I. BACKGROUND. Health Poverty Action (HPA): TOR for M&E system upgrade Funded by The Big Lottery Fund

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1 Terms of Reference for Consultancy Service To Develop Toolkit for Participatory Methods for Programme Design, Monitoring, Evaluation and Learning Funded by the Big Lottery Fund July 2014 I. BACKGROUND 1.1 Health Poverty Action (HPA) HPA is a British international, development organization with a mission of supporting the poorest and most vulnerable people to achieve better health and wellbeing. HPA believes that health is a fundamental human right, and the provision of comprehensive primary health care is essential to its realization. HPA seeks to enable the poorest and most marginalized people, excluded from access to health services and information, to realize their right to health and to improve their health and wellbeing through training aimed at building local capacity to deliver sustainable health services and information. HPA gives priority to communities affected by conflict and political instability. HPA works with communities, health service providers and policy makers on long-term programs to develop appropriate and responsive primary health care services and to influence policy and practice at all levels. Established in 1984, HPA currently operates in 13 Countries worldwide, including Africa, S.E. Asia, E. Asia and Latin America. Many of our programs utilise community-based Primary Health Care (PHC) education & training, as well as mass-media health communication approaches, in collaboration with the local ministries of health and information, national NGOs/CBOs, and target communities themselves. The distinctive approach of HPA can be summarised as a combination of three factors: Emphasis on the need for justice rather than charity as HPA works to tackle not just the symptoms of poor health, but its root causes. Priority given to those missed out by others in light of the fact that development initiatives exhibit a natural tendency to cluster together, and this leaves large populations with almost no support at all. They may be living in hard to reach areas, or difficult to support for some other reason. Specialisation in providing a holistic approach, which is especially important for the poorest and most marginalised with little support. Tackling numerous factors together can bring lasting improvements and also give rise to creative linkages and innovations. Worldwide, HPA core intervention in health is declined into the following areas of action Culturally appropriate maternal health services for minority groups Holistic approaches sexual and reproductive health Working with Traditional Birth Attendants (TBA) Addressing traditional practices that are harmful to health Behaviour change communication (BCC) Supporting women, men and youth to access their health rights 1

2 Communicable diseases, such as HIV, malaria and TB Addressing the underlying causes of poor health Violence against women Advocacy and engagement with decision makers These programmatic lines are realized through implementation plans and operational arrangements which reflect Country specific legal frameworks, local needs and customs. However, although similarities are often found particularly among programmes within the same region, HPA has successfully implemented multi-country projects across the three continents where it operates. 1.2 HPA s Programme Design, Monitoring, Evaluation and Learning Practice HPA has an evolving Project Design, Monitoring, Evaluation and Learning practice system. This usually starts with community based, participatory assessment in which the primary problems to be addressed by the project are identified and defined by the communities themselves, and in which the role of HPA staff is limited to technical facilitation and documentation of the consultation dialogue. Additionally, projects lasting 2 or more years incorporate an external consultant facilitated baseline survey, an internal mid-term review and an external /independent final evaluation as a standard M&E procedure. An analysis of our DME&L experiences has identified that beyond these standard exercises, there lies a need for more internal analysis, community involvement and participation in making key decisions affecting the project, at design stage and during implementation of projects, if the likelihood of projects achieving their objectives is to be significantly increased. A key barrier to undertake this crucial participatory consultation and DME&L exercise lies in the lack of skills among staff in this area, and the lack of a practical manual to help staff through the process. 1.3 Current approach in HPA Programmes Health Poverty Action currently works to increase the impact of its programmes in its participating communities through empowering those communities to take the driver s seat in dealing with matters affecting their lives. Therefore, it is seeking to increase community participation in monitoring and evaluating projects, and to use this information to make changes to the project where necessary. In order to do this, HPA wishes to diversify and fine-tune its approaches. It wants to make available tools for staff to use, in order that they acquire understanding and skills to enhance community engagement and participation. These tools should also be capable of generating practical evidence by documenting project activities and results, from the viewpoint of project participant communities themselves. This process whereby project participants engage in the design and implementation of projects; to reflecting into their own situations, identifying the major problems and the best possible corresponding solutions, implement the solutions, and evaluate the project, is an iterative one. As new problems or obstacles are recognized, approaches to addressing the problems are developed and implemented. Unlike the traditional programme design where a problem is identified, then a program is implemented, and after implementation, the programme is evaluated, the intended participatory method offers multiple opportunities to develop and build upon what is learned throughout the process of implementation with the participants enabled to engage meaningfully. 2

3 Currently, HPA field offices lack the specific knowledge and skills among staff, as well as a practical manual and toolkit to further increase community participation along these lines and are seeking a consultant who will provide these services. II. OBJECTIVES OF THE CONSULTANCY SERVICE The objective of this consultancy is to compile a practical manual/toolkit of participatory methods for HPA frontline staff that will be used for community consultation in the design, monitoring and evaluation of projects. The manual/toolkit will be a simplified and practical tool that covers a variety of participatory methods relevant and adaptable to the diverse programme themes and approaches that HPA has in its country programmes. The toolkit will present an easy to use reference with a step-by-step and practical instructions in how to apply the various participatory methods, with further summary notes regarding when to apply the method, how to organize the sessions, how to capture the information, and advantages and limitations of the methods, etc. III. SPECIFIC TASKS TO BE DONE BY THE CONSULTANT The consultant will be expected to undertake the following major undertakings: Asses and analyse HPA s operating environment; current project design, monitoring, evaluation and learning practices; broadly understand HPA s current programme strategies, nature and focus of ongoing projects; and make recommendations of the most appropriate participatory methods to engage communities in all the steps of the Project Cycle Management. HPA will review and approve proposed methodologies; Draft and share a toolkit as specified below, with due regard to its ease of use in a busy work environment. Undertake consultations with key HPA staff for inputs and approvals; Produce a final toolkit incorporating feedbacks from stakeholders. IV. DELIVERABLES A detailed protocol to undertake the task A manual/toolkit for participatory methods that will be used as appropriate in the design, monitoring, evaluation and learning of projects and programmes. o Introduction on Participatory methods and their applications; o A step-by-step approach to applying participatory methods from design, through dayto-day implementation of a project, monitoring, evaluation and learning. o Advantages and limitations of the various participatory methods; o Detailed instructions in applying the various participatory tools including the Do s and Don ts of each of them. Final report of the whole consultancy undertaking V. PROPOSED TIME TABLE A total of 10 consultant days are allotted for completion of the task. The consultation is undertaken within the period Aug 7 th to Aug 31 st according to the following tentative schedule: 3

4 By August 8 th By August 11 th By August 15 th By August 21 st By August 30 th By September 15 th Start of consultancy Initial report with recommendations Draft of Manual/toolkit Remaining feedback on drafts Final versions Telephone conversation with BLF following submission of report VI. LOCATION OF WORK The task does not require travel to the program areas. However, it involves consultation with concerned Country Directors, Programme Managers and London based Head of Programmes Asia & Latin America and Programme Officers. VII. MINIMUM CRITERIA FOR SUBMISSION OF PROPOSAL The consultant expected to demonstrate that s/he has a track record of no less than five (5) years executing similar undertakings. The consultant is expected to have high level of knowledge and experience in creating toolkits for participatory methods and in developing practical manuals for frontline staff. Practical experience in public health and related programmes and knowledge of the programme area will be considered a plus. VIII. PREPARATION OF THE TECHNICAL PROPOSAL While preparing the Proposal, applying consultants must give attention to the following: Consultant s CV /details of qualifications and experience / The technical proposal shall provide an outline of the consultant s recent experience on similar undertakings. IX. PREPARATION OF FINANCIAL PROPOSAL Should express quoted consultancy fees in daily rates in Sterling Pounds (GBP). X. LOGISTICS HPA will not provide vehicle, office space, computer, copying and printing services, telephone service or facilities for workshops, and the cost of compulsory security escorts throughout field travel days. It is hence advisable to include all these costs within prices to be quoted by applicants. XI. REPORTING REQUIREMENTS The consultant is expected to update progress with the task to the HPA Head of Programmes Asia & Latin America. 4

5 XII. OTHERS All relevant documents should be submitted to HPA upon completion of tasks both in hard and soft versions. XIII. PAYMENT The payment for the consultancy work shall be made in two phases according to the following schedule: The first payment of 40% advance of the total agreed contractual amount will be made immediately after the signing of the contract agreement. The remaining payment of 60% of the total contractual amount shall be made to the consultant upon approval and acceptance of the work carried out by the consultant, consisting of the above tasks and deliverables. 5