights either from project documents or interviews with staff, leaders and beneficiaries.
    • • An up-to-date LFA with status column measuring in concrete terms the targets of the project goals.
    • • An up-to-date sustainability road map

    4. Scope of Work

    The MTR shall comprise but not necessarily be limited to the following areas:

    • • Assess whether the project objectives are on track with needs and key priorities of the beneficiaries.
    • • Assess whether the project is moving towards reaching its objectives., including but not limited to:
    • • To what extent are activities on track and targets likely to be reached (incl. up to date LFA status and up-to-date sustainability road map)?
    • • To what extent are activities sufficient and appropriate to realize agreed outputs?
    • • To what extent is it likely that the project will have the planned impact taking into consideration the available resources and adopted methods and strategies in use?
    • • Assess the technical quality of the project activities and the effectiveness and appropriateness of methodologies and approaches applied., including but not limited to:
    • • To what extent are approaches and methodologies having the intended effects or are adjustments needed?
    • • To what extent has the use of ToT supported in reducing activity cost and facilitated a means to obtain a multiplier effect in terms of reach and beneficiaries?
    • • To what extent are specific learnings related to the use of ToT documented and used for adjusting project approaches and methods?
    • • To what extent are the new approaches relating to the establishment of cooperatives effective in relation to future capacity and resource sustainability considerations?
    • • To what does the Sister-Network of branches create exchange of knowledge and experiences which boost the branches and their development and sustainability?

    o To what extent does RUB exploit the potential of MRCB as an income generating unit/business?
    o To what extent are the vocational training at MRCB empowering BPS persons once they are back home in their communities?
    o To what extent is RUB working with relevant stakeholders to ensure funding for the future?

    • • Assess documented effects of efforts and learnings in interventions to decentralise the organisation for increasing membership mobilisation and for the engagement of members in branch activities, the efforts to strengthen capacity of branches, as well as the adequateness of communication flow between the various levels of the organisation., including but not limited to:
    • • To what extent is member registration and mobilization systematized?
    • • To what extent are local executives taking lead in the engagement of members and community stakeholders?
    • • To what extent are experienced county branch leaders supporting and mentoring district leaders in implementation of activities at district level?
    • • To what extent are learning platforms/sister branch network across branches supporting experience sharing within the project and supporting project goals?
    • • To what extent is reporting mechanisms from branches to headquarters serving to enhance transparency and communication flow?
    • • To what extent are gender considerations becoming more embedded throughout the organisation because of increased awareness on gender-related trainings?
    • • To what extent are women playing more active roles in performance of functions within the branches and at national level?
    • • Assess the effectiveness and results of advocacy efforts, at both national and local level., including but not limited to:
    • • Is RUB successful in bringing blindness issues forward in relevant fora and processes?
    • • To what extent is coordination and collaboration taking place with NUDIPO and NUDOR at national and local level?
    • • To what extent are strategic alliances outside the disability movement established and utilised regarding promotion of advocacy targets?
    • • To what extent has RUB made a routine for collecting success stories and violations, data and results for use in strengthening evidence-based advocacy?
    • • Assess the effectiveness and results of awareness and community sensitization activities., including but not limited to:

    o To what extent is RUB an acknowledged community stakeholder and being involved in relevant activities and fora?
    o To what extent are there indications that awareness on blindness issues is increasing in the targeted district and communities?
    o To what extent is sensitization and awareness activities generating a positive impact on members’ living conditions?

    • • Identify good practises within project approaches and methodologies applied this in particular with regard to a) branch strengthening, b) vocational training, and c) access to local county development fund and local resources from service providers and institutions.
    • • Assess quality and effects of methods applied for sharing of experiences and learning., including but not limited to:

    o To what extent is new knowledge from trainings and empowerment activities being shared among a wider group of executives/members?
    o To what extent are branch meetings and member activities used to share experiences and learning?
    o Is learning being used to adjust approaches and methodologies?

    • • Assess the effectiveness of project practices, including M&E procedures and gathering of documentation., including but not limited to:
      o Are procedures and mechanisms followed and have led to effective implementation and learning?
    • • Assess the degree to which financial resources and inputs (funds, expertise, time) are converted to the expected outputs.
    • • Assess the degree to which the partner at all relevant organisational levels has obtained ownership of the project.
    • • The MTR will cover 6 project districts which are Kicukiro (Nyarugunga), Rusizi (Giheke), Karongi (Rubengera&Rugabano), Rulindo (Mbogo), Rubavu (Gisenyi), Musanze (Remera) and Ngororero (Nyange) and will target persons with visual impairment from the branches, graduates from MRCB, TOTs, members who have been trained by TOTS and RUB management team.

    5. Method of work

    The following methodologies should be applied:

    • • Desk review to be undertaken by the consultant before starting the field work and relevant documentation to be studied (refer to section 8 below);
    • • Field visits to four project branches (Giheke Mbogo, Nyange, Kibumbwe and Rubengera, branches)
    • • An online meeting with DAB and RUB, if necessary, after the first round of visits to the branches to discuss interview guides and the need for adjustments to the guides if necessary, after the first field visit.
    • • Telephone interviews with leaders of at 3 additional branches (Nyarugunga, Rugabano and Gisenyi branches);
    • • Participatory methods to generate input from beneficiaries;
    • • Interviews with key stakeholders, including at national level as well as local authorities;
    • • Consultations and interviews with key RUB staff and board members (President, Executive director, project coordinator, MRCB Director, accounts person) and selective national executive committee members;
    • • Online interview with DAB project manager to obtain DAB’s impressions of the project successes and challenges and partnership-related issues, as well as a general reflection of the review process so far;
    • • Debriefing meeting with RUB staff and executive members;
    • • The draft report will be distributed to RUB and DAB for comments and further discussion. After receiving the comments, the Consultant will finalise the report and submit to RUB and DAB.

    6. Time frame

    • • The review will take place in August and September 2024 and will include an estimated total of 24 days, including 4 days for preparation/inception report, 12 days of fieldwork (starting around 10. August), 2 days of meetings in Kigali and 4 days for compilation of results.
    • • Submission of inception report (approx. 3-4 pages excl. annexes) by 13 August 2024 with feedback by RUB and DAB by 16 August 2024.
    • • An online meeting with RUB and DAB after the first round of visit to two branches, to present initial impressions and adjust interview guides, methods and timelines if necessary.
    • • An online meeting with RUB and DAB midway through the field work to present preliminary findings.
    • • Zoom/phone meeting with DAB project manager to gain DAB’s perspective. To be done after completion of all field visits and telephone calls to branches.
    • • Submission of debriefing note by the end of the field visit and after conducting all interviews, around 2. September 2024.
    • • Conduction of a debriefing meeting to be held with key RUB staff/executive members, where the debriefing notes will be discussed along with the initial presentation of the learning log with feedback collected from participants to be used by consultant in finalising the learning log and preparing the report of the review. The debriefing workshop will take place around 16. September, if possible, physically in Kigali along with the participation of DAB project manager.
    • • The draft report will be delivered to RUB and DAB no later than 18. September.
    • • RUB and DAB will provide feedback by 20 September.
    • • The final report of the review exercise, reflecting comments from RUB/DAB will be submitted by consultant no later than 26 September 2024.

    7. MTR consultant and RUB team

    The MTR will be carried out by an external consultant. The consultant should hold documented extensive experience with review and evaluations of grass roots membership organisations and development projects. Further, the consultant should ideally be well acquainted with disability issues and the legal framework related to disability, health and social security issues.

    The RUB resource persons involved in the MTR are INPUT (president), Executive Director, INPUT (project coordinator) and INPUT (accounts person).

    The DAB resource person is project manager Clarissa Alexandersen Berg who will be the key contact person and will participate in online meetings midway in field visits, and most likely participate in person in the debriefing exercise. Clarissa will be responsible for providing comments on the final draft report.

    8. Key Documents

    The documents, which will be made available for the MTR during the preparation period, include the following:

    • • Project documents and supporting documents, including logframe with status update;
    • • Updated budget, including expenditures to date;
    • • Plans of action/implementation plan;
    • • Sustainability Road Map
    • • M&E plan and tools, monitoring reports, beneficiary registries;
    • • Annual reports, status reports to DPOD.

    APPLICATION PROCESS AND DEADLINE

    All interested candidates should send their motivation letters and resume in sealed envelopes and marked “Mid- Term review/ Inclusion and Sustainability project” and address your application to the Executive Director of RUB. Applicants are encouraged to submit their hard copy application documents to RUB office not later than Thursday 8th August, 2024, 4pm.

    Only hard copies will be accepted and shortlisted applicants will be contacted for an interview. In case you do not hear from us within 10 days after the application closing deadline, consider your application unsuccessful.

    No unsolicited communications from applicants will be accepted before or during the recruitment process and any queries relating to this application should be directed to rubura1994@gmail.com.
    We look forward to receiving your applications.

    Dr. Donatilla KANIMBA
    Executive Director, RUB

RELATED JOBS

Popular Jobs

  • TORs - Tender for the provision of hotel accommodation and meeting facilities services to Rwanda Union of the Blind-RUB
  • 6 job vacancies - ICPAR
  • 34 job positions - EDCL
  • Global Gender Lead [Fixed-Term] - One Acre Fund
  • Recruitment of a Consultant to Conduct a Survey on Digital Accessibility for Persons with Visual Impairment