LEAP Monitoring and Evaluation Consultant Job Vacancy in Ghana

Background
The Livelihood Empowerment Against Poverty (LEAP) is the Government of Ghana’s flagship social protection program. Implemented by the Department of Social Welfare (DSW) at the Ministry of
Employment and Social Welfare (MESW) since 2008, the program provides a cash payment to extreme poor households with orphans and vulnerable children, the destitute elderly, and persons with acute disability, and currently reaches around 64,000 households across Ghana (February 2012).

Currently, no systematic performance or output monitoring of the LEAP Programme is done. Cash payments are made by the Ghana Post, and supervision is done by the District Social Welfare Officers, together with the Community LEAP Implementation Committee (CLIC). Routine monitoring of the beneficiaries has not taken place in a systematic manner. Consolidated reports do not exist. Until recently there was no base line data to allow the measurement of the programme’s effects or impacts. A comprehensive M&E Framework and System is therefore required to ensure availability of necessary information for decision making at design and implementation levels.

The LEAP Design Report (from 2007) and the Manual of Operations (MO) (from 2008) both identify broad M&E requirements and plans. According to the MO, it is crucial to monitor and evaluate programmes over time in order to get more information about the feasibility, the costs and the benefits of a particular programme. The M&E Plan outlines how the operations and impact of LEAP on beneficiary households are to be monitored over time by the implementers.

The M&E Plan includes:
i) Baseline survey and impact evaluation;
ii) Monitor activities;
iii) Monitor execution;
iv) Monitor results.

However, the M&E Plan has not been implemented. Over time, there have been discussions around LEAP’s M&E Framework. Various components are at different stages of definition. The different components and their current state of definition are briefly presented below and are illustrated in Annex 1:

• Internal Monitoring.
Internal Monitoring should ensure the systematic production and adequate flow of information on the performance of the programme’s operations and service delivery. It should review the quantity and quality of operations and outputs implemented in the programme’s cycle. This information is to be produced by those implementing the programme and should be available for those that need to react to and re-define activities in the field or adjust processes as lessons are learned. Although there was an initial design of routine monitoring processes and instruments, these have not been implemented yet. The Internal Monitoring System (IMS) can have three sources of information.
– MIS related. A new MIS is being designed for LEAP. As the engine of the programme, the MIS generates the tools to initiate the core operations of the programme’s cycle, and processes the most important information related to the households’ life in the system. Given this function, the system should be able to produce reports for monitoring the performance of all programme operations at the output level (quantitative). The reports to be produced by the MIS and their users need to be defined. – Non MIS related. In addition to the information produced by the MIS, there should be information available to monitor the quality of LEAP’s processes and services. The information required and the processes and instruments to collect it are yet to be defined. – Financial monitoring. The programme’s budget and financial procedures can be complex and need close monitoring to avoid risk and ensure timely availability of resources for the normal operation of the programme. Finance modules to support this area can be developed or customized. Some of the programme’s financial information needs to be included as part of the M&E Framework, and could also be integrated to the MIS. The financial monitoring needs to be harmonized with internal and external audit processes, as they are developed. These elements are yet to be defined and developed.

• External Monitoring.
Given the fiduciary risks of cash transfers, external monitoring and control mechanisms are recommended. These mechanisms can review the quantity and quality of processes, and could also assess the quality of the services from an external perspective. LEAP beneficiaries and children could participate in the external monitoring. This component should identify good and challenging practices in the implementation of the programme, and define courses of action and penalties for various levels of misconduct. Initial external monitoring instruments should include random spot-checks to provide an independent and systematic assessment of certain aspects of the MO’s implementation. As LEAP and its M&E System evolve, other external monitoring mechanisms could include grievance and complaints mechanisms and a children’s and citizens’ report card. All these elements are yet to be produced.

• Impact Evaluation.
A base line was conducted in 2010 to allow LEAP’s first impact evaluation. The evaluation should assess the extent to which the programme reaches those in greatest need (a targeting analysis), and the impact on the beneficiaries’ welfare, among other analysis. The University of North Carolina (UNC) and ISSER (University of Ghana) were contracted by the MESW to undertake the baseline data collection and report. The Base Line Report was delivered and discussed in October 2011 at a stakeholders workshop organized in Akosombo. A simplified version of the Impact Evaluation Survey will be undertaken in 2012 to assess the use and effect of two lump sums delivered to the beneficiary households during 2011. A small operational module will be added to the follow-up instrument to measure time and money costs in accessing payments, and to investigate beneficiaries’ perceptions of the programme. Qualitative field work has been included for 2012, in order to better understand the impact of LEAP on community, local economy and market dynamics. This includes understanding how LEAP impacts different income generation strategies, an insight which is crucial to adapt program design and operation. Should implementation of LEAP cash transfers settle into regular payments, an in depth impact evaluation would be conducted in 2013 and a report prepared for policy review.
A number of studies have been commissioned for LEAP since 2009. They include LEAP’s Operational Review, the Rapid MIS Assessment, the Payment Mechanism Review, LEAP’s Needs Assessment, and a gender sensitiveness assessment of the programme. As the M&E System is implemented, areas of further study will emerge, and a more extensive research agenda will be developed. Questions regarding LEAP have already been included in national surveys such as MICS, GLSS, etc.

Justification
The LEAP Needs Assessment was commissioned to establish the capacity of the MESW and the DSW (at National, Regional and District levels) and the communities to effectively implement, monitor, and evaluate the programme. According to the Needs Assessment Report, the capacity both at the MESW and DSW is low to fulfill the M&E requirements. There is need for a well-defined M&E framework with clear monitoring guidance, processes and tools to produce the necessary routine information (see LEAP Needs Assessment Report). A first step is to develop an M&E Framework for the programme. LEAP’s M&E System has then to be defined with its main components and their inter-relationships. The M&E System needs to be developed including its processes, instruments, and guidelines. An expert in M&E for Social Cash Transfers will support the MESW/DSW team to develop the M&E Framework and System for LEAP. These TOR define the main elements of the consultancy work to be undertaken.

The consultancy is proposed to be done in two phases. Although, these TOR are related to the totality of the consultancy, two separate proposals have to be submitted for each phase (1 and 2). UNICEF reserves the right to produce two contracts. Based on performance and agreement with the MESW/DSW, Phase 2 could also be undertaken by the consultant selected under this process. Otherwise, an independent procurement process will be undertaken for Phase 2 and the development of the M&E System. The TOR for Phase 2 may change as a result of the development and the conclusions of Phase 1.

Purpose
This consultancy aims at providing technical assistance to the MESW/DSW for the design of the Monitoring and Evaluation (M&E) Framework and System for the Livelihood Empowerment Against Poverty (LEAP) Programme. It is necessary to integrate lessons learned from successful experiences in Ghana and other parts of the world. It is necessary that knowledge and skills are transferred as part of the M&E Framework and System development process. As stated, the work is divided in two phases.

The main objectives of Phase 1 are:
• To assist the MESW/DSW to design LEAP’s M&E Framework and System. It is necessary to undertake a critical analysis (and use existing fiduciary risk assessments) of the programme to define the M&E Framework and System components, with their independent objectives. It should be possible to prioritize the main and most urgent components required to undertake minimum and acceptable M&E for LEAP in the short to medium term.
• To assist the MESW/DSW to produce a 3 Year Budgeted Plan for the development of the system and its components, including a Capacity Building Plan for the human resources required to operate the system’s components at the national, regional, district and community level. Field visits with MESW/DSW staff will be required at this stage. The training required for all actors involved in the system should be defined as part of the Capacity Building Plan.

The main objectives of Phase 2 are:
• To assist the MESW/DSW to develop, test in the field and adjust the routine internal and external monitoring processes, instruments and guidelines. The Internal Monitoring System (IMS) will assess the performance of all programme’s components with detail, ensuring the provision of pertinent and timely information at the implementation and management levels. The IMS includes the MIS and non MIS related information, as well as minimum financial data to support the monitoring and decision making processes. Based on the risks identified to be covered by the External Monitoring, the indicators, the instruments for data collection, and their respective processes and guidelines need to be produced. The External Monitoring requires special effort in the definition of processes for selecting geographic areas, actors and sources of information, and the sample size of the periodic exercises.

• To assist the MESW/DSW to define courses of action and standard procedures for decision making based on the findings of the M&E System. Courses of action should be defined for findings on every risk assessed and the deviation from the Manual of Operations. For clear faults of misconduct, the pertinent administrative and legal procedures need to be established.

A software application to integrate the information produced by the M&E System into the MIS and its reporting module will be required. This task is not included in this TOR. Separate TOR will be defined for the development of the M&E application and its integration to the MIS.

Specific Tasks
The following tasks are proposed for the development of the M&E Framework under Phase 1:
o Familiarize with LEAP’s design, operations and organizational structure. This task includes a review of all relevant documentation, interviews with key stakeholders, and visits to the field. It is necessary to review existing successful M&E systems in Ghana. It is also necessary to understand the ongoing public administration decentralization process.
o Produce an Inception Report, including a time schedule (work plan) to be approved by the MESW/DSW.
o Undertake a critical risk analysis of the programme’s processes and components to define the main areas and sub-areas to be included as part of the framework and system.
o Consult main stakeholders on the information required for monitoring and decision making from a management perspective.
o Define the information required from the MIS, select the variables, and design indicators to be included as part of the M&E System.
o Define the information that is not produced by the MIS, and that will be required as part of the system.
o A simple Fiduciary Risk Assessment should be undertaken to guide the definition of those components for which information will be produced internally, by the MESW/DSW, and those that will need to be produced externally.
o Define the M&E Framework and System components including short, medium, and long term objectives, ensuring their harmonization and integration into a broader system.
o Define broad reporting processes and institutional arrangements required, harmonizing the needs of the different stakeholders involved with LEAP (MESW and DSW, beneficiary households, other MDAs, DPs).
o Produce M&E Framework and System Document.
o Define a 3 Year Budgeted Plan for the development of the system and its components. Define a 3 year Capacity Building Plan for the human resources required to operate the system and its components.
At least two members of the DSW M&E team at national level will receive on the job training working on the development of the M&E Framework and System.

The following tasks are proposed for Phase 2:
For the Internal Monitoring System (IMS):
o Design the indicators required by the IMS.
o Define the reports required from the MIS and the flow of this information into the IMS and the reporting System.
o Define the processes, actors and instruments required for data collection of the Internal Monitoring System (IMS).
o Define the financial information that needs to be monitored and included as part of the IMS.
o Define the processes, actors and instruments required for the periodic production of the financial information.
o Develop guidelines for the IMS data collection.
o Define required standard periodic reports, and the processes and actors involved in the production of the reports. Develop guidelines for report production and analysis.
o All processes, guidelines and instruments will be tested in the field.
o Based on the tests undertaken, adjust the guidelines, instruments and reports.
o Define the integration of the information into the wider monitoring and reporting systems.
o Define the training procedures for key players on the systems’ processes, instruments and analysis.
o Train at least two members of the DSW M&E team at national level, two for the regional level and two at district level on the IMS procedures and instruments. These officers should be able to perform as Trainers of Trainers (TOT) on the IMS procedures and instruments.

For the External Monitoring:
o Based on the critical analysis (and the existing fiduciary risk assessments) undertaken during Phase 1, define in detail the programme components and indicators that need to be reviewed by the External Monitoring.
o Define procedures for the selection of geographic areas, and the periodicity and sample size requirements to ensure the production of high quality information.
o Define the processes, actors and instruments required for data collection and processing.
o Based on the levels of risk identified, establish standard courses of action and fiduciary risk reduction plans.
o Define required standard periodic reports, and the processes and actors involved in the production of the reports. Develop guidelines for report production and analysis.
o All processes, guidelines and instruments will be tested in the field.
o Based on the tests undertaken, adjust the guidelines, instruments and reports.
o Define the integration of the information into the wider monitoring and reporting systems.
o Define the training procedures for key players in the systems’ processes, instruments and analysis.
o Train at least two members of the DSW M&E team at national level on the External Monitoring procedures and instruments. These officers should be able to perform as Trainers of Trainers (TOT) on the External
Monitoring procedures and instruments.
The consultant will lead a Technical Team formed with specialists from the MESW (PPME) and DSW/LEAP (M&E). The Technical Team will be designated by the MESW and the DSW and notify the Steering Committee in written. Representatives from the MOFEP and NDPC will also be involved.
The DSW will designate the officers to be trained for each phase and component of the M&E Framework and System and will notify the Steering Committee in written.
The consultant will coordinate design, development, testing and adjustment activities with the MIS developer and/or MIS consultant to ensure the adequate integration of the M&E System in the MIS Reporting Application.
Expected Deliverables
For each phase:
o Inception Report including Time Schedule (Work Plan)
o Activity Reports (mid-term and final)
Phase 1
For the M&E Framework and System:
o M&E Framework and System document including LEAP’s Logical Framework, the Institutional Arrangements and Reporting Processes for the M&E System and its components. This document includes the critical and fiduciary risk analysis for the programme.
o 3 year Budgeted Plan for the development of the M&E System and its components.
o 3 year Capacity Building Plan for LEAP’s M&E Framework and System.
Phase 2
For the Internal Monitoring System (IMS):
o Internal Monitoring System (IMS) Document, including indicators and reporting system
o Internal Monitoring System (IMS) Guidelines and Instruments Document
o Internal Monitoring System (IMS) Reporting and Analysis Guidelines Document
For the External Monitoring:
o External Monitoring Document, including indicators and reporting system
o External Monitoring Guidelines and Instruments Document
o External Monitoring Reporting and Analysis Guidelines Document
Reporting
A Steering Committee will be formed for this contract with representatives from the following organizations:
o Ministry of Employment and Social Welfare (MESW)
o Department of Social Welfare (DSW)
o UNICEF
o DFID
o World Bank
The Steering Committee will assess the proposals, review the deliverables, and advise on the continuation of the contract from Phase 1 to Phase 2.
The MESW and DSW will produce comments and request adjustments on the contract’s deliverables. The MESW and DSW will also approve the deliverables produced, recommend payments, and define the need to extend the contract from Phase 1 to Phase 2.
Payment Terms
• Fees for Phase 1: o 20% after acceptance of Inception Report o 30% After acceptance of M&E Framework and System Document o 30% after acceptance of Budgeted Plan for the development of the M&E System o 20% after acceptance of Capacity Building Plan and the Activity Reports
• Fees for Phase 2: o 20% after acceptance of Inception Report o 30% After acceptance of Internal and External System Documents o 30% after acceptance of Guidelines and Instruments Documents o 20% after acceptance of Reporting and Analysis Guidelines Documents and the Activity Reports
• Applicable DSA will be paid monthly as per UNICEF regulations.
• International air tickets are to be included in the budget proposal.
Expected background and Experience
Qualifications:
• Advanced university degree (Master’s degree or higher) in Economics, Public Policy, Social Sciences, Monitoring and Evaluation or a related technical field.
Skills and knowledge:
• Planning, monitoring and evaluation of social development programmes.
• Applied statistical methods and analysis.
• Social research methods.
• Design of social development indicators.
• Design of social survey questionnaires.
Experience:
• 10 years progressively responsible professional work experience in monitoring and evaluation of social development/protection programs.
• 5 years progressively responsible professional work experience in monitoring and evaluation of cash transfer programmes.
• 3 years of progressively responsible professional work experience with M&E Frameworks and Systems in Africa.
Ghanaian nationals and international candidates will be encouraged to submit proposals. The terms and conditions of the contract may vary based on the characteristics of the selected consultant.
General Conditions: Procedures and Logistics
ïƒ˜ Office space will be provided at DSW. The Consultant will be expected to use his/her own computer/softwares.
Policies both parties should be aware of
ïƒ˜ Consultants are not entitled to payment of overtime. All remuneration must be within the contract agreement.
ïƒ˜ No contract may commence unless the contract is signed by both UNICEF and the consultant or Contractor.
ïƒ˜ No consultant may travel without a signed travel authorization prior to the commencement of the journey to the duty station.
ïƒ˜ Unless authorized, UNICEF will buy the tickets for the consultant. In exceptional cases, the consultant may be authorized to buy their travel tickets and shall be reimbursed at the “most economical and direct route” but this must be agreed to beforehand.
ïƒ˜ Consultant will be required to sign the Health statement for consultants/Individual contractor prior to taking up the assignment, and to document that they have appropriate health insurance, including Medical Evacuation.
ïƒ˜ The Form ‘Designation, change or revocation of beneficiary’ must be completed by the consultant upon arrival, at the HR Section.