VMM Terms of Reference
Project Title:
External Review of VMM Interventions with East African Partners
Expected Start Date:
July 2017
1.1. Background to VMM
VMM is a lay Christian development organisation. We recruit, train and support professionally
qualified lay personnel to work in areas of great need in developing regions of Africa that currently
includes Kenya, Malawi, South Sudan and Tanzania, Uganda and Zambia.
VMM aims to build the capacity of its grass roots partners in overseas countries by supporting
projects that advance education, health and community initiatives that service the relief of poverty.
These objectives are achieved through the building of partnerships with church, civic and community
organisations and the identification of the immediate and long term community capacity building
needs. Where the human resource requirements cannot be met locally, VMM meets these needs by
recruiting skilled professionals from the UK and Ireland to fill these positions as volunteers. We work
to realise our Vision, Mission and Values:
Vision
A world where we live in the shelter of one another
Mission
To share who we are and not just what we have
Our Values
Faith
While VMM has Christian roots, motivation and ethos, it matters not that some colleagues and
volunteers may not have an active Christian faith. What does matter is their full-hearted
commitment based upon their responding to the call of the VMM vision and mission. Faith for VMM
is about hope, commitment and a belief in doing whatever is right to make a positive difference
wherever we are called to do so.
Respect
For self and all others in the global community, united in a common bond of mission to make a
positive and lasting positive difference wherever we are called to work.
Integrity
Our internal compass is aligned to true north and so determines how we act in holding ourselves to
account. This is about our being known for transparency, accountability and honesty in in every
aspect of all our activities.
Compassion & commitment
We each need both, as one without the other will not make the difference we all seek in giving the
care and empathy that, alongside hope, leads to positive action to transform lives. It must be
trustworthy, dependable and there for the long term.
Selflessness
To care enough to take a risk and to sometimes fail. To commit and to give as part of something
bigger without ever expecting anything in return, accepting that we may never witness or measure
the long term return from our work, but have faith in just knowing that a difference has been made.
Our Behaviours
Our behaviours inform how we act on a day to day basis, how we interact with each other and what
our partners can expect at every contact with anyone who represents VMM. We will be measured
and appraised against each, but we are not all perfect and when we don’t quite get it right we will
learn and move forward.
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We listen to understand
We do what we say we will do and honour our word
We actively engage and support each other
We learn and share continuously
We deliver value in all we do
2. Purpose and Justification of the Review
The review has been commissioned by VMM to ascertain if it is operating optimally with regard to its
interventions with East African partners. It is looking to see if VMM is achieving its objectives as set
out in the 2015 Action Plan (prepared as a response to Coffey International’s review of VMM’s
international operations), VMM strategic framework 2016 – 2020, and in line with our MOUs and
agreements with project partners. It is looking to see if there are areas both operationally and
structurally that could be modified with a view of enhancing the efficacy of VMM as it strives to
meet the challenges of the needs of the poor and marginalised as served by our East Africa partners.
3. Objectives of the Review
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To assess and document VMM’s support to and interventions with its current East African
partners. The assessment of project performance should emphasize the following :
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Relevance – the extent to which the objectives of the development intervention are
consistent with beneficiary requirements, country needs, institutional priorities,
partners and donors policies, as well as Project coherence in achieving its objectives;
o
Effectiveness – the extent to which the development intervention’s objectives were
achieved or are expected to be achieved taking into account their specificities (not
just physical outputs but also high-level results; explaining factors determining
achievements, including change of context; looking at other possible achievements);
o
Capacity transfer – the extent to which the VM has succeeded in transferring skills
and capacity to the community, fellow staff on the project and/or their designated
counterpart.
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Value for money – a measure of how economically resources/inputs are converted
into results, with reference to project benchmarks (include project delays,
overruns; technical issues; operational cost ratio, economic rates of return;
o
Sustainability - the likely continuation of net benefits from a development
intervention beyond the phase of external funding support. It also includes an
assessment of the likelihood that actual and anticipated results will be resilient to
risks beyond the project’s life;
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Poverty impact - the changes that have occurred or are expected to occur in the
lives of the poor and their community (whether positive or negative, direct or
indirect, intended or unintended) as a result of development interventions, (i.e.
changes in: household income and net assets, human and social capital and
empowerment, food security and agricultural productivity, natural resources and
the environment, institutions and policies);
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Participatory nature of interventions – the extent to which project design,
implementation, monitoring and evaluation have involved the participation of
beneficiaries and key stakeholders.
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Cross-cutting issues: HIV/AIDS, Gender, Environment and Justice and Human Rights
– design features, implementation features, effectiveness (results achieved),
sustainability of issue-related results, performance of partners in addressing crosscutting issues.
o
The role of the VM – a review and evaluation of the impact, effectiveness, relevance
and efficiency of VMM personnel in their assignments with VMM’s current East
African Partners
To derive lessons / make recommendations to VMM on how interventions can be improved
and strategies developed for future engagement with partners which are in line with the
needs of the poor and marginalised being served, the needs of our partners and VMM’s
Strategic Framework.
4. Process of the Review
Activity
1
Preparation by external assessor with VMM team
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2
Review of project documentation, Partner Handbook,
Three way Agreements, MOUs, Organisational Self
Assessments, Partner Profiles, Project visit reports,
Assignment Information forms, VMM personnel
quarterly reports
Other relevant literature review
Briefing from VMM Office
Agreement on activities & timeframes
Preparation of meetings/programme
Development of assessment methodology (involving
analysis of programmes and activities in areas of time,
target groups, person reached, and outcomes
measured [if at all, how and with what results]).
Partner visits
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Assess physical progress, efficiency and adequacy, in
terms of delivery of project inputs, outputs and
outcomes;
Assess the project according to the abovementioned
particular issues Analyse which factors and
constraints have influenced project implementation,
including technical, managerial, organizational,
institutional and socio-economic policy issues, in
addition to other external factors unforeseen during
design;
Estimated
time
1 - 2 days per
project
partner
Key outputs
Familiarisation with the VMM
Support to Partners & VMM
Personnel.
Create work plan and
timeframe;
Review instruments
(examples: matrix with key
evaluation questions and
means of verification,
questionnaires, interview
protocols, meeting
programmes, etc.)
5 -10 days
per partner
Documented records of
interviews and observations
with stakeholders.
Draft review findings.
3
Writing Reports
 Draft Reports & Final Reports
Report should:
 Contain an executive summary
 Be analytical in nature (both quantitative and
qualitative)
 Be structured around issues and related
findings/lessons learnt
 Include conclusions
 Include recommendations
1 – 3 days
per partner
Draft reports on each Partner
delivered to VMM for
consideration and for
comments.
10 months
after start of
assignment
A report per project partner
in word document format
with tables/graphs where
appropriate will be submitted.
Last month
of
assignment
Draft plans for future
engagement with East
African partners developed.
Recommendations for
changes to tools &
documentation.
(A draft report template is provided at the end of this
document).
4
Submission of Final Reports
5
Forward looking meetings
Meetings with consultant and VMM International
Programme team members
Working with team on possible changes and development
to existing reporting formats and tools
Time allocated to the Assignment
12 months
5. Evaluation Outputs
Final output is expected in report format using the attached format. The reports should be of high
enough quality to share with outside agencies, donors or interested third parties. They should
provide substantive evaluation against indicators as outlined in the project documentation, and
should be structured in terms of issues and related findings, assessment of performance, description
of best practices, conclusions, learnings, recommendations and/or scenarios. The review should
focus on the specific VMM interventions / areas of operation with each partner as well as be
forward looking and propose improvements to VMM interventions with partners in East Africa.
Additional outputs include a Powerpoint presentations on key findings and draft reports.
6. Management of the Review
The assessor will be expected to be self-sufficient and able to manage their own activities, under the
oversight of the mission organisation VMM engage to manage the assessor.
The VMM CEO and International Programme Manager will assist the assessor in their preparation
and provide them with any required information and documentation.
The VMM Africa Programme Manager will facilitate contact with key partners in country as required,
participate in briefing and debriefing process and provide comments on the final report.
He will be responsible for ensuring smooth communication and arrangement prior to and during the
review. This includes facilitating clear understanding among VMM’s partners concerning the
objectives and methodology of the review, providing background information and documents,
initiating travel and accommodation arrangements and arranging initial assignment meetings as
necessary.
8. Qualifications Skills and Attributes Required of the External Assessor
Education
A university degree at the post-graduate level in the social sciences, international development,
management or other relevant field of study
Work experience
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Minimum 5 years of experience in the development sector in the areas of management,
implementation, evaluation of projects/programmes, developing and supporting
organisational infrastructure; preferably some experience of these in developing countries
and some experience with volunteer organisations;
Knowledge and experience of volunteerism with its diverse manifestations and cultural
settings;
Excellent analytical and report writing skills;
Good people and communication skills;
Proven work experience in use of participatory evaluation methods for identifying
measurable target indicators;
Demonstrated ability to assess complex situations in order to succinctly and clearly distil
critical issues;
Must be a self-starter and be able to work independently with excellent demonstrated
teamwork, coordination and facilitation skills;
Fluency in computer (bringing his/her own laptop to the mission will be required) Previous
volunteer experience is an asset
Skills:
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Strong planning skills
Excellent written and presentation skills
Strong communication skills
Ability to work in a different cultural environment and to deliver under pressure/meet
deadlines
Ability to network with partners on various levels
Comfortable with the necessary computer skills (MS Word / Power Point)
Appendix 1: Report Structure of Review
Length of the Report
The acceptable length of the report on a VMM intervention with a partner would be 15- 20 pages
but this will be determined by the size and scope of the partner and the extent of VMM
interventions with them
1. Coverage
This should indicate: the title of the project, the name of the Reviewer, and the date the report was
submitted.
2. Table of Contents
It should include page numbers and list of tables, graphics, boxes, annexes and photos
3. Abbreviations/Acronyms
E.g. OBAAT = One Brick at a Time.
4. Map of the region:
This might be useful to help the reader familiarise himself with the specific region of Uganda
5. Executive Summary:
It should be a summary that contains the context of the review, purpose, scope, methodology, main
findings, conclusions, recommendations and lessons learned.
6. Introduction:
The Introduction should not be more than one page. It should contain the:
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Purpose of the evaluation/review
Scope of the programme/project
Scope and methodology of the evaluation
Structure of the report.
7. Project description and review profile
This section should contain:
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Brief background to region/country (Political, social, economic, and historical)
Economic, social and cultural dimensions of the project being reviewed
Stakeholders
Issues to be addressed – VMM interventions & support, VMM personnel placed, capacity
building, programme objectives etc
 References to relevant documents and reports
 Other information (phases, timeline, communications, relationships etc.)
 Purpose and scope of the review - what results were expected to be achieved –Review process
and methodology –Any Obstacles.
8. Review findings
This section should be a clear statement of what the review found out in response to the questions it
was set up to answer. There will be different categories suitable to the projects being reviewed and
based on the TOR. This should include findings (the list below is not exhaustive):
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Regarding resources used and outputs produced
Indicating contribution to outcomes and intended and unintended effect
Indicating progress compared with initial plans (achievements/challenges)
Indicating status of implementation of recommendations from previous evaluations (if any)
Value added of lay mission to the project/programme
Visibility of the VMM programme and the sense of identification of the volunteers with the
programme itself
Findings should include partner capacity changes and impact of VMM’s personnel activities on
peoples’ lives, including impact on poverty alleviation, gender equality, and other relevant
MDGs, as well as impact of development projects supported by VMM
Giving information on capacity building and exit strategy: whether capacity has been developed;
whether mechanisms have been put in place to ensure that the partner and partner staff can
sustain the positive effects of the interventions once VMM personnel leave.
Concerning project management
Cultural issues
9. Conclusions:
Conclusions should be based on the analysis of the findings and supported by evidence. They should:
 Add value to the findings
 Answer to review issues
 Focus on issues of significance related to key areas mentioned in the TOR.
10. Recommendations:
The Recommendations should be numbered and divided according to whom they are directed to,
e.g. VMM Board, VMM Management, VMM International Development Programme, VMM Regional
Offices, or VMM partner organisation etc. The use of a table can be a way to organise them. They
should:
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Contain suggestions to improve future performance
Be supported by evidence and findings
Be adequate in terms of the TOR
Facilitate implementation (Realistic and objective).
11. Lessons learned
Lessons learned should help to:
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Replicate similar type of interventions elsewhere or support the upscaling of a project;
Prevent mistakes for future similar interventions;
Contribute to general knowledge in the area of the intervention of the project being reviewed.
Annexes:
The expected annexes include:
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List of People interviewed/met
Timetable of field work
List of important documentation consulted
Data collection instruments;
Programme of Review
Terms of Reference of the Review
Desk Study (if any)