Title of the assignment: Increased access to digital skills and business development support project in Dadaab (RESI 2)**

Country: Kenya

Duration: June – August 2021

1 Background information

1.1 Background on the context

Kenya remains the third largest refugee host country in the Horn of Africa Region. There are over 208,000 refugees, mostly of Somali origin, in Dadaab camp. It is estimated that 25% is made of the youth and young adults aged 15 – 35 years. Since December 2014 the United Nations Refugee Agency (UNHCR) has supported a voluntary repatriation programme for Somali refugees under the framework of a Tripartite Agreement with the governments of Kenya and Somalia. More than 80,000 Somali refugees, the majority from the Dadaab camp, have returned under this agreement although the pace of return has slowed significantly since 2017 (only 6,300 movements were recorded in 2018 from Dadaab). Recent assessments conducted by NRC with Impact Initiatives in Dadaab revealed that 44% of the population have no future return intentions and a further 39% would only consider return if there was a substantial change in the situation in Somalia (access to services, humanitarian situation and security context).3At the same time access to resettlement has continued to decline for even the most vulnerable refugees in Kenya. Garissa County, and the Dadaab and Fafi sub-counties which surround Dadaab camp, are therefore likely to host a residual refugee population of between 150 – 200,000. It is this population who are in need socio-economic integration into the local areas and the surrounding host community require development support. Due to Kenya’s encampment policy, refugees cannot seek work outside Dadaab and income-earning opportunities in the camp remain limited. Despite the camp having been operational for over 25 years, more than half of refugee households recently assessed by NRC in Dadaab reported that humanitarian assistance is their main source of livelihood and reliance on humanitarian Aid. The situation of the host community in Garissa County is not much better. The Garissa County population is projected at 884,000 according to the Kenya National Bureau of Statistics 2018 figures and 66% of Garissa’s population are living in poverty. Overarching challenges limiting sustainable livelihood opportunities have been identified and include weak vocational and entrepreneurial skills, limited capacity for business development and entrepreneurship and soft skills training, and obstacles within the business environment, such as the lack of information and relevant partners with whom to create business partnerships. Moreover, refugees have limited access to external markets, which is crucial in establishment of market linkages to translate the skills acquired into sustainable income and livelihood sources. Strong market links must be developed in order to provide refugees and host community members an opportunity to shift from a model of continued dependency towards self-reliance.

1.2 NRC’s activities and presence

The Norwegian Refugee Council (NRC) is an independent humanitarian organization helping people forced to flee. NRC works in 31 countries in crises to help save lives and rebuild futures by providing camp management, livelihood & food assistance, clean water, shelter, legal aid, and education. NRC protects displaced people and supports them as they build a new future. NRC has been operational in Kenya since 2007 in Dadaab and in 2012 in Kakuma camps. NRC worked with the International Trade Centre (ITC) which is a joint agency of the United Nations and the World Trade Organization, focusing in particular on developing the export capabilities of small and medium-sized businesses in developing and transition economies. ITC is 100% “Aid for Trade”, supporting trade that delivers inclusive and sustainable development results.

1.3 NRC’s intervention specific to the evaluation

The Norwegian Refugee Council (NRC) through the intervention aims to contribute to enhanced self-reliance and increased resilience for refugees and host communities in and around Dadaab refugee camp, Garissa County, Kenya. Across the 32-month project (May 2019 to January 2022), the immediate outcome will be increased capacity of the target population to generate sustainable income and strengthen resilience of economic activities through a focus on digital services (online freelancing) value chain. The project (RESI II) targets 1,270 youth and young adults with funding support from the Dutch Ministry of Foreign Affairs (budget of 2.5 million Euros). This project is a follow up from RESI I, building on lessons learnt and successes made in RESI I. This will be met through three main outputs: (1) provision of market-driven skills with follow up coaching and mentoring support to enhance employability and self-employment for refugees; (2) support to entrepreneurship and business development through training, coaching and incubation of new and existing Micro, Small and Medium Enterprises (MSMEs) and facilitation of market linkages; and (3) support to create an enabling environment for entrepreneurship and business development for refugees and surrounding host communities of Dadaab. The three outputs combined will respond to the main challenges in Dadaab to support sustainable livelihoods: (1) the need to equip refugee and host community members with skills that match market demand, focussing on market-driven and commercially viable solutions; (2) the need to work with market actors to create market driven (self-) employment and support sustainable business development opportunities and increase access to support and financial inclusion; and (3) the need to address systemic barriers to refugee self-reliance as a result of the encampment policy and legislative framework in line with Kenya’s commitments as a pilot country of the Comprehensive Refugee Response Framework (CRRF) and in line with the Global Compact for Refugees as well as the on-going developments around the implementation of the Garissa County Integrated Development Plan (CIDP) 2018:2022.

2 Purpose of the evaluation and intended use

2.1 Overarching purpose

The purposes of the evaluation are;

· To inform and influence NRC and ITC, about ongoing response on refugee employment and skills initiatives, improve operational decision making and provide learning.

· To gauge the relevance of planned outputs and outcomes, assess the theory of change and progress towards achievements of objectives.

· To independently assess the relevance, effectiveness, efficiency, impact and sustainability and connectedness of the project to the refugee economic development agenda/UN global compact on refugees to promote self-reliance for refugees and host communities.

2.2 How will the evaluation be used?

The evaluation will be used by NRC and ITC for learning purposes to improve response or adapt self-reliance programmes accordingly based on findings and recommendations from the evaluation. Lessons learnt from the project will be used by NRC and ITC to improve and inform design of self -reliance approaches and practice. Project team members and management will participate in a lessons learnt exercise to review the lessons learnt and make decision on how to incorporate it within the remaining implementation period for this programme, as well as within other NRC current project, and will inform future programmes. The lessons learnt will be shared widely with ITC and NRC, to improve quality and impact, while strengthening innovative approaches and good practices.

2.3 Who will it be used by?

The primary users will be NRC, ITC programme staff at regional and country office responsible for livelihood programmes and donors, particularly the Dutch Government. Other users include UNHCR, NGOs, county government and other livelihood partners in Dadaab.

3 Scope and lines of inquiry

3.1 Scope:

· The evaluation is expected to be completed within a maximum period of 45 days (June to August 2021) from the date of signing of the contract with the successful bidder. The geographic location for the evaluation will cover Dadaab refugee camp and surrounding host community areas, Garissa County, Kenya. The external evaluation will cover the Increased access to digital skills and business development support project (RESI 2) implemented by NRC and ITC and funded by the Dutch government in Dadaab.

3.2 Lines of inquiry

The evaluation will focus on the following lines of enquiry:

Relevance: To what extent has the intervention undertaken been relevant to the needs and priorities of the beneficiaries?

· How relevant was the programme design in ensuring that the project contributed to enhanced self-reliance and increased resilience for refugees and host communities? To what extent does the project respond to the needs and priorities of the target population? How do beneficiaries perceive the relevance of the project? To what extent are we delivering appropriate programming for persons with disability? To what extent was the project able to adapt and provide appropriate response to context changes and emerging local needs, and the priorities of beneficiaries?

Efficiency: Could NRC have used a different approach and achieved the same results (qualitative and quantitative)?

· Were the project design and interventions timely in responding to the needs of the target population? To what extent has the collaboration between NRC, ITC, UNHCR, county government and other stakeholders contributed to the delivery of project activities and processes? Was the project activity implementation (modality) considered to have been cost-efficient, while not compromising quality?

Effectiveness: Are the targeted results (outputs and outcomes) on course to being attained as planned?

· What are the major achievements of the project in relation to stated objectives and intended results? How many people have been reached by the project? Has the project ensured value for money in terms of quality, cost timeliness and by ensuring optimal use of resources to achieve project results? What is the cost of delivering the assistance to beneficiaries? Has the project achieved expected results/outcomes at the date of the evaluation? What was the positive and negative-, short- and long-term impact to the participants? What does NRC need to do better/ differently to improve programmes for people with disabilities? Was the project effective in increasing capacity of the target population to generate sustainable income and strengthen resilience of economic activities through a focus on digital services (online freelancing) value chains? What were the major factors influencing the achievement of the objectives of the project? What was the effect of covid–19 on project beneficiaries and achievement of objectives? What opportunities for collaboration have been utilized and how have these contributed to increased effectiveness? Or otherwise? What aspects of the project do you suggest are done differently for effective participation in the programme?

Sustainability: Are the responses being carried out in the context taking longer term- perspectives into account?

· What specific institutional capacity needs did the project address/is addressing to foster greater local engagement and accountability? How successful were/are the capacity building efforts being made by the program to improve collaboration activities with partners and build the capacity of government stakeholders and community to take over and sustain project approaches? · To what degree are the key local actors (private sector, community entities/associations, county government etc.) taking ownership to sustain the program activities? What community development relationships have formed that may initiate other projects in the community?

Coordination/Synergies among partners: To what extend are the project activities carried out without duplication among the actors, maximising the comparative advantage of each avoiding gaps and acknowledging the responses of all involved?

· To what extent has different components operated by different actors reinforced each other to contribute to the project overall objective? What were the strengths and weaknesses of coordination and synergy? Is there any substantial evidence on how project learning was generated and applied to improve the delivery of activities? How did the different actors learn from these experiences? To what extent were the activities of the project complement to the work of other stakeholders?

· How have other organisation benefitted from this project?

4 Methodology

The methodology will be a mixed-methods approach including both qualitative and quantitative components. The data collection methodologies should use a participatory approach engaging all relevant stakeholders, including community leaders, government counterparts and NRC and ITC or staff. The consultant is expected to review the methodology while taking into account the government of Kenya and UNHCR COVID – 19 protocols.

· Desk review of background documents (project document, project monitoring data, progress report, field visit reports etc.).**

· Key informant interviews (e.g., with NRC, ITC staff members, UNHCR, NGOs, key community members and representatives from the county government, embassy) to gather evidence on the effectiveness, efficiency, relevance and timeliness of the project activities implementation and delivery. **

· Focus group discussions with target groups to assess implementation experiences and effectiveness, document success, challenges and lessons learned, and develop recommendations for improvement.**

· Survey Application of structured survey questionnaires with a representative, random sample of target population to quantitatively assess outcomes.**

· Project staff interviews on project overall implementation.

5 Evaluation follow up and learning

The findings will be used to;

Give meaningful feedback about progress of the NRC and ITC project, to provide honest feedback – positive and negative for improvement. A management response will be developed before learning event after the evaluation report being finalised. This will be followed up and tracked by the M&E Manager. A dissemination plan will be developed to ensure that important learning is shared with internal and external stakeholders and incorporated in further implementation during the remaining contract period, as well as for designing the next phase of this RESI programme. The end term outcome monitoring, will be done internally by NRC, and will focus on the project outputs and outcomes; when the external evaluation will have a broader analysis, more at a strategical level, and will not only be internal but also external.

6 Management of the evaluation

The person responsible for ensuring that this evaluation takes place is the NRC M&E Manager located in Nairobi. The NRC Integrated Programme Manager (IPM) in Dadaab will be the consultant’s main focal point and will provide administrative and logistical support, such as transport and permits.

An evaluation Steering Committee (SC) will be established by NRC, with the following members:

· Steering Committee chair: Head of Programmes

· Evaluation manager: M&E Manager

· Steering committee members: ITC Programme Manager, Area Manager/IPM, Regional LFS Adviser.

The Steering Committee will oversee administration and overall coordination, including monitoring progress. Weekly meeting will be held with the consultant to check on progress, quality of outputs, guide on the process and help sort out any challenges being experienced by the consultant. The main functions of the Steering committee will be:

· Establish the Terms of Reference of the evaluation;

· Select evaluator(s);

· Review and comment on the inception report and approve the proposed evaluation strategy;

· Review and comment on the draft evaluation report;

· Establish a dissemination and utilization strategy.

NRC will provide the following support to the Consultant team:

· Sharing of the relevant literature and data, as well as NRC’s policies;

· Introduction of the consultant to NRC key stakeholders and other important key informants;

· Assist in meeting arrangements with stakeholders, key informants, and beneficiaries, if requested by the consultant;

· Support of selection of data collectors, translators, facilitators, note takers, if requested by the consultant;

· – Support in organising transport, internal flights and accommodation at NRC compound;

· – Security debriefing.

7 Deliverables and reporting deadlines

The consultant is expected to lead, accomplish and submit the following deliverables within the agreed timeframe.

o An inception report, which will serve as an agreement between parties on how the evaluation will be conducted.

o Items to address:

o Understanding of the issues and questions raised in the ToR

o Data sources; how to assess the questions in the ToR

o Research methodology, including suggested sample and size

o Schedule of activities and traveling (timeline) while taking into account the government of Kenya and UNHCR COVID –19 protocols. Schedule of activities and time line to be provided in case the evaluation is to be done virtually.

o Proposal for a learning event/validation of evaluation findings.

o Detailed budget.

o Appropriate validated draft data collection tools (e.g., methodological guidelines, group interview questions). The tools and methodology will be verified by NRC.

o Statistical packages to be use and data protection.

o A max 35-page draft and final evaluation report (in MS Office and PDF for final), excluding annexes and in English.

o Both reports should be in the format indicated below, to be submitted to NRC Kenya Country office. It is preferable to illustrate the results by appropriate graphs, visuals, tables and/or a dashboard with an accompanied explanatory text. The report should consist of:

a) Executive Summary in bullets (max. 2 pages)

b) Introduction

c) Methodology, including sampling and limitations

d) Analysis and findings of the evaluation. The analysis should be done according to the evaluation lines of enquiry.

e) Address concerns, lessons learned and comments partners.

f) Stories of change and quotes from respondents

g) Conclusions for each of the evaluation objectives

h) Recommendations for adjustment in program set-up within the remaining implementation period and for future projects. Include an implementation strategy for the recommendations

i) Annexes:

o Relevant maps and photographs of the evaluation areas where necessary

o Bibliography of consulted secondary sources

o Finalized data collection tools and analysed tables and graphs

o List of interviewees with accompanying informed consent forms

o PowerPoint presentation of preliminary findings

o Learning event for project stakeholders, partners. The structure and activities of the learning and evaluation meeting(event) will be agreed with NRC

Lessons learning event

8 Timeframe – Deliverables

Draft inception report

10 Days

Tools development phase

Deliverable 1: final inception report including budget, methodology and qualitative research tools, approved by NRC steering committee.

Data collection phase

Desk review, survey, FGDs, interviews and field visits Dadaab. COVID – 19 protocols to be observed

10 Days

Data analysis and validation workshop phase

Analysis and Presentation of initial findings and draft of the report.

10 Days

Evaluation report phase

Draft Evaluation Report, for comment by (steering committee)

10 Days

Deliverable 2: Learning event- Final report presentation **

3 Days

Deliverable 3: Final Evaluation Report

2 Days

Final report deadline 31st August 2021**

9 Evaluation consultant team

The lead consultant/Researcher must be Senior Expert in assessment or Evaluation of Large and complex program and holds a minimum of a Master’s degree in Social Science, Development studies, Economics, Rural Development or related subject and practical knowledge in Conducting Evaluation in Kenya. Qualifications must include:

· A minimum 10+ years in, designing and implementing evaluations in humanitarian projects with particular experience in refugee Livelihood and food security programmes.

· Proven track records in leading study teams and producing quality reports.

· Extensive quantitative research and data analysis experience using statistical software’s (SPSS, Stata, and others).

· Expertise in facilitating qualitative data collection and analyzing qualitative data using rigorous techniques.

· Proven ability to work with community and government stakeholders

· Proven consultancy and/or work experience with NGOs as well as experience with other international and bilateral organizations on humanitarian program. Good knowledge of refugee response self-reliance interventions.

· Excellent writing and presentation skills.

· Excellent English writing skills required among someone on the evaluation team.

· English and language required, Somali, Swahili languages preferred.

How to apply

Complete TOR and tender document may be obtained Free of Charge by eligible consultants/consultancy firms upon request through NRC procurement site from Monday 31st May to Friday, 11th June 2021.

Complete proposals or and attachments i.e. profile, CVs, Detailed budget, methodology, work plan and previous experiences should be submitted electronically through as an attachment (preferably zipped folder) with the tender name & reference number before or on Tuesday 15th June 2021 at 1700 hrs promptly.

For inquiries kindly contact

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