UNHCR Country Strategy Evaluation Zimbabwe at United Nations High Commissioner for Refugees (UNHCR)

Zimbabwe, Africa September 29, 2022
Senior Data Management Associate at UN High Commissioner for Refugees

Title: UNHCR Country Strategy Evaluation Zimbabwe

  1. INTRODUCTION UNHCR’s country operations around the world aim to work effectively to pursue protection and solutions, to support the inclusion of internally displaced, refugees and stateless people in national and local services, and to contribute to societies and economies, especially in refugee hosting countries. Such efforts require learning lessons from implementation on the ground. These lessons inform UNHCR’s strategic thinking, programme design and implementation both at the global and operation level. They also ensure that UNHCR country operations are supported in the application of strategic policy frameworks – such as the Global Compact on Refugees (GCR), UNHCR’s Strategic Directions (2017- 2021), the Comprehensive Refugee Response Framework (CRRF), and regional/national guiding frameworks – in the pursuit of protection and durable solutions for Persons of Concern (PoC). To help inform this learning process, UNHCR’s Evaluation Service began rolling out Country Strategy Evaluations (CSEs) in 20191 . CSEs focus on UNHCR’s strategic positioning, comparative advantage, organizational results, performance, and partnerships over a period of 3- 5 years. They have a strong emphasis on learning and are intended to be forward-looking in their orientation. This Terms of Reference lays out the background, objectives, purpose, scope, intended users, and envisioned methodological approach for a CSE in Zimbabwe, that will further guide the design and implementation of this evaluation. Details on the Call for Proposals and team qualifications are included in section 6 of this TOR. 1 The terminology for these evaluations changed in 2020 from Country Portfolio Evaluations to CSEs, to align them to the Multi Year Strategic Plans. 2 2. OPERATIONAL CONTEXT IN ZIMBABWE Zimbabwe is a land locked country in Southern Africa and a member of Southern Africa Development Community (SADC) whose main objectives are to achieve development, peace, security, economic growth, poverty alleviation and enhancement of the standards and quality of life for the people of Southern Africa. SADC also supports the socially disadvantaged through regional integration, building on democratic principles, and promoting equitable sustainable development. Zimbabwe has a well-established refugee Response and Coordination Model (RCM), which is anchored on a solid framework of refugee laws and procedures albeit reservations in the refugee act. Zimbabwe is also a state party to the 1951 UN convention relating to the status of refugees, the 1967 protocol and the 1969 convention governing specific aspects of refugee problems in Africa. Zimbabwe has national legislation in place, the Zimbabwe refugee act (chapter 4:03) which is a legislative and administrative base for Refugee Status Determination (RSD). The government is supportive to UNHCR and POCs and has taken important steps including making commitments during the Global Refugee Forum specifically, making high level commitments on statelessness. The government has also engaged UNHCR and other partners in the development of the Zimbabwe National Development Strategy (2021 – 2025). In addition, the government has supported livelihood and self-reliance opportunities for refugees by providing opportunities including land for irrigation. 2.1 Government commitments The Government of Zimbabwe (GoZ) has an encampment policy for refugees but has consistently shown hospitality to refugees in line with the 1951 convention on refugees. In principle, the same treatment is given to refugees and nationals. Zimbabwe has no law or policy on dealing with mixed migration, opting to follow a regional approach through the Migration Dialogue for Southern Africa (MIDSA) process. Overall, the GoZ through its cooperation in the SADC with other actors has ensured development of plans to mitigate against the risk of refugee influxes as a result of insurgency and management of early warning and preparedness systems for natural hazards. The GoZ continued to maintain a favourable protection environment towards refugees and asylumseekers in the country. GoZ provided land that was used to establish the Tongogara Refugee Camp and a 51-hectare irrigation scheme established in the camp that supports agricultural productivity. Inclusion of refugees and asylum seekers has been advocated for in national development plans. Refugees and asylum seekers have access to basic health care and education services. In 2021 and beyond, the government committed to seven pledges made in the 2019 Global Refugee Forum, which if implemented will contributed to a favourable refugee environment including but not limited to the review and amendment of the refugee act. Zimbabwe also made seven pledges to end statelessness by 2022 during the high-level segment on statelessness. Zimbabwe has not acceded to the 1961 convention on the reduction of statelessness but has agreed to a qualitative and quantitative study to ascertain the existence and extent of the problem. 2.2 Persons of concern in Zimbabwe Zimbabwe hosts mixed migration flows consisting of stateless, internally displaced people, asylum seekers, refugees, and economic migrants. 2020 saw a significant influx of returnees from South Africa due to COVID-19 related pandemic. Cyclone Idai resulted in an estimated 270,000 people affected, with over 59,000 individuals internally displaced, residing among host communities, camps, and 3 collective centres2 . In eastern Zimbabwe, heavy rains and strong winds caused riverine and flash flooding. Of the 270,000 affected, 122,000 were in Chipinge and 115,000 in Chimanimani districts alone. In addition, approximately 6,000 refugees and asylum-seekers living in Tongogara Refugee Camp were severely impacted as 1,060 houses, latrines and water boreholes were completely or partially damaged. The Population of Concern (POC) figures in Zimbabwe have remained fairly constant with the exception of 2019 where the total number of POCs rose sharply to 291,577 primarily due to Cyclone Idai. Of these POCs 270,253 were Zimbabwe IDPs. By August 2021, Tongogara camp hosted 14,750 of which 8,533 were refugees and 5,316 were asylum seekers. Manicaland province hosted 6,546 asylum seekers profiled and awaiting verification. Harare town hosted 872 of which 729 were refugees. Major countries of origin in 2021 are shown in Annex 1. The situation in the main refugee producing country DRC remains uncertain. With Mozambique insurgency escalating and the continued risk of natural disasters in the region, the refugee and IDP response in Zimbabwe continues to be unpredictable. Except for Mozambique, it is expected that the political situation in the region will remain the same. 2.3 UNHCR’s operational context Under the Refugee Coordination Model (RCM) in Zimbabwe, UNHCR will continue leading and coordinate the refugee response in country through the inter-agency Refugee Coordination Group (RCG) comprised of various agencies focused on strategic and inter-sectoral operational issues. Under the RCG, strategic partnerships have been fostered with WFP, WHO, UNICEF, UNFPA, GOAL, Terres Des Hommes, World Vision, Department of Social Welfare, Ministry of Health and childcare, ministry of land and agriculture, ministry of local government, public works and national housing and district development authorities. These partnerships and coordination mechanisms have led to more inclusive responses by all actors involved in delivering services to refugees. The cluster Approach was activated in Zimbabwe in March 2019 following the Cyclone Idai and was useful for sharing information and coordinating protection response activities on IDPs. UNHCR led the National Protection Cluster until December 2019 and in January 2020, at the request of the Resident Coordinator / Humanitarian Coordinator, the leadership role was temporarily handed over to UNFPA. In April 2021, UNHCR resumed leadership and in July 2021, deployed a National Protection Cluster Coordinator to Zimbabwe. From 2020 to date, the Protection Cluster has faced serious financial and staffing constraints. There has been no National Protection Cluster Coordinator since August 2021 Based on discussions with the Government, UNHCR is working towards finding durable solutions for refugees including supporting the transition of refugee camps into settlements that are modelled as service centres for both hosts and refugees and effectively supporting refugees in non-camp set ups. One of the main objectives of UNHCR’s operation has been to ensure that POCs are integrated into Zimbabwe’s National Development Plans and supporting the Government in following up on implementation of GRF commitments. UNHCR is also working closely with other UN agencies under the UNSDCF to ensure persons of concern are integrated into other programmes. The Southern Africa region is pursuing mixed movement responses that focus on longer-term strategic thinking, comprehensive approaches to refugee responses and are in line with UNHCR’s overall strategic direction. The responses to mixed migration encompass whole-of-society and whole-of2 RINA 2019 4 government, linking humanitarian and development approaches and reaching out to non-traditional stakeholders3 . The Resident Coordinator’s Office (RCO) is informed and engaged continuously on POC issues in Zimbabwe. POCs have been included in strategic consultations in the Common Country Assessment that informs the new UN Sustainable Development Cooperation Framework (UNSDCF). This will ensure that their views are not left behind in the joint UN approach to development in Zimbabwe. Strategic partnerships with financial institutions in line with the GCR have also been fostered, supporting infrastructural development in both the refugee camps and host communities. Going forward, UNHCR plans to focus on enhancing further inclusion of refugees in national development plans, UN agency and other stakeholder plans. This is expected to enhance sustainability of gains achieved through partnership. Efforts will be put to strengthen partnerships with the private sector. UNHCR aims to continue strengthening community engagement as a phased approach that will support in the transition towards increased community ownership of all projects. Over the past three years, UNHCR’s main areas of activity have included coordination with the Government and partners in the provision of lifesaving protection and humanitarian assistance to people of concern (e.g. following cyclone Idai in 2019), including shelter, health, education, sanitation and core relief items. UNHCR has worked closely with other UN agencies to engage with the Government and other stakeholders in the development the Zimbabwe National Development Strategy (2021 – 2025) and has followed up on pledges made by the Government during the Global Refugee Forum (GRF) and the High-level Segment on Statelessness with one of the achievements being collaboration with government leading to the issuance of civil status documentation for POCs. UNHCR’s proactive engagement in the context of mixed flows derives directly from the exercise of its protection mandate. It is in the context of complex mixed movements that UNHCR seeks to identify and provide effective and meaningful protection to its POCs, in particular refugees, asylum-seekers, stateless people and persons at risk of statelessness who are on the move alongside migrants. UNHCR continues to focus on providing capacity to the government with a focus on solutions of strategic importance including voluntary repatriation, local integration and resettlement as well as ensuring refugees and asylum seekers are considered in long term durable solutions. UNHCR is also working closely with government to build capacity through key activities including border monitoring, civil registration, and documentation of refugees in line with refugee status under the 1951 Refugee Convention obligations. Zimbabwe has no law or policy on mixed migration, opting to follow the regional approach through the Migration Dialogue for Southern Africa (MIDSA) process. The primary responsibility to protect refugees’ rests with the GoZ. UNHCR fully supports the government to coordinate the refugee response in Zimbabwe through the Commissioner for Refugees who is also UNHCR’s counterpart on refugee affairs and co-chair of the refugee cluster4 . The office has also been working on a comprehensive protection and integrated development approach. This includes promoting POC access to quality basic services and business opportunities while assisting those who opt to voluntarily return. Gradually, UNHCR Zimbabwe is positioning itself as the coordinator and convener of strategic partnerships, stakeholders. and multi-agency contributions rather than direct provider for POCs. UNHCR as a member of the UNCT will also contribute to, and support with the framework of UNSDCF 3 2018 Africa Bureau comprehensive protection for refugees within the mixed movement 4 An inter-agency refugee coordination comprised of various agencies and other senior staff supporting the national refugee response. They meet quarterly to strategic and inter-sectoral operational issues. 5 and the GoZ National Development Strategy contributing directly towards the SDGs. As a member of the UNCT, UNCHR has been engaged in the development of the UNSDCF. UNHCR will continue to utilize the UNSDCF as the entry framework for refugees into other agencies plans. In line with the CRRF, UNHCR is working on strengthening existing partnerships and establishing new ones to contribute towards the GCR and further protection and solutions to POCs including but not limited to Government departments, NGOs and INGOs, CSOS, media, academia, advocacy groups and sports actors. UNHCR is working towards refugee empowerment and self-reliance through access to livelihood opportunities. During the evaluation period UNHCR established a partnership with African Development Bank (AfDB) that yielded collaboration in the livelihood and energy sectors. This partnership was instrumental in establishing a 3-year grant in 2019 that was focused on supporting livelihood activities for refugees and host communities. Through the High Commissioner for Refugees, the GoZ provided land that was used to establish the Tongogara Refugee Camp and an irrigation scheme covering 51 acres. 3. KEY AREAS OF INTEREST FOR THE COUNTRY STRATEGY EVALUATION 3.1 Capacity strengthening, coordination, and partnership One of UNHCR’s priorities is in strengthening their internal capacity and the capacity of partners, enhancing effective coordination and partnership in its responses and support to POCs. In this regard, UNHCR continues to apply Refugee Coordination Model (RCM) to ensure enhanced capacity and coordination of international protection, assistance and solution is inherent to UNHCR’s mandate and drives from the High Commissioner’s accountability for ensuring international protection from the time an individual becomes a refugee until s/he finds a solution. Coordination and collaboration on refugee issues in Zimbabwe within the UN are undertaken in close collaboration and engagement with the RCO and OCHA (Office for the Coordination of Humanitarian Affairs) and other UN agencies including UNICEF, IOM, and WFP. The coordination and partnership extend to two implementing partners and cooperating partners working in Tongogara refugee camp. It is therefore important to evaluate capacity building, coordination and partnership focusing on how effective UNHCR has been in playing their role and strengthening / supporting others to in a coherent and coordinated manner. 3.2 Decentralization of UNHCRs regional bureaux The decentralisation of UNHCR’s regional bureaux as of 2019 set about a transformational change that seeks to strengthen the ability of country operations to deliver to PoCs. As a result of this process, the Southern Africa region received 30 new technical positions which were repositioned or created to strengthen country operations and capacitate the new bureaux structures with the requisite expertise. Twenty of these positions, including much needed development capacities, were placed within country operations. The evaluation is seeking findings and recommendations on how decentralization supported Zimbabwe country offices capacity to deliver and identify gaps or lessons that can be used to inform future operational planning, rather than an assessment of the effectiveness/impact of decentralisation vis-à-vis support from the Bureau. 3.3 Livelihood activities UNHCR Zimbabwe has been implementing a comprehensive livelihood programme in close collaboration with the GoZ and other partners including the AfDB. It is therefore important for the evaluation to provide findings, lessons learnt and recommendations on the livelihood programmes undertaken by the CO focusing on their effectiveness in relation to the needs of targeted POCs. UNHCR 6 also seeks evidence and lessons on how to improve access to basic services (health and education) provided by the government and the private sector, promote self-reliance and enhance favourable measures for refugee livelihoods, access to work and income generating activities. 3.4 Protection, social services, and durable solutions A key area of focus for the CSE will be to determine where UNHCR has managed to achieve significant progress towards refugee protection, inclusion, and durable solutions under the CRRF. By examining the effectiveness of programme delivery in these thematic areas, the evaluation will also look at key factors enabling or inhibiting the organizations’ ability to achieve results in these areas. This evidence will be used to reinforce or course-correct the operations strategy across multiple areas of programme delivery. The overarching protection priorities that should form the framework for this analysis will be determined during inception. 4. PURPOSE AND SCOPE OF THE EVALUATION The CSE is intended to be forward-looking in its orientation including informing refinement implementation or future review of the Zimbabwe 2023 – 2026 multi-year strategy. The main purpose of these evaluations is to generate findings and lessons that will be inform UNHCR’s future operational planning and strategy in Zimbabwe – leading to more effective and impactful UNHCR partnerships and programming. This is in pursuit of protection and solutions for UNHCR persons of concern and the communities that host them. The CSE will seek to analyse and assess the effectiveness of UNHCR’s plans and activities considering the specific country context and reflect on recent results and the evolving needs of the population across the breadth of UNHCR’s Zimbabwe’s activities vis-à-vis other humanitarian, development, and government actors. Consequently, the evaluation will provide evidence of how and the extent to which UNHCR’s Zimbabwe’s interventions did or did not improve the lives of POCs. The scope of the evaluation covers UNHCR’s strategy and operations in Zimbabwe from 2019-2021. This period coincides with the response to Cyclone Idai and provides an opportunity to assess how UNHCR responded to ongoing programmes while addressing a humanitarian crisis. The evaluation will build on the results from the previous evaluation of the L3 cyclone Idai and Kenneth preparedness and responses; and not revisit similar discussions. In highlighting lessons learnt at the CO level, recommendations from these evaluations should help inform future UNHCR guidance for regional and country level operational planning, resource mobilisation, and implementation. The primary audience for this CSE is the UNHCR Country Operation in Zimbabwe, the Regional Bureau for Southern Africa, the Zimbabwe Office of the Commissioner of Refugees and other Government counterpart ministries and departments and POCs themselves in line with UNHCR’S commitments on Accountability to Affected Populations. Other UNHCR Bureaux and Divisions, as well as UN partner agencies – including government line ministries and humanitarian and development actors – will serve as a secondary audience. The key areas of interest broadly defined in section 3 above, are further refined with the help of four broad evaluation question areas outlined in section 4.1 below. These will be further refined during the evaluation’s inception mission based on consultations with stakeholders at the level of the operation, the bureau, and headquarters – and once the team has had a chance to assess the level of evaluability of these questions. Evaluation criteria pertaining to relevance, appropriateness, coherence, coverage, connectedness, effectiveness, and sustainability are of particular interest for this CSE. 4.1 Evaluation questions 7 The section below outlines the proposed evaluation question areas that are expected to be further agreed on and / or refined through a clear evaluation matrix during the inception phase. The respective evaluation criteria outlined for each of the areas of inquiry: a. Results These questions will focus primarily on the evaluation criteria of relevance and effectiveness. The evaluation will provide evidence on the immediate, mid-term and long-term results in the areas of livelihood, assistance, protection, preparedness, and solutions directly or indirectly achieved by the UNHCR country operation between 2019 to 2021. This will be by providing findings and lessons learnt on whether UNHCR’s current strategic approach is aligned to the evolving needs and orientations of POCs and partners in Zimbabwe. The evaluation will also examine aspects of livelihood interventions that UNHCR needs to prioritize and deprioritize its investments to maximize efforts aimed at improving the livelihood opportunities for POCS and enhance the likelihood of sustainability of achievements. The proposed evaluation questions will include: • What were the most important contextual and operational factors/decisions contributing to or impeding achievement of these results? • What major contextual and emerging factors needed to be considered in the immediate, intermediate, and longer-term planning for the operation to enhance the relevance and effectiveness of UNHCR Zimbabwe within the Humanitarian-Development Nexus. • How the UNHCR / GoZ livelihood programme contribute to supporting local integration and self-reliance for refugees. How other partners were engaged to ensure complementarity with other UN programmes and reduce the risk of duplication. • How key lessons / recommendations from previous evaluations and studies (including the evaluation of the Cyclone Idai response) were applied to improve preparedness, response, and achievement of results for POC • The evaluation should provide findings5 and recommendations that will inform the Regional Bureau for Southern Africa (RBSA) and CO in Zimbabwe on key areas including, strategic planning, integrating regional dynamics into multi-year strategic planning and identifying key areas of the CO operation that need support from the regional bureau. b. Strategic positioning and coordination. These questions will focus primarily on the evaluation criteria of coherence and connectedness. The evaluation will provide findings and recommendations on: • How strategically UNHCR was positioned within the county context and how coherent their engagement contributed to important coordination mechanisms including UNSDCF in general and specifically, in response, preparedness actions. The extent to which UNHCR Zimbabwe’s strategic priorities and country operational plans were coherent and/or aligned with the work of the government, other UN agencies and other humanitarian/development actors. This will include an assessment of how well aligned the existing UNHCR strategy and country operation plan were to the GCR, UNHCRs Strategic Objectives, current and/or evolving needs of the population and changes in the wider country context. 5 Although it is noted that it would be premature to determine the impact of decentralisation on operational performance. 8 • How UNHCR broadened its relations / connectedness with relevant public bodies and other (potential) partners towards mainstreaming protection across the humanitarian-development nexus. c. Sustainability and capacity strengthening These questions will focus primarily on the evaluation criteria of sustainability. The evaluation will provide findings and recommendations on • The extent to which UNHR’s own capacity, strategy, structures, and processes were aligned and fit-for-purpose to carry out the strategy and contribute to national / UN development / humanitarian objectives. • How UNHCR supported capacity strengthening of GOZ’s asylum system as well as inclusion and solutions for various groups of POCs? • How UNHCR has (during the evaluation period) and can (in future) enhance sustainability and enhance capacities (internal and of relevant partners) for delivery or results, further leverage its strategic position and influence within the country to optimize the potential impact of collective efforts towards protection and solutions for POCs, and the communities that host them. • The systems and approaches that have been put in place to ensure sustainability and provide recommendations on how the results can be scaled up and / or sustained considering finite funds and resources. d. Engagement and Accountability to affected populations These questions will focus primarily on the evaluation criteria of appropriateness and coverage and will provide findings and recommendations on: • How POCs were (systematically) included in decision making processes • How effective UNHCR efforts for promoting Accountability to Affected Populations (AAP), protection against Sex and Gender Based Violence (SGBV) and ensuring effective inclusion the most marginalized were • The lessons that can be drawn from UNHCR Zimbabwe’s approach to AAP, gender mainstreaming and protection against SGBV. • The lessons can be drawn from UNHCR’S response during the evaluation period (including stay and deliver) considering the COVID-19 pandemic? 4.2 Evaluation approach and methods Being a learning focused strategic evaluation that assesses the appropriateness of the portfolio, UNHCR’s performance and overall strategic approach, the evaluation will adopt a mixed methods nonexperimental design. Data collection and analysis should be informed by a feedback loop that is based on a deductive approach based on an analytical framework combined with an inductive approach that allows for integration of unforeseen issues or lines of inquiry that were not identified at the inception stage to be integrated into the analytical framework. UNHCR in Zimbabwe currently doesn’t have a Theory of Change (ToC) associated with its strategy and planning documents (this has not been a requirement in UNHCR so far). During the inception phase, the Team Leader will therefore be required to lead the process of constructing a ToC or an analytical framework that will be used as the main evaluation framework. The process will also include 9 verification and validation of the ToC or an analytical framework informed by the operation’s result chains and contextual issues. The analytical framework is expected to be developed in consultations with CO staff during the inception phase. 4.3 Evaluation methodology The evaluation methodology is expected to: a. Comply with UN ethical guidelines and humanitarian principles and ensure Age, Gender, and Diversity (AGD) perspective in all primary data collection activities carried out as part of the evaluation – particularly with refugees. The evaluation should also comply with UNHCR’s Data Protection Policy b. Employ a mixed-method approach incorporating qualitative and quantitative data collection and analysis tools including the analysis of monitoring data – as available. c. Refer to and make use of relevant internationally agreed evaluation criteria and guidance including UNEG evaluation norms and standards and the OECD-DAC evaluation criteria and adapted by ALNAP for use in humanitarian evaluations6 d. Propose and develop an analytical framework that will guide data analysis and reporting e. Be based on an analysis of (i) the strategies, policies, and operational guidelines being evaluated, and (ii) the main actors and stakeholders. f. Gather and make use of a wide range of data sources (e.g. monitoring data, mission reports, coordination groups meetings, strategy narrative, budget and indicator reports) in order to demonstrate impartiality of the analysis, minimise bias, and ensure the credibility of evaluation findings and conclusions. g. Be explicitly designed to address the key evaluation questions – considering evaluability, budget, and timing constraints. h. Benchmarked against other UNHCR operational practices in the region or similar context (eg protracted situation with smaller POC sizes) as appropriate. i. Data generated through the evaluation should reflect a human rights-based and gender sensitive approach, among other, through use of disaggregation of data by sex, ethnicity, age, disability etc and through alignment with UNHCR’s 2018 Age Gender and Diversity Policy. 4.4 Evaluability Because there is currently no ToC for the main strategy documents that list assumptions and provide an overview of UNHCRs envisaged impact pathways and casual logic, it is possible, there may be discrepancies between CO results statements outlined in the corporate RBM system and CO actual achievements. The strategic orientation of the CO is not accompanied by an analysis of causal pathways, assumptions and risks, or a contextual analysis, however internal and external documentation including annual action plans, sector strategies, results framework, country strategic plans, national development plans and other documents (a comprehensive list will be agreed and finalized during the inception phase) should complement the analysis of the main strategy documents. To enhance evaluability, the consultants are expected to outline key challenges during inception phase and where applicable propose alternative approaches if specific information sources are not available. The alternatives may include but not be limited to alternative documentation from non-UNHCR sources, qualitative data, or statistics. 6 See for example: Cosgrave and Buchanan-Smith (2017) Guide de l’Evaluation de l’Action Humanitaire (London: ALNAP) and Beck, T. (2006) Evaluating Humanitarian Action using the OECD-DAC Criteria (London: ALNAP) 10 5. ORGANISATION AND CONDUCT OF THE EVALUATION 5.1 Evaluation Management The evaluation will be managed by an Evaluation Officer in UNHCR’s Evaluation Service and implemented by a team of consultants. The CSE will be financed by the ES annual budget and final deliverables and related payments are cleared by the Head of the Evaluation Service. The Evaluation Manager will be responsible for: • managing administrative day to day aspects of the evaluation process • acting as the main interlocutor with the Evaluation Team • facilitating communication with relevant stakeholders to ensure evaluators receive the required data • facilitating communication with relevant stakeholders to ensure technical guidance on content, and, • reviewing the interim deliverables and final reports to ensure quality – with the support of the relevant UNHCR Country Office and Regional Bureaux. UNHCR’s Country Office in Harare will nominate a dedicated focal point(s) that will be the main contact for day to day operational, logistical, and technical issues in Zimbabwe for the evaluation team and the evaluation manager. UNHCR Zimbabwe will also establish an Evaluation Reference Groups (ERG) that will comprise of relevant UNHCR and external partners and will have around 10-12 people such as UN partners, government counterparts and NGOs. The ERG will be chaired by the UNHCR representative in Zimbabwe and will function as a sounding board; commenting on main evaluation deliverables and helping the evaluation team to access stakeholders during data collection. The ERG will also provide opportunities for the evaluation team to conduct a reality check on its approaches and test findings. The ERG will convene with the consultants at the end of the inception mission, field mission and reporting missions. Specifically, members of the Reference Group would be asked to: • Provide suggestions to identify potential materials and resources to be reviewed and key contacts to be considered for key informant interviews. • Review and comment on the draft inception report and provide inputs or feedback during the inception missions. • Review and comment on the data collection and data analysis instruments that will be developed by the Evaluation Team. • Review and comment on the draft final reports, validate emerging findings and conclusions. • Advise on the focus of the evaluation recommendations that will form the basis of the Management Response to the review. 5.2 Evaluation Quality Assurance The evaluation consultants are required to sign the UNHCR Code of Conduct, complete UNHCR’s introductory protection training module, and respect UNHCR’s confidentiality requirements. In line with established standards for evaluation in the UN system, and the UN Ethical Guidelines for evaluations. Evaluation in UNHCR is founded on the inter-connected principles of independence, impartiality, credibility, and utility, which in practice, call for: • protecting sources and data. • systematically seeking informed consent. 11 • respecting dignity and diversity. • minimising risk, harm, and burden upon those who are the subject of, or participating in the evaluation, while at the same time not compromising the integrity of the exercise. The evaluation is expected to adhere to ‘Evaluation Quality Assurance’ (EQA) guidance, which clarify the quality requirements expected for UNHCR evaluation processes and products. The Evaluation Manager will share and provide an orientation to the EQA at the start of the evaluation. Adherence to the EQA will be overseen by the Evaluation Manager with support from the UNHCR Evaluation Service as needed. 5.3 Timeline, Work Plan and Deliverables The request for bids / applicants will be issued in April/May 2022. The selection process and signing of contracts is expected to be completed in May with an expected start date of early June 2022. An indicative timeline for this evaluation is outlined in table 1 below. The evaluation (delivery of the final report) is expected to be completed in six to seven months. Inception mission and report The Evaluation Team will undertake an inception mission that will be used to deepen a shared understanding on the context, priorities and limitations by different stakeholders including UNHCR, the government at local and decentralized level, UN, and other non-UN partners etc. This will include but not be limited to refining the evaluation scope, specifying the methodology, developing the analytical framework, refining, and elaborating the evaluation questions and developing the evaluation plan matrix and evaluation tools. The inception phase will include an assessment of the intervention logic by developing a ToC, undertaking detailed literature review and an evaluability assessment, and proposed strategies to address any limitations observed. An Evaluation Plan Matrix detailing evaluation questions, subquestions, and evidence identified to answer to each question, analysis strategies and stakeholders to be engaged to answer each question will also be presented and agreed on during inception phase. This will also include an explanation of how the UN’s Ethical Standards, the data protection- and Age Gender and Diversity policy will be adhered to. The evaluation team is expected to clarify sampling criteria and strategies related to all primary data generation. The evaluation team is expected, furthermore, to clarify strategies for conducting analyses and disaggregation of data with a view to assess UNHCR’s contribution to diverse right holder groups. This should include proposed data gathering involving vulnerable groups, sensitive subjects and/or use of confidential data. The inception report will also include an explanation of the approach to triangulation and quality assurance of all evaluation deliverables, a workplan with the division of labour between the evaluation team members. The inception report will be subject to feedback from the Evaluation Reference Group (ERG), Quality Assurance (QA) performed by the Evaluation Manager and an independent QA company contracted by UNHCR which may include an ethical review as required. Planning of the evaluation should be done with flexibility bearing in mind that the COVID19 pandemic or other disasters may limit access to stakeholders or access to different parts of the country. To this end, flexibility on costs for travel may vary or be reduced and this will be addressed accordingly. 12 The presentation of the inception report (including the ToC), addressing comments received and approval / validation of the Inception Report marks the completion of the inception phase. Draft and final reports The draft report will be based on triangulated evidence collected from desk reviews, primary and secondary qualitative and quantitative data collection and analysis. The draft report which will be prepared in line with UNHCR’s report outline will focus on detailed findings, recommendations, and limitations (if any). The report will be a maximum of 50 pages (excluding annexes). It will also have a draft executive summary (maximum 5 pages) which will include the main findings, recommendations, and limitations (if any). The CO staff will be engaged by the team in verifications of findings and validation of recommendations through the ERG and validation workshops. The first draft report will be reviewed by the ERG and quality assured by the Evaluation Manager and, as relevant, an ethical review. Written feedback and verbal feedback received from the reviews, QA processes and / or during meetings and workshops will be addressed before a second draft report is shared with CO, Evaluation Service and engaged Regional Bureau staff for any final comments for which the evaluators will respond or address the comments and submit a final revised report. The draft and final reports will be submitted to the UNHCR Representative, senior management team in Zimbabwe, the RBSA and Evaluation Service. The Country Office will coordinate the formal Management Response, which together with the final evaluation report will be made available in the public domain. Table 1: Proposed workplan and deliverables Activity Key deliverable Indicative timelinei Payment Schedule Inception phase including: – Initial desk review, stakeholder mapping, inception mission including interviews with key stakeholders, internal and external quality assurance review on the draft inception report – circulation for comments and finalisation / integration of inputs. 1. An inception mission. 2. A draft and final inception report (20 pages max) – including ToC, desk review, methodology, final evaluation questions, evaluation matrix, data collection tools, stakeholder mapping and analytical framework. 3. Meeting with ERG to review inception report. Addressing feedback from ERG, internal and external QA. Week 1-6 (max 6 weeks) 20% Data collection and analysis phase including: – Key stakeholder interviews, surveys (in country and/or remotely depending on feasibility); document reviews; field visits, triangulation and data analysis. Workshop on preliminary findings and emerging trends – Stakeholder feedback on preliminary findings 1. Workshop on preliminary findings and emerging trends with in-country stakeholders and the IERG either in-country or remotely. 2. Addressing (as appropriate) feedback from the workshop and or any written feedback. Week 7-13 (max 7 weeks) 20% 13 Further data analysis and consolidation of findings and recommendation into draft report. Presenting reports (written and in workshops / PPT). Addressing feedback received and revising draft reports. Preparing and presenting revised final report to key stakeholders and validation of findings, conclusions and recommendations. 1. Draft Report (max 50 pages) (should include draft executive summary) subject to comments from Evaluation Service. 2. Addressing or responding to written feedback or feedback received from the ERG, internal and external QA. 3. Draft final Report (max 50 pages) revised from the draft report (including executive summary) with comments addressed or feedback provided on comments that could not be addressed. Week 14- 21 (max 8 weeks) 30% Dissemination Finalisation of evaluation report 1. Validation / co-creation workshop with RG, and UNHCR stakeholders on findings, conclusions, and recommendations 2. Final report (max 50 pages) including recommendations and stand-alone executive summary (max 5 pages) and annexes. Week 22- 24 (max 3 weeks) 30% 6. EVALUATION TEAM REQUIREMENTS The evaluation will be undertaken by a team of three qualified independent evaluation consultants, comprising the Evaluation Team Leader, and two other team members (one of them will be from UNHCR). The Team Leader will be responsible for leading the team, the division of labour, quality assurance of all deliverables, leading the in-depth assessment and consolidation of findings. S/he will be supported by a team of two consultants (at least one who should preferably be Zimbabwean). The set of sectoral experience required include – coordination, protection and solutions, livelihood programmes, partnership, governance and coordination with government and other stakeholders. This advertisement is for two people. Although the contracting modality is on an individual basis, applicants are strongly encouraged to apply as a team. For these reasons, (a) proposals from teams and (b) where the Team Leader and one or more team members have previously worked together will be considered advantageous. All work and deliverables will be in English. The evaluation team will, ideally, be gender and geographically balanced and comprise the following characteristics: a. Understanding of UNHCR’s operations including protection mandate, durable solutions and livelihood programmes, operational platform and work on solutions and inclusion b. Understanding of the broader socio-political and economic context especially as it relates to POCs needs and UNHCR priorities. Experience in the region and/or Zimbabwe will be an added advantage. c. Expertise and experience in coordination, partnership and direct delivery of protection and solutions expertise in refugee and IDP responses with focus on protracted solutions combined 14 with periodic humanitarian crises. This should include but not be limited to working in a humanitarian / development nexus context. d. Experience in evaluation related to issues pertaining to the humanitarian development nexus, inclusion, gender, and diversity sensitive programming. e. Experience evaluating some of the key sectors in which UNHCR works, particularly livelihood, protection, resilience, inclusion, coordination, social services (education, health, WASH and gender) Evaluation Teams are expected to demonstrate evaluation expertise as well as expertise in refugee response and humanitarian operations, including Accountability to Affected Populations (AAP). All work and deliverables will be conducted in English. Further required skills and qualifications are outlined below: 6.1 Evaluation Team Leader’s qualifications a. A post-graduate or Masters’ degree in social science, development studies, international relations, economics, or related field. b. Demonstrated experience as a Team Leader on UNHCR’s evaluations or other UN agencies working in similar contexts. This should include demonstrated experience and ability to consolidate inputs from different team members, Quality Assure deliverables and guide evaluation team members to deliver to the required standards and timelines. c. A minimum of 10 years of relevant professional experience in managing or leading evaluations in humanitarian settings and/or combination of both humanitarian and development settings. d. Demonstrated experience and understanding of UNHCR’s operations including protection mandate, durable solutions and livelihood programmes, operational platform and work on solutions and inclusion. e. Experience working on or evaluating gender mainstreaming and inclusion programmes or components within wider programmes. f. Experience evaluating programmes that work closely with governments on policy and implementation of programmes at country level. g. Demonstrated ability in mixed research methodologies and proven experience with various data collection and analytical methods and techniques used in evaluation and operational research. h. Experience in similar contexts or other UNHCR programmes that will provide opportunities for benchmarking. i. Demonstrated ability to facilitate and manage high-level workshops and demonstrated ability to communicate effectively with a target audience. 6.2 Evaluation team member qualifications a. A post-graduate or Masters’ degree in social sciences, law, development studies, international relations, economics, or other relevant fields plus a minimum of 7 years of relevant professional experience ideally in humanitarian and development settings. b. Minimum of 6 years’ experience supporting quantitative and qualitative data collection and analysis for evaluation purposes (preferable) or operational research in humanitarian and development settings. c. Demonstrated experience and knowledge of the humanitarian and development context in Zimbabwe and or the Southern Africa Region including experience working with government partners at centralized and decentralized levels. 15 d. Demonstrated experience and understanding of Zimbabwe and or the region, particularly regarding collaboration with government, inter-agency coordination, and support to national development plans. e. Experience working on humanitarian and development response programming with demonstrated knowledge on programming approaches and standards. f. Experience working on or evaluating gender mainstreaming and inclusion programmes or components within wider programmes. g. Knowledge of various data collection and analytical methods and techniques used in evaluation and operational research. h. Proven expertise in facilitating participatory workshops involving different groups and participants. i. Zimbabwe nationals or candidates based in Zimbabwe and/or demonstrating relevant experience conducting evaluations in Zimbabwe or the region will receive priority. The evaluation consultants are required to sign the UNHCR Code of Conduct, complete UNHCR’s introductory protection training module, and respect UNHCR’s confidentiality requirements. The Evaluation Team will be responsible for organising travel arrangements, booking hotels and setting up interviews.

How to apply

Individual consultants will be shortlisted based on the criteria above. Applicants who apply as a team will receive additional points in the selection process. Scoring in the selection process will be done on an individual basis and the Evaluation Service reserves the right to select the final team composition. This will be a deliverable-based contract, and each consultant will be paid per deliverable as per his or her qualifications. The following documents must be submitted: A short covering letter explaining: • Whether it is a team or an individual applicant applying • The name and contact details of the applicant(s) • The role each of the team members is applying for and mention if one or more team members have worked together before • A brief summary (maximum 2 pages) outlining suitability and how the individual team members meet the requirements of the evaluation including relevant previous experience • A brief summary of how the team collectively meets the requirements of the evaluation (if applying as a team) • Detailed CV of all applicants in P11 format (found at the bottom of the careers page) In addition, the application will include A 3-page document (maximum) explaining: • The envisaged methodological approach to answer to the evaluation questions, which will include considerations on sampling, approach, data generation, quality assurance, analysis and validation, bench marking and engagement of stakeholders. (If applying as individuals, this is only expected from the Team Leader) • A written sample (max 2) of a previous similar evaluation, a review, a report or a publication of any kind in which the applicant(s) was an (co) author within the past 5 years. 16 Full applications should be sent to Evaluation Service hqevaser@unhcr.org. The application subject should be title of the evaluation, function, last and first name) e.g. “Application Country Strategy Evaluation Zimbabwe – Team Leader and Last, First name”. Applications should be submitted no later than May 17, 2022 (Midnight)

 

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