INDIVIDUAL LOCAL CONSULTANT for FINAL EVALUATION OF WOMEN EMPOWERMENT PROGRAMME IN PAKISTAN

Purpose: The International Federation of Red Cross and Red Crescent Societies (IFRC) and the Pakistan Red Crescent Society (PRCS), with the funding support of Kuwait Red Crescent Society (KRCS), seeks to assess the extent to which Women Empowerment Programme (WEP) has achieved its goals and objectives of building resilience and improved livelihoods of marginalized and underprivileged women in the target communities.

Audience: The results of this evaluation will be used by PRCS, IFRC, KRCS and Partner National Societies (PNSs) and other stakeholders involved in the programme to assess the progress made towards achieving the planned objectives of the WEP.

Commissioners: This evaluation is being commissioned by the Head of Country Delegation IFRC Pakistan and Secretary General Pakistan Red Crescent Society.

Evaluation team: A hired consultant from national level will conduct the evaluation. IFRC and PRCS programme team will assist the evaluator to collect quantitative and qualitative data from the field by engaging volunteers.

Reporting to: Evaluation Management Team.

Duration: Up to 22 days

Estimated Dates/Timeframe: 20 May – 7 July 2021

Location: Ten communities in district Tharparkar, Sindh, Pakistan

Methodology summary: The evaluation will be using mixed method(s) adapted towards the local context. Data can be sourced from a desk review, household surveys, observation, public/published information, key informant interviews, field visits and participatory workshops and surveys, etc.

1. Organizational Context

The International Red Cross and Red Crescent Movement is a global humanitarian network of 80 million people that helps communities affected by disasters, conflict, health and social problems. It consists of the International Committee of the Red Cross (ICRC), the International Federation of Red Cross and Red Crescent Societies (IFRC) and the 191 National Red Cross and Red Crescent Societies. Each has established legal identity and roles; however, the movement are united by seven Fundamental Principles. These principles are humanity, impartiality, neutrality, independence, voluntary service, unity and universality. Each component of the Movement is committed in respecting and upholding all these principles. Cooperation between the IFRC and National Societies are very much encouraged and heavily prioritised to facilitate in developing capacities of the National Societies that would increase their confidence in carrying out the humanitarian mandates and roles in accordance with their Mission and Fundamental Principles.

IFRC Country Delegation Pakistan’s primary focus is to support the National Society (NS) under its portfolio in enhancing institutional capacity, responding to humanitarian needs in the event of disaster and crisis as well as in implementing development programmes.

IFRC Country Delegation (CD) Pakistan supports PRCS in its role as operational lead, responsible for managing the implementation of a disaster response operation in a crisis or emergency. Upon the onset of a disaster, PRCS closely monitors the situation and shares timely and comprehensive information with IFRC CD Pakistan. If required, PRCS requests international assistance through the IFRC CD, whilst ensuring implementation of the operational strategy in line with IFRC policy and international commitments.

PRCS was founded on 20 December 1947 through an Order called “The Pakistan Red Cross Order” issued by Quaid-e-Azam, as Governor General of Pakistan and the founding President of the Society. With its National Headquarters in the Federal Capital Islamabad, the Society has its branches in all five provinces, one regional branch in Tribal Districts of Khyber Pakhtunkhwa (KP) (erstwhile FATA), Federal Capital Territory of Islamabad branch and the State Branch of Azad Jammu and Kashmir (AJK). Through these branches, and 92 district level branches, PRCS runs its field operations. This vast network is managed through a dedicated team of staff and volunteers drawn from a wide cross-section of the society.

The status of the National Society has recently been recognized by the Pakistan Government as a statutory body constituted through an Act of Parliament in 1920 and amended act in 1974. The official letter issued by the Ministry of Economic Affairs clarifies that PRCS is not a Non-Government Organization (NGO), and therefore would be allowed to seek and utilize funds for poverty alleviation programmes in Pakistan.

As an auxiliary body to the Government, PRCS liaises closely with Government departments and participates in relevant forums/events, or requests IFRC to represent PRCS in any inter-agency coordination events and the cluster system at the national level. The involvement of youth and volunteers plays a pivotal role in the implementation of on ground activities and maintaining strong linkages and regular communication with the targeted communities. Currently, PRCS has a base of 1.8 million volunteers countrywide, and with this initiative they aim to take this volunteer base to 5 million.

1. Background of the Women Empowerment Programme

Brief Summary of the Programme

Title of the Program:

Enhancing the resilience of marginalized women in Asia Pacific

Target Countries and

Beneficiaries:

13,000 women targeted across four countries including Pakistan Vietnam, Afghanistan and Bangladesh using KRCS funds and co-funding from IFRC

Donor:

Kuwait Red Crescent Society

Total Funding:

1 Million United States Dollar (USD) for four countries

Duration of the Program

24 Months

Start date:

October 2019 – June 2021

Programme Goal:

To build resilience and improved livelihood of marginalised and underprivileged women in the target communities.

Outcome:

Descriptions:

1. Increased income through livelihood support interventions.

2. Improved living standard and safety of the targeted beneficiaries.

3. Strengthened women’s empowerment and protection through education and advocacy on Sexual and Gender-Based Violence (SGBV) prevention and response community-based mechanisms.

Outcome Indicators 1:

60 percent of women beneficiaries received livelihood support, reported that income opportunities improved that enabled them to address their household needs.

Outcome Indicators 2:

40 percent of women reported increased income by 10percent at the end of the programme.

Outcome Indicator 3:

60 percent men, women, boys and girls targeted, reported to gain knowledge and skills contributing to reduced violence, especially SGBV, at household and community level.

Output:

Descriptions:

1. Livelihood support including skills development delivered.

2. Education and awareness sessions on gender prevention and protection among marginalised women.

3. Coordination at community and national level to reduce the risk of Sexual and Gender Based Violence before, during and after disasters and crisis supported.

Indicators:

Livelihoods: -

841 women trained on vocational skills.

841 women received livelihood support that enables investment in income generation activities.

# of women start-up small businesses.

percent of women reached with livelihood support completed training on technology transfer and value-added products, micro-enterprise etc, are engage in innovative livelihood opportunities.

# of women organized in group savings/self-help groups.

percent of women’s group members trained (e. g organizational development, financial management etc) in enterprise development for increased knowledge in their livelihoods business.

5 business development plans are linked with local market.

10 percent of women managed to start up their own business.

SGBV: -

500 staff and volunteers completed educational sessions on SGBV prevention and response in the last 12 months.

841 targeted women completed SGBV sessions and orientations, increasing awareness on gender equality and women’s rights.

promotional/advocacy material (banners, posters) for the community on key messages developed on violence prevention and response.

1000 people reached (disaggregated by sex and age) with key messages on community-specific violence preventions and responses and improved awareness on women’s rights and gender equality through random survey.

280 targeted community members, Government officials, and community leaders (women, girls, men and boys) (disaggregated by sex and age) attended SGBV educational sessions - supported the advocacy campaign and promotion of women rights and gender equality.

The Women Empowerment Programme is in line with the Manila Call for Action and is being implemented in partnership with KRCS, with the goal to build resilience and improved livelihoods of marginalised and underprivileged women in the target communities of Asia Pacific, covering countries Afghanistan, Pakistan, Bangladesh and Vietnam respectively. The programme aims to directly reach 13,000 women to be funded by KRCS with co-funding from IFRC appeal. A total of 3,000 women (in 3,000 households) has been targeted to directly benefit from the KRCS assistance while 10,000 will be reached through IFRC funding. The funding will support the livelihoods activities with the objectives of strengthening women’s economic security through established livelihoods. In addition, the same women are targeted with Protection, Gender and Inclusion (PGI)/SGBV activities to increase their awareness on gender protection and women rights. Moreover, 1,000 individuals who are government officials and decision makers, community leaders and influencers has also been targeted for PGI/SGBV activities for education and awareness to encourage local policy legislation and advocacy on gender protection and women’s rights. These additional targets have the potential to
increase the total numbers of reached individuals by over 16,000 people.

Community based participatory approach has been used as a strategy from the implementation stage up to the end of the programme to increase ownership, aiming towards resilient communities - aside, from empowering women through sustainable income. IFRC’s objective is to further replicate the Women Empowerment Programme to other countries, and have allocated some additional amount for women empowerment fund, for promotion and to encourage/ mobilize other partners, PNS, private institutions and other external stakeholders to be part of this intervention. The aim is to uplift the lives of the vulnerable women through established economic security while increasing awareness on women’s rights, including gender equality and protection – is the key approach to sustainable development.

Summary of achievements for Pakistan

The WEP was implemented in ten communities of district Tharparkar, Sindh. The livelihood support has been provided directly to 841 women including trainings, skills matching, access to markets and organizational development. This is to improve capacity and strengthen women’s sources of income. Setting up of women’s saving groups – a self-help group mechanism that supports each other and for readily available resources during urgent needs is the key objectives of this programme - to improve the socio-economic standing and well-being of women. Key activities conducted are:

• Training of 06 PRCS staff on WEP programme management and livelihood programming

• Providing 841 women with capacity building and skills development through Livestock Management training, value-added products in Livestock, and strengthening women’s group for economic security.

• Provision of livelihood support to 841 women (in 841 households) at the community/village level or in the slum areas to improve their household income.

• Organizational development through creation of 05 pilot women saving groups or self-help group and established revolving fund.

  With respect to SGBV, interventions were tailored according to the in-depth understanding of the needs and concerns of marginalized women in each of the targeted communities. As part of the auxiliary role to the public authorities in humanitarian field, PRCS played a vital role as the implementing partners in realizing sustainable solutions for marginalized women. Through focusing on the above elements, the cross-cutting issues were incorporated and mainstreamed to amplify sustainable impacts. Key activities conducted are:

• Conducted educational awareness sessions on sexual and gender-based violence prevention and response, which are mainstreamed into livelihood programming through local partnerships.

• Developed key messages using Information, Education and Communication (IEC) materials to promote harmonious relationship and open communication amongst targeted men and women (including boys and girls).

• Organized information and sensitization sessions for Government officials, community leaders, influencers and decision makers to promote policy and governance on gender issues and protection of women against violence, through development of an action plan to promote women's rights and gender equality.

• Advocacy and community engagement through community dialogues with community leaders and influencers to promote women's rights and gender equality and protection of women against violence including SGBV.

• Establishment of referral pathway mechanism to provide the psychosocial assistance, medical treatment, and counseling services by linking the victims to relevant department/survivors and promoting the rights of all women and girls to live free of violence and abuse.

• Evaluation purpose and scope

  4.1 Purpose

The purpose of the evaluation is to assess the extent to which the WEP programme achieved their goals and objectives of building resilience and improved livelihoods of marginalized and underprivileged women in the target communities.

The findings and recommendations will be considered as important guidelines for the management of PRCS and IFRC for decision making on ongoing and future similar programmes. It will also be a significant advocacy document for further programme improvements, strategic planning and policy making in the arena of resilience.

4.1 Scope

This evaluation will assess the relevance and appropriateness, efficiency, effectiveness, and sustainability of the programme in Pakistan, to identify key lessons learnt, recommendations, capture evidence and success stories in order to improve future programmes. The evaluation will also assess the overall quality of the implementation. It is important to include beneficiaries’ opinion on the quality of the services they received.

The consultant (including but not limited to) will be responsible for designing the evaluation plan, developing the evaluation tools, collecting data, analyzing the gathered data and writing the evaluation report, case studies along with conveying key findings, recommendations and suggestions to PRCS and IFRC. The consultant will be required to adhere to IFRC Framework for Evaluation throughout the consultancy while working closely with the Evaluation Management Team, comprising representatives from PRCS and IFRC.

In terms of geographical coverage, the final evaluation will assess the programme in district Tharparkar, Sindh, comprising of 10 targeted communities.

The evaluation will consult various target groups including IFRC, PRCS leadership, senior management team in Headquarters (HQ) and staff members in provincial/branch offices/local chapters, government officials, decision makers, community leaders, influencers and direct and indirect beneficiaries.

1. Evaluation objectives and Criteria

   5.1 Evaluation Objectives

The End Line Evaluation will be conducted for the following objectives:

• To evaluate whether the programme delivered relevant, efficient and effective activities to the targeted beneficiaries and communities as set in the programme logical framework.

• To assess whether the coordination and collaboration among PRCS, Government, non-government and other stakeholders were strengthened in implementing community-based resilience interventions.

• To identify and assess key lessons, challenges, best practices, and recommendations for utilizing in future resilience or similar programmes of PRCS, IFRC and others.

5.2 Evaluation Criteria

This evaluation focuses on the following criteria. Following are some standard/sample questions that will be discussed with the selected consultant, in agreement with the Evaluation Management Team, at the stage of development of inception report.

S.No

Criteria

Specific questions under the criteria

1

Relevance and Appropriateness

§ To what extent is the programme plan relevant in meeting the needs of the target communities? Is there a need to change programme implementation and/or direction in future?

§ To what extent the programme delivery meets the outcomes and impacts articulated in the work plan?

§ Are the activities and outputs of the programme consistent with the overall goal?

§ To what extent does the programme contribute to the fulfilment of relevant policies and strategies?

§ How effective is the project in seeking and responding to feedback from target communities?

§ To what extent the programme activities and results are resilience and SGBV focused?

2

Efficiency

§ How efficient was the delivery of the programme in terms of implementation of its interventions and activities?

§ To what extent the programme modality considered the intervention quality?

§ To what extent the programme information and learning were shared among beneficiaries and stakeholders?

3

Effectiveness

§ To what extent the planned objectives in the logical frame of the programme were reached effectively, how relevant were the activities and how timely were they delivered. to the targeted stakeholders as per the indicators?

§ To what extent the programme interventions and activities contributed to meeting the programme goal?

§ Was the programme effective for increasing the income and improving living standards of target beneficiaries?

§ What type of opportunities for collaboration between PRCS and other stakeholders were explored and strengthened, and how did the collaborations contribute to increasing the effectiveness for the programme?

§ To what extent did the programme encourage community engagement and ensured accountability issues during the programme life cycle management?

4

Sustainability and connectedness

§ Will the achievements accumulated under the programme retain its continuation in the targeted community and stakeholders?

§ What mechanisms was set in programme areas to retain the key programme outcomes in future?

§ How the programme worked with Community committees or units (I.e Community Disaster Management Committee, Community Disaster Response Team, Unit (Branch) Disaster Response Team, Union Disaster Management Committee, etc) and other local stakeholders to increase their capacity in a sustainable way?

§ Were there any potential risks for retaining the programme results and continuing the achievement?

§ To what extent are the relationships between key stakeholders and change agents likely to be sustained beyond the end of the project? Is there anything that could be done to strengthen these?

§ To what extent is the project linking, coordinating, learning from or sharing learnings with external partners and agencies?

§ Are there any changes within the overall operating environment that might contribute to the sustainability of the project (i.e. government policies or resourcing etc?)

§ To what extent are the capacities of the different stakeholders including NS have been built by the project?

5.2 Evaluation Methodology

The methodology will adhere to the IFRC Framework for Evaluation, with particular attention to the processes upholding the standards of how evaluations should be planned, managed, conducted and utilized. Applicants to this consultancy should detail their technical approach to the evaluation, proposing a clear design and a subsequent methodology that should link with the financial components of the proposal.

The specific evaluation methodology will be detailed in close consultation between the consultant, Evaluation Management Team (EMT), commissioners and relevant stakeholders, but will draw upon the following mixed methods, conducting both quantitative and qualitative data collection:

• Desk review of relevant organizational and operational background documents and history relating to PRCS and IFRC, including national policies, Standard Operating Procedures (SOPs), prior PRCS and IFRC reports, and any relevant sources of secondary data, such as exit surveys, Post-Distribution Monitoring (PDM) reports, needs assessment reports, learning review reports and other evaluations/reviews from PRCS IFRC and other actors in the country.
• Questionnaire survey with targeted beneficiaries.
• Key Informant Interviews (KIIs) with institutional representatives, beneficiaries and non-beneficiaries as appropriate.
• Focus group discussions with institutional representatives, beneficiaries and non-beneficiaries as appropriate.
• Field visits/observations at intervention locations.
• Case studies combining both quantitative and qualitative data.

The detailed evaluation design is to be created by the consultant; however, the following should be considered:

• Sampling method is to be decided by the consultant. The consultants will use the information collected from the literature review to calculate a representative sample (with the consent of IFRC and NS) so that the information collected is a true representation of the targeted beneficiaries.

• Data collection methods and pace are to be decided by the consultant, in consultation with the EMT, keeping in mind the reality of hard-to-reach locations.

• The consultant should visit a representative number of communities in the Programme areas.

• The consultant will be responsible to clearly outline the support needed in-country. This will be agreed with EMT based on resources available.

• Evaluation deliverables

• Inception Report:** The inception report will be a scoping exercise for the evaluation and will include the background/introduction, proposed methodologies, data collection and reporting plans with draft data collection tools such as interview guides, allocation of roles and responsibilities within the team, a timeframe with firm dates for deliverables and the travel and logistical arrangement plans for the team. The inception report should be approved by the Evaluation Management Team.

• A presentation or debriefing to PRCS and IFRC: The evaluation team will report its preliminary findings to PRCS, IFRC Country Delegation and the IFRC Asia Pacific Regional Office (APRO).

• Facilitation of a lessons learnt workshop: The lessons learnt workshop aims to provide an overall depiction of the best practices, challenges, etc. within the programme modalities. Findings from the workshop will also highlight best practices and stories of success in the field.

• Draft report: A draft report identifying key findings based on facts apart from opinions or rumors, conclusions, recommendations, and lessons for the current and future operations, will be submitted within one week of the evaluation team’s return from the field. Briefing on initial findings and results will be given to IFRC and PRCS before submitting the draft report.

• Final report: The final report will contain a short executive summary (no more than 1,000 words) and a main body of the report (no more than 10,000 words) covering the background of the interventions evaluated, a description of the evaluation methods and limitations, findings, conclusions, lessons learnt and clear recommendations. Recommendations should be specific and feasible. The report should also contain appropriate appendices, including a copy of the Terms of Reference (ToR), cited resources or bibliography/reference, a list of those interviewed, case studies and any other relevant materials. The final report will be submitted one week after receipt of the consolidated feedback from IFRC and PRCS.

• Case Studies to highlight stories of success in the field.

  All products arising from this evaluation will be owned by the IFRC. The evaluators will not be allowed, without prior authorization in writing, to present any of the analytical results as his/her own work or to make use of the evaluation results for private publication purposes.

  The draft and final reports will be submitted to Evaluation Management Team (IFRC and PRCS), who will ensure the quality of the report providing input if necessary. The Evaluation Management Team will submit the report to the key stakeholders interviewed for review and clarifications. The EMT will oversee a management response and will ensure subsequent follow up.

The Final Report will have following headings:

• Acknowledgements

  • Acronyms

  • Glossary

  • Executive Summary

  • Introduction/Background

  • Rationale and Objectives of the End Line Evaluation

  • Scope of the End Line Evaluation

  • Evaluation Methodology

  • Findings and Discussion

  • Conclusion and Lessons Learnt

  • Recommendations

  • References

  • Annexes. (including a copy of the ToR, cited resources or bibliography/reference, a list of those interviewed, case studies and any other relevant materials)

• Proposed Timeframe

The End Line Evaluation is expected to last a maximum of 6weeks starting from 20 May 2021 and ending on 8 July 2021. It is expected that the evaluation will be completed within 22 working days (paid consultancy days), following the below schedule.

Activity

Location

Consultancy Days

Deliverables

Schedule/Dates

1. INCEPTION PHASE

Kick-off discussion with EMT (face-to-face /remotely)

Islamabad

20 May 2021

Undertaking a literature review of project documents and producing a draft inception report and submitting to IFRC for feedback

Islamabad

2

Draft Inception Report

20-21 May 2021

IFRC to review the draft inception report and provide feedback

Islamabad

24-26 May 2021

Finalizing inception report by incorporating inputs and comments of IFRC and PRCS teams

Islamabad

1

Final Inception Report

27 May 2021

Approval of Inception Report by IFRC

Islamabad

28 May 2021

Briefing: Evaluation Team with IFRC and PRCS, facilitated by EMT

Islamabad

1

29 May 2021

2. DESIGN PHASE

Finalizing sampling strategy and developing evaluation tools

Islamabad

2

30-31 May 2021

IFRC reviews draft evaluation tools and provide feedback

Islamabad

3

1-3 June 2021

Finalizing the tools and receiving IFRC validation

Islamabad

1

Evaluation Tools

4 June 2021

Training for field researchers if necessary

Islamabad

1

6 June 2021

Submitting data collection plan to IFRC and PRCS for review and vetting

Islamabad

1

Data Collection Plan

7 June 2021

3. DATA COLLECTION, ANALYSIS AND VALIDATION PHASE

Embarking on data collection (Surveys, KIIs, FGDs, etc), data entry, cleaning and data analysis.

Tharparkar, ten communities

8 (including travel days)

8-17 June 2021

4. FINAL REPORT PHASE

Presentation of initial findings to IFRC, PRCS and other stakeholders (with some joining remotely)

Islamabad

1

18 June 2021

Facilitating Lessons Learnt workshop with IFRC and PRCS to share draft findings and validate them for further producing case studies

Islamabad

1

22 June 2021

Prepare and submit draft report with annexes

Islamabad

2

Draft Final Report

24-25 June 2021

Review of the draft report: IFRC and PRCS submits any requests for clarifications, corrections, changes on the draft report

Islamabad

2

28-29 June 2021

Producing final report, after incorporating feedback from IFRC and PRCS, with annexes

Islamabad

1

30 June 2021

Final report approval by Commissioners

Islamabad

1 – 7 July 2021

Total Consultancy days

22

1. Evaluation quality and ethical standards

The evaluators should take all reasonable steps to ensure that the evaluation is designed and conducted while respecting and protecting the rights and welfare of the communities involved and to ensure that the evaluation is technically accurate, reliable, transparent, impartial and contributes to organizational learning and accountability. Therefore, the evaluation team should adhere to the evaluation standards and applicable practices outlined in the IFRC Framework for Evaluation.

The IFRC evaluation standards are:

1. Utility: Evaluations must be useful and used.

2. Feasibility: Evaluations must be realistic, diplomatic, and managed in a sensible, cost effective manner.

3. Ethics and Legality: Evaluations must be conducted in an ethical and legal manner, with regard for the welfare of those involved in and affected by the evaluation.

4. Impartiality and Independence; Evaluations should be impartial, providing a comprehensive and unbiased assessment that takes into account the views of all stakeholders.

5. Transparency: Evaluation activities should reflect an attitude of openness and transparency.

6. Accuracy: Evaluations should be technical and accurate, providing sufficient information about the data collection, analysis, and interpretation methods so that its worth or merit can be determined.

7. Participation: Stakeholders should be consulted and meaningfully involved in the evaluation process when feasible and appropriate.

8. Collaboration: Collaboration between key operating partners in the evaluation process improves the legitimacy and utility of the evaluation.

   It is expected that the evaluation will respect the seven Fundamental Principles of the Red Cross and Red Crescent Movement: www.ifrc.org/what/values/principles/index.asp.

9. Evaluation Management Team

An Evaluation Management Team (EMT) will manage and oversee the evaluation and ensure that it upholds the IFRC Management Policy for Evaluation. The EMT will consist of three members, PRCS PMER, IFRC CD PMER and IFRC Asia Pacific Regional Delegation PMER. While IFRC and PRCS Programme Managers will support and coordinate the overall process.

1. Evaluation Team and Qualifications

A lead consultant will facilitate the entire process of evaluation. IFRC and PRCS programme teams will assist the lead evaluator/consultant during the process. The lead evaluator/consultant must have the following qualifications:

• Previous demonstratable experience in conducting project evaluations in humanitarian and development contexts.

• Significant experience in conducting evaluations related to multi-components including livelihood, community resilience and protection programming.

• Previous experience in Pakistan is highly favorable.

• Master’s degree in social science or relevant field.

• Previous experience in conducting Focus Group Discussions (FGDs), interviews, etc.

• Fluency in local language (Sindhi) will be advantageous.

• Excellent English communication skills (writing and speaking).

• Excellent communication and report writing skills.

• Working experience with the RCRC Movement will have priority.

• Strong knowledge on KoBo Toolbox for data collection.

• Proven competence in managing quantitative and statistical data.

• Proven track record of conducting qualitative research including qualitative data analysis.

• Excellent analytical and presentation skills.

• Experience in training local staff for field data collection.

• Strong computer skills in spreadsheet, Microsoft Word, database management and statistical analysis software familiarity (i.e SPSS, Stata, SaaS)

• Demonstrated capacity to work both independently and as part of a team.

  The consultant will take all responsibilities to ensure that the End Line Evaluation is technically accurate, reliable, transparent, impartial and contributes to organizational learning and accountability. The evaluation team is required to adhere to the IFRC Evaluation Standards and specific, applicable process outlined in the IFRC Framework for Evaluation.

How to apply:

Interested local consultants should submit their expression of interest to jobs.pakistan@ifrc.org, by 02nd May 2021. In the subject line, please state the consultancy you are applying for. (SUBJECT: FINAL EVALUATION OF WOMEN EMPOWERMENT PROGRAMME IN PAKSITAN- Company Name/Last Name, First Name).

Application materials should include:

• Curriculum Vitae (CV) of applicant(s).

• Cover letter responding to the criteria as set out in the requirements and clearly summarizing your experience with relevance to this evaluation.

• A technical proposal including but not limited to proposed evaluation methodology, timeline etc.

• Financial proposal outlining daily consultancy fees and total cost of the evaluation (in Pak. Rupees). including any relevant tax contributions

• Two samples of previous written reports, as described in this ToR, for which the consultant is sole or lead author.

• Three professional references.