Yanhad Project Final Evaluation

Table of Contents

I. LIST OF ACRONYMS.

II. BACKGROUND.

1. Context

2. Project profile.

3. Project objectives and expected results

4. Project main achievements

5. Project stakeholders

III.DESCRIPTION OF THE FINAL EVALUATION ASSIGNMENT. 5

a. Rationale.

b. Objectives of the evaluation:

1. Inception phase.

2. Interim phase.

1. Dissemination phase.

c. Initial timeline for the main activities and meetings

IV. EVALUATION MANAGEMENT.

V. DELIVERABLES.

VI. APPLICATIONS.

ANNEXES.

I. LIST OF ACRONYMS

Acronyms

Definition

EU: European Union

French MoEFA: French Ministry of European and Foreign Affairs

EF: Expertise France

AUIS: American University of Sulaimani

NCCI: NGO Coordination Committee in Iraq

CDC: Career Development Center

CSO: Civil Society Organization

SDG: Sustainable Development Goal

NDP: National Development Plan

MTR: Mid-Term Review

EQ: Evaluation Question

JC: Judgment Criteria

NNGO: National Non-Governmental Organization

M&E: Monitoring and Evaluation

ToC: Theory of Change

II. BACKGROUND

1. Context

Iraq is a country with a diversified and multiethnic population, religions, natural and human resources. These resources have the potential to distinguish Iraq’s development model through the use of diversity as “a historic opportunity that has the potential to become a remarkable success story.” Particularly in recent decades, nations and peoples’ experiences have demonstrated clearly that crises can catalyze change – and even miracles – as crises are the driving stimulus for development. As stated through the National Development Plan (NDP) 2018-2022, Iraq aspires to develop sustainably in all dimensions economically, politically, culturally, socially, ecologically, psychologically and spiritually. In contribution to sustainable development goals (SDGs), the NDP pursues the country’s commitment to growth which seeks reconciliation, stabilisation and prosperity, based on civilizational heritage and balanced values, and where all share in the opportunities to build an interdependent and mutually reinforcing society. The NDP is guided by a set of sectoral policies and strategies primarily based on human capital and a socially responsible economy that seeks to optimally mobilise and efficiently allocate resources to improve the quality of life in a secure, stable and sustainable environment.

The five years of NDP are expected to be also difficult, with persistent challenges and uncertainties in the global economy, expectations of fluctuating crude oil prices, and continuing risks affecting stabilisation efforts domestically in an unstable regional environment. Additionally, there is need for more determination to fight corruption and to enhance productivity – in order to drive economic growth. There is also need to strengthen the fiscal situation while ensuring adequate public financing to respond to the growing population – in order to successfully capitalise on Iraq’s demographic opportunity, as well as to raise the GDP per capita for the poor. In a context of intolerance, bias and prime loyalty to various groups (e.g. ethnic, tribal, and religious), it is difficult to create opportunities for stability and partnership with dominant groups. It is therefore urgent to provide a more inclusive public space to counteract the state of fragmentation and divide between rival groups, while the presence of resolute and determined leadership remains an indicator for success. In order to overcome funding constraints and to provide a favorable business environment that stimulates all economic activities, the NDP gives priority to addressing: economic sectors that remain underdeveloped, the disintegration of community structures, weaknesses in governmental and institutional roles, the limited role of the domestic private sector, and the private sector reluctance to invest in Iraq.

2. Project profile

Project title

· Promoting Civic Engagement, Employment and Entrepreneurship for Youth in Iraq

Donors

· European Union (EU) and French Ministry of European and Foreign Affairs (French MoEFA)

Project budget

· 6.5 million EUR

Project duration

· Start date:

01 Jan 2020

· End date:

30 June 2022

Yanhad is a two- and half–year stabilization project funded by the EU and French MoEFA and implemented by EF in partnership with local actors. The project aimed at promoting the stability and socio-economic development of Iraq by strengthening national and local institutional capacity to support essential public-services delivery and economic empowerment for local populations and IDPs.

The short-term state-rebuilding and stabilization process is fragile. There was thus a need to deploy all possible efforts to address persistent humanitarian needs and to initiate an effective recovery and reconstruction process to prevent escalation to re-emerging. In line with the Iraq’s Reconstruction and Development Framework, the proposed Action was to support the Iraqi authorities to tackle some of the underlying social and economic drivers, starting with youth unemployment, the top priority of populations and public authorities met during EF’s scoping missions. Aligned with the EU Commission’s Decision on the financing of the special measure in favor of Iraq for 2019 aiming at promoting socioeconomic development in Iraq through job creation and income generation, the project focused its contribution to the development of the urban areas of Mosul and of the rural area of Nineveh governorate in ways that allowed vulnerable and returnees youth and women to find income opportunities and services to respond to their essential needs. Enhancing the private sector was to help developing a diversified and resilient economy and create healthy competition in markets to generate employment and sustainable livelihoods for the growing Iraqi population. It was also to strengthen productivity, innovation and sustainability of start-ups and small businesses run by youth, women and vulnerable groups. Supporting the resumption of public service provision in priority areas, the project was implemented to ensure that essential services effectively and reliably serve the conflict-affected populations.

By promoting an increased participation of civil society in the stabilization phase, it aimed at contributing to the second priority of the new EU strategy on Iraq adopted in January 2018 by the European Council focusing on building a democratic, transparent and accountable governance in Iraq. As Iraqi men and women are calling for meaningful civic, economic, social and political participation, EF brought them all together to foster their involvement in the stabilization process through increased civic engagement and economic empowerment. By promoting active participation of youth, including the most marginalized and vulnerable in all spheres of society, EF supported the capacity development of young people and youth-led organizations as vital to address the challenges and issues they face in Iraq today. The project strategy engaged with relevant stakeholders at local level through outreach, capacity-building, dialogues and mainstreaming of youth issues in local planning and inter-sectorial coordination. Doing so, EF and its partners targeted youth to promote their participation in effective and democratic governance, economic empowerment of youth, strengthened youth engagement in building social cohesion in their communities and more broadly inclusion of youth in the future of Iraq.

3. Project objectives and expected results

Overall objective

To promote the stability and socio-economic development of Iraq by strengthening national and local institutional capacity to support essential public-services delivery and economic empowerment for local populations and IDPs.

Specific objective

Youth actively participates in stabilization efforts in Iraq, particularly in Ninewa province, through increased civic engagement in local civil society, stronger capacities of Mosul Universities’ career centers and improved access to employment and entrepreneurship opportunities (see the project Logical framework and project Theory of change in Annex I and II respectively)

The project was designed and implemented around three components as follows:

1. Students of Mosul and Ninewa Universities have access to more efficient career guidance services and to concrete opportunities for professional work experience, employment, and civic engagement.

2. Iraqi CSOs are empowered to engage youth in community service projects and fostering dialogue with local authorities.

3. Youth entrepreneurship is encouraged through a network of accessible business incubators/accelerators programs for enterprises throughout the country.

4. Project main achievements

The figures will potentially be modified due to minor changes by end of April 2022.

Component 1: Support to students of Mosul and Ninevah universities

· 25 career counsellors received capacity building training on career guidance and information.

· Two career development centers are equipped and refurbished

· Methodological guide is developed for both career development centers at the universities of Mosul and Ninevah.

· 17 projects of Mosul and Ninevah universities students granted.

· 35 project leaders received a 5-days workshop on proposal writing and project management cycle.

· 53 students are involved in the 17 students’ granted initiatives.

· Youth Career Festival (YCF) is planned to be conducted on 15^th, 16^th, and 17^th May 2022. It will be included in the scope of evaluation accordingly.

Component 2: Youth civic engagement

· 15 CSOs staff received coaching sessions.

· 46 CSOs staff participated in capacity building trainings.

· 24 trainings have been delivered to build CSOs’ organizational capacity.

· 226 individuals benefited from capacity building trainings on strategy and advocacy, partnership, fundraising, human resources management, procurement, supply chain, and so on.

· 33 dialogue sessions provided on Youth priorities and issues with the participation of 915 youth and 75 local authorities members.

· 12 CSOs’ projects granted focusing on livelihood activities within 13 districts in Ninevah governorate.

Component 3: Youth Entrepreneurship

· 1303 youth sensitized on entrepreneurship culture and opportunities.**

· 326 youth received capacity building training on entrepreneurial activities.

· 62 youth completed mentorship program. **

· 53 jobs supported by newly created start-ups.**

· 24 start-ups received seed-funding**.**

5. Project stakeholders

To know about the project stakeholders, please visit the link below:

Project stakeholders

III.DESCRIPTION OF THE FINAL EVALUATION ASSIGNMENT

a. Rationale

Yanhad was designed and recognized as a pilot project; critical components allow EF to carefully consider the project’s quality of results and the way in which project activities were provided to the community. To be specific, the project intended to bring changes to targeted institutions and community groups. Thus, EF is interested in determining if the project met its specific objectives and what factors led to the project’s execution quality.

Type of evaluation

Final Evaluation

Coverage

All three components of Yanhad project:

• Support to career development centers and students of Mosul and Ninevah universities (C1)

• Youth civic engagement (C2)

• Youth entrepreneurship (C3)

Geographic scope

Yanhad project area, governorate wise:

• Ninewa province

• Erbil

• Baghdad (Remote data collection possibilities)

• Sulaimani (Remote data collection possibilities)

Period to be evaluated

From 01/01/2020 to 31/05/2022

b. Objectives of the evaluation:

The main objectives of this evaluation are to provide the following relevant services to Expertise France, all interested stakeholders and other audiences:

· An overall independent evaluation of the Yanhad project’s performance, with a focus on outcome result level measurement versus specified targets, as well as the reasons for such outcomes;

· Key lessons learned, conclusions and related recommendations in order to help EF in designing similar future programs.

This is expected to achieve through a qualitative approach methodology by answering the following indicative evaluation questions, as below:

1. Did the project contributed to strengthen the capacity of CDCs in a sustainable way, and can it benefit to students?

2. Did the project contribute to increase employability of students in campus?

3. Did the project contribute to increase civic engagement of youth in Ninewa and create channels between youth and local authorities?

4. Did the project contribute to effectively promoted entrepreneurship culture for youth in Iraq?

5. Given the development focus of the project, what kind of evidence prevails to state that the project achievements are sustainable?

DAC Criteria

The Yanhad project will be evaluated using customized DAC evaluation criteria. However, given the limited scope and budget of the evaluation, not all criteria will be assessed and a specific focus will be given to:

• Relevance,

• Effectiveness

• Sustainability.

Evaluation questions will be finalized during the inception phase and in accordance with the criteria and in discussion between evaluators and EF team.

The evaluation process will be carried out in three phases:

1. Inception phase

Main activities to be conducted by the evaluators during the Inception phase:**

· Initial review of background documents (see Annex III).

· Remote/face-to-face kick-off session; if face-to-face, the session will be held at EF Erbil office, between the EF team and the evaluators.

· Finalization of the Evaluation Questions, based on the desk review and discussion with EF team.

· Finalization of the evaluation methodology, including the definition of Judgement criteria and indicators per Evaluation Question, the selection of data collection tools and sources. The methodology should be gender sensitive, contemplate the use of sex- and age-disaggregated data and assess if and how project components have contributed to progress on gender equality.

· Representation of the methodological approach in an Evaluation Matrix (see Annex IV).

· Detailed workplan including specific activities throughout the evaluation process.

· Identification of the expected risks and limitations of the methodology, and of the envisaged mitigation measures.

· Preparation of the Inception Report; its content is described in the chapter on deliverables.

· Revision of the report (as relevant) following receipt of comments.

2. Interim phase

Main activities to be conducted by the evaluators during this phase:

· Completion of data collection, including FGDs and KIIs.

· Completion of in-depth analysis of relevant documents and other secondary sources, to be done systematically and reflecting the methodology as described in the Inception Report.

· Selected interviews to support the analysis of secondary data, as relevant.

· Completion of primary research following the methodology described in the Inception Report.

· Guarantee of adequate contact, consultation with, and involvement of the different stakeholders, including the relevant government local authorities and agencies, throughout the phase.

· Use of the most reliable and appropriate sources of information, respecting the rights of individuals to provide information in confidence, and being sensitive to the beliefs and customs of local social and cultural environments, throughout the phase.

· Completion of data analysis and drafting final evaluation report.

3. Dissemination phase

Main activity to be conducted by the evaluators during synthesis phase:

· Presentation of key result findings, lessons learnt and recommendations to a group of invitees from various stakeholders; including but not limited to the project donors, EF team (HQ and field team), local partners, as well as relevant government and local authorities.

c. Initial timeline for the main activities and meetings

The synoptic table in the link below presents an overview of the outputs to be produced by the team, the key meetings with the EF team as described previously, as well as their timing.

Initial timeline

IV. EVALUATION MANAGEMENT

Focal point

EF M&E Advisor will be the focal point of this exercise, he will be in charge of the communications between EF and the evaluators. It is also recommended for the evaluation team to assign a focal point to have smooth coordination.

Content of reporting

The outputs must match quality standards. The text of the reports should be illustrated, as appropriate, with maps, graphs and tables; a map of the area(s) of the Yanhad project is required (to be attached as annex).

Comments on the deliverables

For each report, the EF Evaluation focal point will send the contractor consolidated comments received from the EF team or the approval of the report within 10 calendar days. The revised reports addressing the comments will be submitted within 10 calendar days from the date of receipt of the comments.

V. DELIVERABLES

1) Inception report (to be provided at end of the Inception phase)

The format of the Inception Report is free and should have a maximum length of 20 pages excluding annexes; it must contain at least the following:

· Introduction

Short description of the context of the evaluation, its objectives and focus.

· Reconstructed Intervention Logic

This will be based on initial analysis of secondary sources and consultation with key stakeholders

· Stakeholders map

Free format: this will represent the key stakeholders of the intervention(s) under evaluation and their relations with the intervention(s)

· Finalised Evaluation Questions with Judgement criteria and indicators (Evaluation Matrix, part A)

See the template in Annex IV

· Methodology of the evaluation approach as well as data collection tools**

· Analysis of risks related to the evaluation methodology and mitigation measures

· Detailed work plan including the specific dates and activities per each phase with clear roles and responsibilities.

2) DRAFT FINAL REPORT AND FINAL REPORT (to be delivered at the end of the Synthesis phase)**

The draft and final report should have the same structure and content. The Final Report should not be longer than 35 pages excluding annexes. The presentation must be properly spaced, and the use of clear graphs, tables and short paragraphs is strongly recommended.

The cover page of the Final Report should carry the following text:

‘*’This evaluation is supported and guided by Expertise France and presented by [name of consulting firm]. The report does not necessarily reflect the views and opinions of Expertise France’’*

The main sections of the evaluation report should be as follows:

· Executive Summary

The Executive Summary is expected to highlight the evaluation purpose, the methods used, the main evaluation findings and the conclusions and recommendations. It is to be considered a “stand alone” document.

Ø Introduction

A description of the Yanhad project, of the relevant country/region/sector background and of the evaluation, providing the reader with sufficient methodological explanations to gauge the credibility of the conclusions and to acknowledge limitations or weaknesses, where relevant.

Ø Findings

A chapter presenting the answers to the Evaluation Question headings, supported by evidence and reasoning. Findings per judgement criteria and detailed evidence per indicator are included in an annex to the Report.

Ø Lessons learnt

Lessons learnt generalize findings and translate past-experience into relevant knowledge that should support decision making, improve performance and promote the achievement of better results. Ideally, they should support the work of both the relevant European and partner institutions.

Ø Conclusions

This chapter contains the conclusions of the evaluation, organized per evaluation criterion. In order to allow better communication of the evaluation messages that are addressed to the EF, a table organizing the conclusions by order of importance can be presented, or a paragraph or sub-chapter emphasizing the three or four major conclusions organized by order of importance, while avoiding being repetitive.

Ø Recommendations

They are intended to improve the design of a new projects in the future.

Recommendations must be clustered (strategic, operational), related to specific finding(s) and prioritized, and carefully targeted to the appropriate audiences at all levels.

Ø Annexes to the report

The report should include the following annexes:

· Terms of Reference of the evaluation;

· Names of the evaluators.

· Detailed evaluation methodology including: the evaluation matrix; options taken; difficulties encountered and limitations; detail of tools and analyses;

· Evaluation matrix with data gathered and analysed by (EQ/JC) indicator;

· Project Logical Framework corresponding to final achievements of the project.

· Relevant geographic map(s) where the Yanhad project took place; showing specific activities/achievement accordingly.

· Reference of the literature and documentation consulted.

· Other technical annexes (e.g. statistical analyses, tables of contents and figures, matrix of evidence, databases) as relevant.

Important note: The language of the specific contract is to be English.

All reports must be submitted in English.

Applications should include:

1) Technical proposal/offer: motivation, methodological approach, and human resources (CVs for key personnel should be attached), gender balanced teams are recommended. The consultancy firm and the team leader should have the following:

• Local or international private consulting firm with an official and valid registration in Iraq.
• For consultancy companies, they need to have a current network in Iraq, with registration documents (preferrable)
• Coordinated team, through existing TPM, NGO, or association of able individuals.
• At least 7 years’ experience in working with humanitarian/development programs, especially stabilization projects.
• Demonstrated experience with quantitative and qualitative research, data management and statistical data analysis.
• Experience of working in Iraq is mandatory.
• Strong understanding of humanitarian and evaluation ethics and a commitment to ethical working practices.
• Action-oriented and evidence-based approach and strong drive for results.
• Highly developed self-management and communication skills.
• Team leader:
• Master degree or higher in public policy, political science, public administration, economics, development studies or other relevant field.
• Minimum 10 years’ experience, in design, monitoring, management and evaluation of development projects and programmes.
• Experience in leading evaluation teams. Excellent inter-personal, teamwork, and cross-cultural communication skills
• Experience in working with government agencies (central and local), civil society organizations, international organizations, and Donors in Iraqi context.
• Experience working in policy and advocacy works on development issues, particularly in developing countries.
• Experience working in youth civic engagement and entrepreneurship in developing countries.
• Experience in Iraqi context and understanding of development context and challenges in Iraq is an advantage.
• Excellent command of the English language, spoken and written.

2) Planning schedule: As part of the technical offer, the framework contractor must fill in the timetable in the Annex V (to be finalized in the Inception Report).

Sufficient forward planning is to be taken into account in order to ensure the active participation and consultation with government representatives, national/local or other stakeholders.

3) Detailed Financial proposition; including all costs related to travel, logistics …etc, considering the maximum budget allocated for this evaluation is 20,000 EUR.

4) A sample of previous works

5) Names/references of past clients**

ANNEXES