HIV, health and human rights: sustaining community action Background

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1 Terms of Reference for the evaluation of the Alliance Strategy (Theory of Change): HIV, health and human rights: sustaining community action June Background The International HIV/AIDS Alliance (IHAA) works with communities through local, national and global action on HIV, health and human rights. Our vision is a world without AIDS. Since 1994, the Alliance and its partners have supported over 3,000 projects, in over 40 countries, reaching millions of people. In 2013 the Alliance launched a new strategy HIV, Health and rights: Sustaining Community Action. With the knowledge that communities are critical to the success of the HIV response, we have worked alongside communities, community-based organizations and networks to ensure there is equitable access to effective HIV prevention, treatment and care for all those who need it; through the realization of human rights; the empowerment of people living with HIV and other affected populations; by demanding political accountability; and strengthening community and health systems. Informed by the evidence we had, we began to develop a Theory of Change (TOC) to support our new global strategy. This Theory of Change broadly defines the series of outcomes that are implicit in our HIV programming. It highlights the sequence of actions which ultimately lead to our impact on health and social-political outcomes, and informs the results we should expect to see if our new strategy is implemented as planned. Overall, the assumptions underpinning our TOC are based on the belief that communities have the power to tackle HIV if recognised and supported to do so and that some civil society capacity and resources exist at both local (community) and national levels. While our ambitious TOC covers the period up to 2020, we set medium term objectives that we envisage will be realised in The current evaluation will review progress towards these 2015 targets. IHAA receives strategic funding from various sources including the Department for International Development (DFID), Norwegian Agency for Development Cooperation, Swedish International Development Agency and DANIDA. DFID is the largest source of strategic funding for the Alliance through the Programme Partnership Agreement (PPA). This has been through three successive grants for the implementation of IHAA strategy. The current grant has recently been extended to March 30 th IHAA has used PPA strategic funds to support civil society to build capacity of communities and organizations and to influence policy change. This evaluation will measure the achievements, challenges and outcomes of the Alliance strategy, with a particular bias to PPA funding, due to its proportionately greater contribution towards the IHAA strategy. IHAA would like to invite applications from consulting groups to review current progress of the IHAA strategy ( ) to date. The review will focus on five select outcome indicators (see table 1.1) and five cross cutting thematic areas (value for money, sustainability, relevance/effectiveness, beneficiary feedback, and gender) and provide pragmatic recommendations for the remaining strategic period. The review will consist of two phases: Phase one- general review and validate progress against select Alliance outcome indicators and review of progress in Alliance cross cutting thematic areas. Phase two: Informed by findings from phase one, the evaluation will identify two least evidenced cross cutting areas for primary data collection and analysis, including at the country level.

2 1.1 Outcome Indicators under review ( From IHAA s Strategic framework) Strategic Response 1: Increase access to HIV and health programmes Outcome 1: Improved health outcomes 1. Percentage of Alliance countries contributing ten per cent or more of the national coverage for HIV prevention, care or treatment, as reported to national HIV coordinating bodies or based on population size estimation. Strategic Response 2: Stronger health and community systems Outcome 2: High performing & sustainable civil society 2.a Community based organisations and networks supported by the Alliance show increased capacity to innovate, strengthen community systems and measure results 2.b Percentage of Alliance Linking Organisations receiving five percent or more of their total funding from sources beyond Official Development Assistance Strategic Response 3: Inclusive & Engaged Societies Outcome 3: Empowered communities 3. a Percentage of Alliance countries where violence and discrimination against people most affected by HIV is recognized by the state and addressed by CBO-led individual case response systems b Globally and number of Alliance countries, where the Alliance s community and global action achieves verifiable progress towards policy goals related to HIV, health and rights. 1.2 Priority cross-cutting thematic areas under review: i. Value for Money ii. Sustainability iii. Relevance and Effectiveness iv. Beneficiary feedback v. Gender 2. Main Objective The main objective of this evaluation is to measure IHAA s performance in achieving outcomes of the organizational TOC and IHAA key thematic areas. Within the confines of the Strategic Result framework, the evaluation process should provide evidence and/validation of existing evidence of progress against the IHAA organizational TOC and its assumptions, including in-depth exploration of the key processes of change.

3 3. Specific Objectives 3.1 Review of progress against core outcome indicators listed in section 1.1: i. To verify the validity of data presented by Linking Organizations for reporting against Strategy Output/Outcome Indicators. (In a sample of Alliance countries) ii. To review progress towards achieving intended outcomes of the Alliance TOC (see TOC Briefing Document ). 2 Measure to what extent IHAA is achieving progress towards immediate and intermediate outcomes. 3.2 To review progress around priority cross-cutting thematic areas in section 1.2 and identify two least evidence for additional primary data collection (in select Alliance countries) 3.3 To identify and provide pragmatic recommendations for programme improvements both in terms of our operations as well as to how we evidence programme results for the remaining strategic period ( ) The evaluator will facilitate more robust primary data collection and analysis in order to strengthen/ generate evidence. NB: The current mid-term review, due December 2014 Is the first in a series of evaluations we plan for the strategic period. The next review will be administered toward the end of 2015 with the evaluation result ready by March Scope: Every Strategic Outcome/ priority theme under review will be evaluated according to three criteria: Evidence base: availability of evidence to substantiate claims by evaluation respondents. Systematization: to what extent is the organization systematic in addressing each theme, is it institutionalized? Outcome focused: Are processes related to the achievement of each theme designed in a way that leads to the realization of outcomes? Evaluation approach: i. A theory based approach to the evaluation has been adopted, which is framed and guided by the IHAA TOC which captures a broad spectrum of ways in which IHAA achieves strategic results. The evaluation process will provide evidence of the overarching theory of change and its assumptions and explore the key processes of change in as much depth as possible. While not limited to these things, it is important that the evaluation demonstrates evidence for IHAA capacity building of communities and organisations: changes in capacity and the effects of these changes, innovation and learning among partners and stakeholders and its ability to influence policy change. ii. Approach to assessing value for money: The assessment of the value for money is an integral part of this evaluation process. IHAA has defined its approach to VFM, but for the purposes of this evaluation, the following approach will be adopted in evidencing IHAA approach to value for money: explain the influence of contextual factors on IHAA s interpretations and approaches to applying value for money principles; 2

4 explain how IHAA interpreted value for money principles and applied them across the organisation; explain the effects of this approach on the organisation and its work to date and, if relevant, the potential effects it could have in the future; describe the characteristics of a particular outcome (or set of outcomes) IHAA wanted to achieve from strategic funding, and explain how and why these drove internal activity costs and budget decisions; and use the 4 Es to systematically explain how at each stage in the implementation process, the benefits of strategic funding were maximised to achieve best value for the type and scale of costs that were incurred. While the evaluation will look at all ways IHAA achieves strategic value, in addition it is critical for the evaluation to assess the extent to which IHAA is able to demonstrate the difference that unrestricted funding has made to IHAA work from the beginning of January 2013, to date. 4. Methodology The review will emphasize evidence to substantiate progress reported, extent to which approaches are systemized and investigate the extent to which processes are outcome driven. It is envisaged that the methodological steps will be successive in nature, with the results of the previous stage informing the focus and depth of the next stages. Each step of the methodology will be finalized in consultation with IHAA but is likely to incorporate the components summarized below. 4.1 Desk review of key IHAA strategy documents: These include Alliance Strategy document, TOC, Result framework and Indicator reference guide; Unrestricted funding programme documents, monitoring frameworks, progress reports and financial reports. 4.2 In depth interviews: with key informant: key staff members from IHAA secretariat, external technical partners Tele- interviews with Technical support hubs and Linking Organizations and Implementing Partners. 4.3 Review of internal processes and systems: Management Information Systems, Technical Support, Accreditation, Policy, Best Practice, Resource Mobilization and Financial Management Accounts etc. 4.4 Presentation of interim findings, highlighting for each outcome indicator (1.1 above) and each cross cutting thematic area (1.2 above): a. Robustness of evidence generated and presented by IHAA b. Extent to which approaches are systemized/ institutionalized c. Extent to which processes lead to intended organizational outcomes d. Recommendations for improvement in the above e. Prioritization of thematic areas requiring intervention/ more in depth review f. Prioritization of countries for field level verification of data. 4.5 Evidence creation/ strengthening: Based on the evidence generated above, IHAA in consultation with the consultant will decide the two most critical priority cross cutting thematic areas (i.e. themes with the least evidence, least systematized and advanced in terms of realizing outcomes) more in-depth review and propose relevant methodologies to cover gaps; this may involve primary data collection, collation and analysis at the country level. It is envisaged that this second phase will employ qualitative techniques (e.g. participatory consultations with beneficiaries and community representative and quantitative techniques (e.g. unit cost analysis of providing a minimum package of SRHR services)

5 4.6 Evaluation Questions Criteria Strategic framework Output indicators Strategic framework Outcome indicators Impact and Value for Money (Incl. Efficiency) Relevance and effectiveness Sustainability Beneficiary feedback 3 Gender Key Evaluation Questions How valid is the output level data presented by Alliance LOs in reporting progress in the strategic framework? To what extent is IHAA achieving progress towards immediate and intermediate outcomes? What are the challenges in realizing the outputs, outcomes and impacts (both positive and negative) resulting from IHAA strategic funding. What were the results of strategic funding and did this investment achieve good value for money? To what extent is there an effective and demonstrable link between the strategic use of funding (e.g. on activities to improve organisation effectiveness) and the benefits delivered for socially excluded communities? How and with what effects were plans for sustainability enacted to ensure that the benefits continue post-funding? What choices have IHAA made about whether, when and how to conduct beneficiary feedback in a way that adds value to programme management and to beneficiaries. iii. How do these choices link to the IHAA Theory of Change? How is IHAA strategy, implemented and monitored in a way to deliver and track improvements in the lives and well-being of girls and women? ii. How does IHAA address gender through its systems, policies and procedures? 2. Outputs 3 We consider three levels of beneficiaries, immediate, intermediate and ultimate: proximate: individuals, organisations or institutions that you work directly with. Every agency should be able to collect feedback from this group. Intermediate: institutions, organisations, governments, groups or individuals where/with whom you aim to bring about change but may not be working directly with. Ultimate: Households, communities and individuals in focus countries. All agencies should see this group as their ultimate beneficiaries and in many cases programmes or projects may work directly with this group.

6 Completed data collection tools for Phase one review Power-point presentation of interim findings and recommendations Proposed data collection tools for Phase two review/ intervention Power-point presentation of final evaluation findings Draft and Final Review report 3. Management and steering of the Progress review This assignment will be directly managed by the Principle Investigator/ lead consultant who will assume overall responsibility for the deliverables of the Strategy Review. The Review will be guided by a steering committee which constitutes IHAA staff. The Monitoring and Evaluation Advisor will act as the first point of contact for the team of consultants and will be responsible for overseeing the implementation of the review. IHAA will support all stages of the review process including providing relevant background documentation, data, access to internal processes and systems e.g. intranet, assisting with travel logistics, facilitating appointments and organizing data collection and providing feedback on key outputs. Specific functions of the steering committee: In consultation with the consultant team, refine objectives tools and methodologies. Provide feedback on draft inputs presented by team of consultants. Sign off final deliverables 4. Time table The indicative timetable for the Progress Review is outlined below: Activity Date Man days Expression of interest submitted to IHAA 3 July Shortlisted consulting group invited to submit full 10 July proposals 20 Submission of full proposals 20 July Selection of consultants by IHAA 25 July Phase 1 of review conducted 30 August Presentation of Phase 1 findings 10 September Priority interventions and methodologies for 30 October phase 2 agreed Phase 2 of review conducted 30 November 50 Submission of draft Review report 15 December Submission of final report 30 December 5. Profile of consultancy team The Strategy Evaluation team may consist of more than one consultant with a minimum of 10 years of combined experience in HIV/AIDS programming in international development context. The successful bidder will have one or more members who possess the following: Proven experience in conducting evaluations/reviews of strategic interventions

7 Knowledge of DFID corporate key areas and evaluation priorities and expectations Proven experience in leading a DFID funded evaluations/reviews Proven experience in monitoring and evaluating HIV programmes Combined minimum of 10 years of experience in undertaking assessments using quantitative and qualitative techniques. Ability to systematically analyze results based programme data Excellent analytical and facilitation skills Excellent written and oral proficiency in English Post graduate education in a relevant discipline. IHAA would like to invite applications from a coordinating consultant group to evaluate its organizational Strategy. If you are interested, please send two paged Expression of Interest outlining your approach, qualifications and indicative budget to Ethel Sibanda: Monitoring and Evaluation Advisor (esibanda@aidsalliance.org). Applicants that meet the relevant criteria will be invited to submit a full proposal. Country: United Kingdom

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