Terms of Reference Mid Term Review of Girls Advocacy Alliance Regional Africa Programme January June 2018

Transcription

1 Terms of Reference Mid Term Review of Girls Advocacy Alliance Regional Africa Programme January June Background The Girls Advocacy Alliance (GAA) is a joint initiative of Plan Nederland, Terre des Hommes Netherlands and Defence for Children - ECPAT Netherlands. The GAA is led by Plan Nederland and is implemented in strategic partnership with the Dutch Ministry of Foreign Affairs under the Dialogue and Dissent framework ( ). The GAA programme is implemented in Ghana, Ethiopia, Kenya, Liberia, Sierra Leone, Uganda, Bangladesh, India, Nepal and the Philippines, and at regional levels in Asia and Africa. In the Africa Regional Programme, the Girls Advocacy Alliance consists of Plan International, Terre des Hommes, Defence for Children Sierra Leone and ECPAT International. The regional programme aims to influence regional governance bodies in Africa (African Union and Regional Economic Communities) and is complementary to the GAA influencing in the six African countries (Ethiopia, Kenya, Uganda, Ghana, Liberia, Sierra Leone). The long-term goal of the Girls Advocacy Alliance on an African Regional level (2030) is: Girls and young women in Africa and their civil society organisations use regional monitoring and accountability mechanisms to hold their governments accountable on the fulfilment of their protection and rights. The project has a long term plan of capacitating girls and young women in Africa and their civil society organizations use regional monitoring and accountability mechanisms to hold their governments accountable on the fulfilment of their protection and rights. Gender based violence is widespread across Africa, with varying degrees of gravity depending on ethnicity, religion, tradition, and socio-demographic factors. Although not exhaustive, gender-based violence includes, sexual and emotional violence, rape, and intimate partner violence, trafficking of women, sexual exploitation and forced prostitution. Although the causes of gender based violence vary according to specific context of a country, poverty, deep rooted traditional practices, inadequate enforcement of laws and policies, and relatively lower levels of educational attainment among girls and women are specifically relevant to Africa. The project aims to ensure that young people and their civil society are using regional accountability mechanisms to hold their governments accountable on GBV. This will entail promoting access for young people and their civil society to lobby and advocate towards these mechanisms and linking these initiatives to country specific actions. Interventions towards the achievement of this goal will include promoting and strengthening regional CSO networks, conducting regional research and targeting stakeholders such as donors, INGOs, media and regional private sector platforms as partners towards the fulfilment of this goal. 2. Outcomes of the GAA Regional Africa Programme The expected outcomes 1. Enhanced capacity of African regional and sub-regional CSO-networks to influence regional policy making and monitoring on child marriage, CSEC, trafficking and economic exclusion 2. Improved monitoring and accountability mechanisms and practices by regional and sub-regional bodies (ECOWAS and EAC) on GBV and EE of girls and young women ToR MTR GAA 2018 Africa Regional 1

2 3. Selected ECOWAS and EAC countries (focus on GAA countries) have harmonized migration policies and procedures to address the cross-border issues of CSEC and trafficking affecting girls and young women, feeding into the AU regional policy on children on the move 3. Objectives for the Mid Term Review Halfway its programme, the GAA wishes to engage in a review and reflection process that feeds plans and strategic decisions on the remaining period of implementation The MTR is intended to contribute to the following objectives: Assess the effectiveness of the GAA regional Africa programme Identify lessons learned in lobby and advocacy and CSO capacity development The Mid Term Review process for Africa Regional is planned for the period June - December of 2018 to allow for the recommendations to influence the 2019 planning process. The MTR will focus on progress of outcomes, how outcomes are achieved, the interlinkages between the regional advocacy and the country GAA advocacy efforts and the effectiveness of the partnership relations within the GAA. 4. Intended use of the Midterm Review The results of the MTR will be used to: Inform strategic decisions on the direction of the Africa Regional GAA programme in and beyond Inform activity planning of the Africa Regional GAA programme for Inform the overall GAA MTR Generate new insights and learning on how change really happens at the level of the regional governance institutions targeted by the regional Africa GAA programme. 5. Guiding principles The MTR of GAA Africa Regional is designed as an internal review, conducted by an external independent consultant. It presents an opportunity to validate the outcomes on a number of advocacy initiatives, highlight the programs successes and strengths, and to gain a deeper understanding of key factors and challenges in influencing regional policies and practices. Ultimately this will help the GAA organisations to determine their strategies and actions in the remaining two years and beyond. The MTR should be focused on usefulness, applicability and learning on and for the programme at the Regional Africa level and its interlinkages and synergy between the national, international and overall programme components. The evaluation is not driven by accountability requirements, but will take into account elements of effectiveness, sustainability and efficiency. Inclusiveness and participation: the MTR approach will make use of participatory methods (Outcome Harvesting, Most Significant Change, Appreciative Inquiry, Peer Review, and Self-Assessment) that allow for reflection of different views and perspectives of GAA staff and partner organisations, and of knowledgeable external stakeholders. Ownership of the review process is placed as much as possible with the APTs responsible for the implementation of the programme components. The lead consultant and GAA desk will be facilitating and supporting the Alliance Programme Teams (APTs) in preparation, design, and implementation and reporting of the MTR. ToR MTR GAA 2018 Africa Regional 2

3 The MTR will align with the programme s PME cycle as much as possible; the dissemination meetings will be ideally combined with the Annual Strategic Planning meetings. Also the MTR will make use of existing (monitoring) data, requiring as little additional data collection and time investment by programme staff and partner organisations as possible. 6. Core evaluation questions The MTR at Regional Africa Programme Component level will aim to answer two core questions: 1. To what extent is GAA Regional Africa Programme so far achieving its objectives, looking at intermediate and 2020 outcomes and programme baselines where relevant? a) What Lobby and Advocacy outcomes have been achieved so far at GAA Regional Africa Programme level? a. The lobby related the regional monitoring of child marriage frameworks, laws and policies particularly the launch of AU campaign on Ending Child Marriage in Africa, African Common Position on Ending Child Marriage and the Specialized Technical Committee decision on CEFM implementation by member states,? b. The lobby at the level of the EAC regarding the adoption of a regional (harmonized) policies and laws against child trafficking, specifically, the EAC Child Policy, Anti Trafficking in Person's Bill (2009), IGAD Migration Protocol, Kampala Declaration, Witness protection Law, and Regional Gender Bill, in Uganda, Kenya, and Ethiopia. c. The lobby at the level of ECOWAS around the mainstreaming of children s rights in regional migration policies and laws, for example d. The enhanced capacity and engagement of CSOs and networks to engage in monitoring and advocacy for the implementation of sub/regional policies, resolutions on ending child marriage and addressing GBV? e. The level to which the issue of CM, CSEC, GBV and EE gain priority on the political agenda at regional and sub-regional level f. How far are regional and sub-regional CSOs networks engage in monitoring continental treaties, charters and protocols pertaining to GBV and EE of girls and young women? g. What is the added value of the alliance in building the capacity of regional and sub-regional CSOs to be conversant in the AU, ECOWAS and EAC treaties and human rights monitoring mechanisms? h. How is GAA regional Africa Programme positioned in connecting regional and sub regional CSOs to build capacity of their national counterparts in influencing national policy making and monitoring on GBV and EE b) What Capacity Development outcomes have been achieved so far at GAA Regional Africa Programme level? c) What is the added value of the Alliance at GAA Regional Africa Programme level, both between regional GAA members as well as between the regional GAA advocacy and the advocacy implemented at national level by the GAA teams? d) Based on the data gathered at Programme Component level and identified under a) and based on additional validation and triangulation, what can be said about the validity of the identified Lobby & Advocacy outcomes of the GAA Regional Africa programme? e) Based on the findings, what recommendations can be made for the programme for to increase its effectiveness, efficiency and sustainability? ToR MTR GAA 2018 Africa Regional 3

4 f) Based on the above, what recommendations can be made for the programme for to (further) strengthen the linkages and synergy? (between regional GAA members and between regional GAA advocacy and national-level GAA advocacy interventions) 2. What are the identified success factors and challenges that influence the extent to which the GAA achieves its objectives and how can the alliance apply these success factors to strengthen program interventions? Elaboration of 3 outcome stories1 on successful interventions and 3 outcome stories on less successful interventions. The outcome stories are expected to focus on the selected topics. a) The alliance identified 6 Lobby and Advocacy intervention strategies2. Based on the 6 strategies: - Which examples of successful interventions (strategy / processes / outcomes) can be identified? What are the main strategies used? Why were these interventions successful - considering multiple factors, such as beneficiary groups, stakeholder involvement, timing, enabling environment, etc.? b) Which examples can be identified of less successful outcome stories? - Why were these interventions less successful - considering multiple factors, such as beneficiary group, stakeholder involvement, timing, enabling environment, etc.? c) How can the success and critical factors be used to strengthen programme interventions? d) What are organisational elements that could be improved? The Core Evaluation questions are further elaborated in Annex I. 7. Organisation of the Mid Term Review The review process will be a regional and multi-country effort, structured to: (1) Support the GAA Regional Africa Programme to strengthen the effectiveness of its GAA actions, identify lessons learned and include context-specific findings and recommendations into its plans for ; and to (2) Generate comparable data on each programme component (national, regional and international) to make an overall analysis of the GAA programme. The findings of the Regional Africa Programme MTR forms an important component of the larger global MTR together with the findings from 14 parallel independent MTR exercises at GAA countries (10) as well as Asia Regional Programme and the International component level. The collected data and analysis will be processed into information at the GAA Regional Africa Programme level by the regional external consultant and at an overall alliance level by the Lead Consultant in the Netherlands. 8. Timeline and responsibilities a) Preparation Phase Elaboration of a review document at Programme Component level: 1 An outcome story (2 pager) is an elaborated narrative including: Who/what changed? What is the actor doing differently, when and where? How did ATP partners and/or other actors contribute? Why is the change significant? What were the key actions, advocacy messages and strategy used? How are changes related to the pathways of the ToC? What were success & critical factors? What are the lessons learned? An outline for the outcome stories will be further elaborated. 2 The GAA identified six intervention strategies: insider strategies (1) Lobby, (2) Research (for advising), (3) Advocacy Campaigns (including awareness raising and the use of ICT and social media); outsider strategies (4) Mobilisation and activism (including marches, rallies and litigation); and crosscutting strategies: (5) Linking and networking and (6) Capacity development. ToR MTR GAA 2018 Africa Regional 4

5 The APT Annual Reports 2017 (based on the Outcome Harvest Meetings of early 2018) provided a lot of important and detailed information on the developments in the past year. In the review document the main issues reported by the APT s will be summarized by the LC and GAA-desk (e.g. context changes, progress and outcomes on Lobby & Advocacy and Capacity Development, Theory of Change and assumptions, lessons learned, strategic adjustments, Capacity Development). This review document will also include an analysis of the most challenging issues, suggestions for context-specific questions and define areas for data collection in order to analyse at overall GAA MTR level. This review document can be used as input for the MTR process. Consolidated Outcome Harvest list at Programme Component level: All APTs have elaborated an Outcome Harvesting list (signs) for their annual report 2017 concerning the period / In order to have a good starting point for the MTR at APT level, the LC and GAA-desk will review and analyse this Outcome Harvest list. This analysis can be used as input for the MTR process. Collection all relevant updated documents: It is important to collect all relevant documents at the start of the MTR among others the most up-to-date version of the visual Theory of Change (October 2017) and of the Smartified Outcomes, additional research, Annual Reports 2016/2017, other Programme Documents, Capacity Assessment Report December 2017/January 2018, baseline study and the review document Africa Regional. b) Implementation phase Kick-off meeting At the start of the implementation phase an online kick-off meeting will be organized with all the relevant persons involved, facilitated by the external consultant to discuss the objectives, planning & responsibilities and the expected results of the MTR. The LC and GAA-desk will provide support and input at this meeting. Data collection and analysis per programme component The MTR exercise will collect a number of quantitative data and qualitative data at GAA Regional Africa Programme level in order to be able to make an overall analysis on the GAA-Alliance level. The review questions will clearly indicate which data will have to be collected and the LC and GAA-desk will provide guidance. The main sources of information are the policymakers and decision makers at regional governance bodies. However, given the fact that policies and decisions of individual member states are ultimately being determined in their own national political context, the regional MTR will have to include findings of the national MTRs. This requires a certain degree of alignment and coordination between the regional consultant and the consultants responsible for the national MTR of the GAA country programmes in Africa. Submit list of most important outcomes period January June 2018 It is also considered important to include the outcomes of the first half of 2018 in the MTR. The APTs are requested to collect the most important outcomes in this period and include them in the MTR for further analysis. Outcome Harvest The analysis of the outcomes elaborated in the review document and the updated outcome list can serve as input for the MTR process. It is intended to build on previous conclusions included in the APT Annual Report 2017 and to supplement them if necessary. In addition, a number of specific issues relevant in the MTR can be discussed. ToR MTR GAA 2018 Africa Regional 5

6 Dissemination meeting of MTR report at Programme Component level GAA Regional Africa Programme ensures that a feedback and dissemination meeting takes place to discuss context-specific recommendations of MTR. During this meeting, implications for the (strategic) planning for 2019 will be discussed and/or consolidated as well. Given the geographic barriers for conducting separate face to face MTR dissemination and strategic planning meeting, it is suggested combine the actual Annual Strategic Planning with the MTR dissemination and possibly extend the dates accordingly. There will be participatory exercise to develop timeline of change for selected outcome story/ies. The development of visual timeline of change is aimed at understanding a key change in the Regional Africa Programme Component through depicting unique insights in how the change was reached. Reporting Draft MTR report The external consultant will elaborate a draft report and main preliminary findings and recommendations will be presented in an MTR dissemination meeting. The APT and Lead Consultant will provide timely feed-back on the draft reports of the GAA Regional Africa Programme. Final MTR report The external consultant will elaborate a final report including main issues discussed during the dissemination meeting and the feedback from the APT, Lead Consultant and GAA-desk. 9. Methodology A combination of qualitative and quantitative methodologies will be applied, with a focus on qualitative approaches based on existing GAA monitoring data and reports such as the updated outcome list, programme documents, Annual reports, Advocacy logs and Capacity Assessments and IATI data. Primary data collection will be mainly limited to the validation of already identified outcomes through analysis of policy documents and programme documents, (Skype/phone) interviews, & focus groups discussions with key stakeholders ( substantiators ). Key stakeholders are policy and decision-makers in regional governance bodies, knowledgeable experts on regional policy processes, staff in CSOs engaged in regional policy processes, external donors supporting African governance bodies. As decisions and practices of regional policy makers are ultimately dependent on decisions and positions taken by individual member states, the regional MTR needs to include findings from the MTR of GAA country programmes. Part of the outcomes need to be validated through the validation process (as described in the Outcome Harvest Package). Support with development of context specific tools to make sense and interpret the outcomes may be provided by the Leading Consultant. To further analyze the lobby and advocacy outcomes of the program methods such as Most Significant Change and Appreciative Enquiry are suggested. These methods may provide additional insights in progress which complement the outcome lists. For the analysis of progress in capacity development suggested methodologies are peer reviews and self-assessments. ToR MTR GAA 2018 Africa Regional 6

7 Community surveys and other forms of large-scale quantitative data collection are not foreseen. Secondary data as literature (e.g. newspapers, government journals and other publications on relevant changes and trends) can be included in the analysis and MTR report. Quantitative data should minimally include the collection of outputs achieved until and an analysis of how outputs from advocacy actions link to the (number of) outcomes achieved per pathway (agenda setting/practice/policy change), per actor (private sector/community/government/csos) and per theme (GBV/EE/GBV&EE) & subthemes. 10. Deliverables The external consultant will be responsible for timely delivery of reports and other deliverables as specified in the ToR. The external consultant is responsible for the draft and final MTR report structured in a standardized way according to minimum requirements as outlines in Annex II; Outline MTR report. MTR Deliverables at Programme Component level Inception report Consolidated and updated Outcome Harvest list till , including validation of 20% of the outcomes Data collection and analysis MTR Dissemination meeting 6 well documented outcome stories including timeline of change for selected outcome story/ies Draft APT MTR report Final APT MTR report The GAA desk will provide APTs with necessary practical, technical and administrative guidance and support. The GAA desk will provide approval of the final MTR report. 11. Budget indication The consultant should indicate the estimated budget including: Fees Tax and any other relevant cost related to and required for the proper conducting of the MTR as per all the objectives and requirements detailed in the ToR. 12. Qualifications and skills for external support Qualifications for external consultant/s are: Post graduate degree in social science related to international development, Proven experience and knowledge of regional policy making processes and human rights mechanisms of the AU and RECs In-depth understanding of gender, girls rights advocacy and child rights context in Africa Track record on conducting reviews or evaluations on similar programmes; Proven experience with adaptive methodologies, notably Theories of Change and Outcome Harvesting; Expertise on NGO lobby and (policy) advocacy and measurement thereof; Excellent conceptual and analytical skills; ToR MTR GAA 2018 Africa Regional 7

8 Strong writing and facilitation skills Proven experience with qualitative and quantitative data analysis; Expertise in child rights and Rights Based Approach; Expertise in women s empowerment, gender, SDG5, Violence against Girls and Women, CSEC, Trafficking and Economic Empowerment of (young) women and girls; Expertise on Experience with child friendly and gender-sensitive approaches; Conduct her/himself in an ethical manner at all times. Resumes of (potential) local evaluators will be shared with the Alliance Desk for agreement before contracting. 13. Timeline & Responsibilities Planning GAA MTR 2018 process What When Responsibility With support of Preparation Phase Finalize draft ToR incorporating comments from APT Elaboration MTR ToR for Regional Africa Programme 12 June 15 July Plan PAO LC/GAA-desk with APT Elaboration of review document per Programme 12 June 15 July LC/Desk APTs Component Consolidated Outcome list & analysis per Programme Comp. Advertising for external consultant to conduct the MTR (including re-advertisement) selection & contracting external consultant, logistical arrangements and provision of key (programme) information 12 June 10 August 8 August - 30 August September Implementation Phase Inception report 11 Sept 2018 LC/Desk Plan PAO APTs Approval Desk Kick-off workshop 12 Sept APTs Data collection and analysis 05 Sept 25 Sept Consultant APT Submit list of most important outcomes period January 2018/ June August APTs Reporting Phase Draft MTR report- Regional Africa programme 28 September Consultant APTs, LC/Desk feedback Draft outcome stories (6) 28 September Consultant APT Virtual validation meeting 1 October Consultant APT APT Dissemination and 2019 strategic planning meeting 4-7 October Consultant & APTs Final MTR report Africa Regional Programme + final outcome stories (6) APTs APTs APTs 15 October APTs GAA-desk for approval ToR MTR GAA 2018 Africa Regional 8

9 The Alliance Programme Team (APT) core team in consultation with the \Lead Consultants will be responsible for overall guidance and quality control of the MTR process and deliverables. The Lead Consultant and GAA Desk will be responsible to endorse the final deliverable. 14. Submission of the proposal The proposals for this MTR will include two submissions; as electronic files (in Pdf format) with a heading Mid Term Review of Girls Advocacy Alliance Regional Africa Programme as follows: i. A technical proposal, containing; The understanding of the ToR, the main goals and tasks of the MTR and of, the proposed methodology, team, detailed timetable, and steps for the MTR. The CV of the proposed team (education background, expertise and experience in relation with the scope of the MTR and the geographical location); with a description of why experience is relevant to the task and using a matrix indicate how the proposed team complements each other as well as how they correspond to the profile. ii. A financial proposal for the provision of the service. For details, please refer to the consultant selection criteria for this MTR. All proposals must be submitted to the following address: AULiaisonoffice@plan-international.org no later than August 30, 2018, 17:00hrs Addis Time. ToR MTR GAA 2018 Africa Regional 9

10 Annex I: Core evaluation questions 1. To what extent is GAA so far achieving its objectives as specified in its Theory of Change, looking at short term and 2020 outcomes and programme baselines where relevant? The GAA Theory of Change builds on two elements (Capacity Development of CSO partners and Lobby and Advocacy), therefore the MTR will address progress on both these programme elements. 2. What are the identified success factors and challenges that influence the extent to which the alliance achieves its objectives and how can the alliance apply these success factors to strengthen programme interventions? The MTR at Regional Africa Programme Component level will aim to answer two core questions based on implemented activities in the period January June 2018: 1. To what extent is GAA so far achieving its objectives at Regional Africa Programme Component level as specified in its Theory of Change, looking at intermediate and 2020 outcomes and programme baselines where relevant? a) What Lobby and Advocacy outcomes have been achieved so far at GAA regional Africa Programme level? - Based on the Outcome Harvesting lists: what are the most significant outcomes per actor and (sub) themes? What have been positive/negative and intended/unintended outcomes? - What have been the Lobby & Advocacy strategies and the role and contribution of GAA partners? - How have changes in the context influenced the implementation and the outcomes of the programme? What other actors and factors influenced the process (e.g. power analysis)? - There are several interventions related with the media (campaigns, training, awareness raising). What does the outcomes after the regional training look like (more and/or better quality of media attention)? - Are outcomes in line with ToC assumptions? How can we plot outcomes against the ToC (e.g. present pathway maps)? Do the realized outcomes support our ideas on how change evolves? What patterns stand out? Do we need to adapt our assumptions? - What can be concluded on the validity of ToC interlinkages within especially the relation Agenda Setting Policy Change - Practice Change) and the linkages between the different levels (local - district - national regional - international)? b) What Capacity Development outcomes have been achieved so far at GAA regional Africa Programme level? - What are the main outcomes on Capacity Development (based on the 5 C Assessment End 2017/early 2018)? What are partners doing differently? What have been positive/negative outcomes, and intended/unintended outcomes? - What are the main findings on the relation between Capacity Development and the Lobby and Advocacy outcomes? - What are GAA s strengths and weaknesses, what are challenges and dilemmas? c) What is the added value of the Alliance at GAA regional Africa Programme level, and of collaboration with other stakeholders? - How do we assess the synergy between and the complementarity of the different GAA coalition members (strategies, roles & tasks, geographic areas, level of intervention, different actors/pathways)? ToR MTR GAA 2018 Africa Regional 10

11 - What are examples of increased collaboration between partner organisations within the Alliance? How effective are we in mobilizing stakeholders, other than our direct advocacy targets, for our cause? What are the successes around enhancing girls and young women movement? What are the main challenges of working with youth advocates? What capacities need to be further developed? d) Based on the data gathered at Programme Component level and identified under a) and based on additional validation and triangulation, what can be said about the validity of the identified Lobby & Advocacy outcomes of the GAA programme? - How are the activities and outcomes of GAA partners validated by external stakeholders? Analyzing the feedback of other stakeholders; what can we learn? e) Based on the above findings, what recommendations can be made for the programme for to increase its effectiveness, sustainability and efficiency? - Effectiveness: is the program achieving (sufficient) results towards the 2020 outcomes? Should we make important strategic adjustments? - Sustainability: What evidence exists that the identified outcomes are sustainable? Are experiences replicable to other situations? What are opportunities for scaling up? What factors affect sustainability: political priorities, economic, institutional, or socio-cultural factors? What can be done to increase sustainability after the programme period? - Efficiency: Could we make better use of resources as funds, time expertise? Could we consider alternative approaches, including e.g. more focus on specific (sub) themes, (geographical) areas or levels? f) - Based on the above, what recommendations can be made for the programme for to (further) strengthen the linkages and synergy: Between the GAA coalition members and partner organisations at Programme Component level? Between its regional and international components on the one hand side, and the country components on the other? How can the complementarity and synergy between the GAA activities at country level and at regional level be enhanced? 2. What are the identified success and critical factors that influence the extent to which the alliance achieves its objectives? a) The alliance identified 6 Lobby and Advocacy intervention strategies3. Based on the 6 strategies: - Which examples of successful interventions (strategy / processes / outcomes) can be identified? What are the main strategies used? Why were these interventions successful - considering multiple factors, such as beneficiary groups, stakeholder involvement, timing, enabling environment, etc.? - How is the shrinking civic space at country level affecting the advocacy work at the regional level and vice versa? What strategies and capacities are needed and how can they be further developed? - Identify 3 success outcome stories4, describe key actions and responses, and analyse critical success factors 3 The GAA identified six intervention strategies: insider strategies (1) Lobby, (2) Research (for advising), (3) Advocacy Campaigns (including awareness raising and the use of ICT and social media); outsider strategies (4) Mobilisation and activism (including marches, rallies and litigation); and crosscutting strategies: (5) Linking and networking and (6) Capacity development. 4 An outcome story (2 pager) is an elaborated narrative including: Who/what changed? What is the actor doing differently, when and where? How did ATP partners and/or other actors contribute? Why is the change significant? What were the key actions, advocacy messages and strategy used? How are ToR MTR GAA 2018 Africa Regional 11

12 - What can be learned from the examples? What are the main challenges and dilemmas? b) Based on the 6 Lobby and Advocacy intervention strategies; - Which examples can be identified of less successful outcome stories? - Why were these interventions less successful - considering multiple factors, such as beneficiary group, stakeholder involvement, timing, enabling environment, etc.? - Identify 3 non-successful outcome stories, describe key actions and responses, and analyse critical factors - What can be learned from the examples? What are the main challenges and dilemmas? c) How can the success and critical factors be used to strengthen programme interventions at different levels (local/district/national/regional)? What are strategies to deal with restrictive legislative and administrative measures, and current developments in the enabling environment? d) What are organisational elements that could be improved in the 2 nd half of the programme implementation (governance, cooperation and steering within the Alliance and PMEL-cycle)? e) What were the good practices and challenges in reporting (technical issues, need for face-to-face meetings, reporting)? How supportive was the PMEL system in helping track the outcomes? f) How can challenges on reporting longer term outcomes at regional and sub regional level be addressed? changes related to the pathways of the ToC? What were success & critical factors? What are the lessons learned? An outline for the outcome stories will be further elaborated. ToR MTR GAA 2018 Africa Regional 12

13 Annex II: Outline MTR report and assessment criteria: Maximum number of pages: 25 without annexes Outline MTR a) Acknowledgements b) Glossary/Acronyms c) Introduction d) Executive Summary e) Methodology & Limitation(s) f) Main findings on Achieved Outcomes & lessons learned on Lobby & Advocacy Achieved Outcomes & lessons learned on Capacity Development Added value of the Alliance at Programme component level Validity of the identified Lobby & Advocacy outcomes Reflections on improving effectiveness, efficiency and sustainability Reflections on strengthening linkages and synergy Success and critical factors (including analysis of strengths, weaknesses, opportunities and dilemmas) Context specific findings Organisational structure (Steering, Governance, PMEL system) g) Conclusion and recommendations Conclusions Recommendations for: Lobby & Advocacy (focus, strategy & activities ) Capacity Development (focus & activities ) Organisational structure h) Annexes - Data collection (will be specified in the Review Document) - 6 outcome stories - Outcome Harvest list updated till ToR MTR GAA 2018 Africa Regional 13