TERMS OF REFERENCE
Independent Review to Evaluate Capacity Development Support Program (CDSP)
I. BACKGROUND
OF CAPACITY DEVELOPMENT SUPPORT PROGRAM (CDSP)
Australia-Indonesia Facility for Disaster Reduction (AIFDR) is a
partnership model between Australian Development Cooperation and Indonesia
Disaster Management Agency. The partnership is strengthened through technical
assistance namely the Capacity Development Support Program (CDSP) with the
first batch of the consultants recruited in January 2012. CDSP works through
placement of consultants in various directorates/sections where they are
embedded in.
CDSP started from a need meets opportunity. From
BNPB’s request of 7 positions, it developed into 17 strategic positions and
currently more positions are considered. With the capacity assessment embedded
in each consultant’s TOR, AIFDR has got a better idea of BNPB and selected Provincial
BPBD’s capacity, and what needs to be done to improve their capacity. This was
not a possibility before, since no one has the opportunity to capture the
capacity from within the agencies. The size of the project is now close to
AUD3.4 Million and expected to expand to another AUD 2.7 Million for the next
16 months.
To illustrate what CDSP has done and trying to do, the
World Bank model below reflects on what we have been trying to do. Although we
did not intentionally use the following model as CDSP methodology, the process
is similar to the model. But rather than using the agents of change within the
organization, we implant the agents of change into the organization so that
they can infect the suitable people within the organization to become the
agents of change.
CDSP is the first AIFDR’s program where AIFDR place
quite a number of consultants in a government agency. The management and
administration support for the consultants and their capacity development
activities are managed by HK Logistics, and the salary payments are made by PT
CMM (Citra Mitra Mandiri). Both are managing contractors which are hired by
AIFDR.
Because of the strategic value of CDSP, AIFDR has
taken a more hands-on approach, from the recruitment of the consultants,
capacity assessment, development of the work plan and monitoring-evaluation.
This bring a consequence on Program Manager time to AIFDR, while at the same
time presents a good opportunity to learn on how to better manage the program
if AIFDR would like to stay influential and when the relationship is vital to
the program.
As CDSP has taken more into shape, a stronger
Monitoring and Evaluation is being established. From the start, an M-E Advisor
is hired part-time to assist the consultants in developing their capacity
development plan and sources to measure and verify their achievements. Based on
the Mid Term Review conducted in April-May 2013, a coordinator was appointed to
build a better synergy and management of the program. Recently a strategic
planning process was completed and a document is produced to provide direction
to the program. As part of the efforts for a more robust programming, an external
review will be done in order to get the understanding of the program
achievement in an objective manner and to get a fresh perspective on how the
program should move forward.
II. OBJECTIVES
OF THE INDEPENDENT REVIEW
After 2 year of program implementation, AIFDR would
like to review the program and conduct a review of the program with the
following objectives:
· To get an
overview of key achievements and/or outcome of CDSP against planned outputs and
outcomes and other emerging outcomes.
· To get some
lessons learned on the enabling and inhibiting factors that are influencing the
effectiveness and efficiency of the CDSP for future programming.
· To get
recommendations on the most effective way for CDSP to be programed to achieve
its goal that is to increase BNPB’s capacity.
The results/findings of this evaluation will be used
to inform future CDSP Design and implementation approach.
III. KEY
QUESTIONS
3.1 CDSP Achievements
· Is the Program Relevant, effective,
efficient and potentially sustainable?
· To what extent the CDSP has built the
capacity of BNPB and selected BPBDs?
o Which capacity building approaches
(employed by different technical advisers/consultants) work well and which don’t
work well?
o What factors influencing the success
of the capacity development efforts?
o What need to be considered to avoid
capacity substitution?
· What are the advantage and disadvantage
of the current approach?
3.2 Recommendations and Options for
the Future Programming
· Is the program still relevant for both
BNPB, target BPBDs and AIFDR?
· What could be done better to improve
the effectiveness of the approaches, learning from the current achievements?
· What could be done better to improve
the efficiency of the CDSP, in terms of the implementation management
arrangement (programming approach, monitoring and evaluation, governance)?
· What kind of sustained outcomes that
we should realistically aim in CDSP for future intervention (in the next 4
years)? (What are the indicators when BNPB are mature enough, to go on their
own and the capacity development support program no longer needed?)
IV. TIMELINE: March-April 2014.
Contingency:
there is a possibility that the report needs to be summarized. When that
happens, additional number of days up to 3 days to develop a summary report
will be provided.
Field visits are needed to West Sumatera, East Java,
South Sulawesi and NTT.
V. Reporting
Requirements
Evaluation
Plan
The Review Team will develop an evaluation plan that
will describe the overall design and methods of the review. The plan will
include: the detailed methodology to be used; the process
for data/information collection and analysis, including tools for data
collection; identification of resource persons to be interviewed;
identification of any limitations; allocation of tasks of the evaluation team;
any required guidance for the development of a schedule of activities;.
Interim
Report
The review of this program is important to inform the future
design of AIFDR, therefore it is expected that an interim report is to be
submitted immediately after the visits in Jakarta. This is to provide the snapshot
of how the program is doing, from the documentations and interviews with
consultants and BNPB (in Jakarta).
Presentation/Aide
Memoire
The Review Team Leader will submit and present a
presentation or an Aide Memoire on key findings upon completion of the
in-country mission.
Independent
Review Report
At the maximum of 6 working days to process the data,
write and submit the draft MTR Report (max 30 pages in length, excluding
annexes). AIFDR will provide feedback to
the Evaluation Team within 10 days upon receipt of the draft report. The Team
Leader will then submit the Final Review Report up to two weeks later after
receiving feedback from AIFDR. The Review Report should meet the DFAT M&E
Standards for Evaluation Report.
VI. REPORTING
AUDIENCE
The audience of the report will be AIFDR and BNPB.
When there is sensitive information found during the review mission, a more
sensitive report/summary shall be considered.
VII. Key
Documents
Key documents will
be provided by DFAT to the Review Team at commencement of the assignment as
below:
1. TORs, CVs, Capacity Gap Assessments, Annual Workplans and Reports of
each position.
2. The Concept Note of DRM in Indonesia (for AIFDR Phase II).
3. Organizational Assessment Analysis (confidential).
4. MTR Report 2012
5. CDSP Strategic Plan.
6. Improving Performance of Disaster Management Agencies in Indonesia:
Rapid Organizational Assessments of BNPB and BPBD (an analytic paper to develop
for Phase II AIFDR Design).
Please kindly refer to the attached documents
(Expression of Interest & SBF for Independent Review). You must complete
both the SBF and EoI forms and submit them along with your CVs and a sample of
your publication or research report by email to
hrhklogistics@yahoo.comwith the subject line: Independent Review
<Your Name>, no
longer than 10 April 2014.Late or
incomplete applications will not be processed further. We will only contact
applicants who have been short-listed for interview in Jakarta.
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