APWLD is inviting women from across Asia-Pacific with relevant experience and skills to submit their expression of interest for the consultancy for APWLD Mid-Term Evaluation. Please read the Terms of Reference below.
Terms of Reference:
APWLD Mid-Term Evaluation
Experienced evaluators are invited to submit a short proposal and personal resumes for the following consultancy. Consultancy fee will reflect competitive rates payed within the region. Travel costs to APWLD activities will be borne by APWLD and need not be included in the proposal.
DEADLINE for Proposals: 15 February 2019 via email to Ms. Kim Nguyen, Programme and Executive Associate at firstname.lastname@example.org.
- To assess the initial impact of APWLD’s five-year plan (2017-2021) at its midpoint. The evaluation will cover the period of 2016-2018;
- To consider changes that may need to be made to the five-year plan in light of changing geo-political contexts as well as APWLD’s position within global and regional movements;
- To review the effectiveness of APWLD’s organisational structure (e.g. membership committees) as a membership-driven network in advancing its goals and objectives.
- To review the implementation of previous recommendations and provide further recommendations to ensure our work continues to be effective, influential and beneficial to our movement.
APWLD is Asia Pacific’s leading feminist, membership driven network. Our membership represents diverse women from 27 countries in the region and provides the strength and expertise that both drives and executes our programmes. For over 32 years APWLD has been empowering women to use law as an instrument of change for equality, justice, peace and development. We use capacity building, research, advocacy and activism to claim and strengthen women’s human rights.
In 2017, APWLD entered into a five-year plan that expanded APWLD’s work to seven programmes with several sub-programmes, which required an increased budget and Secretariat size (details of APWLD’s programmes can be found at www.apwld.org).
The first two years of the plan brought expansion of APWLD’s programmes from seven to currently nine programmes as well as influence in regional and international policy and standard-setting spaces. We have adopted new approaches (e.g. womanifesto), strengthened cross programme collaborations (e.g. women human rights defenders), expanded our Feminist Participatory Action Research into multiple programmes, continued to convene Asia Pacific Feminist Forum as well as incubating strategic approaches based on the demands from our membership (e.g. feminist strategic litigation, sub-regional FPAR, global strike, women’s tribunal). This expansion and cutting-edge work have resulted in greater visibility and recognition of APWLD’s voices and influence in civil society advocacy as well as required considerable resources and leadership.
As a result of these development, APWLD’s five-year plan may need to be adjusted to strengthen our response to changing internal and external dynamics. The mid-term evaluation will assist APWLD members in identifying areas where we may need to adjust, continue, grow or conduct further review and assessment.
As a membership-driven network, APWLD has developed programme architecture to ensure members continue to actively shape and drive our programmes. The membership nature of APWLD is both its strength and its challenge. The mid-term evaluation will assist the membership in identifying the efficacy of the current programme committee structure and ways to further engage, utilise and respond to members.
APWLD uses a feminist approach to monitoring and evaluation. We see this evaluation as an opportunity to strengthen and refine that framework. As well as providing reflective recommendations, it is indended that this process will provide recommendations on continual improvement of our feminist monitoring, evaluation and learning process.
- The external evaluation should primarily analyse the initial impact of APWLD’s work in key domains of change that assess the extent to which the programmes and initiatives have:
- Strengthened the capacity of women’s rights advocates
- Created resources and opportunities that have been used by movements to advocate for change
- Influenced legal or policy change that advance women’s human rights and development justice
- Built movements and solidarity for women’s human rights and development justice
- Ultimately contributed to structural change and shifted power relations that enable women’s human rights enjoyment and development justice
2. The evaluation should also assess whether there have been unexpected outcomes (positive or negative) of APWLD’s work, the impact of APWLD’s work on backlash or erosion of women’s human rights.
3. The evaluation should assess whether APWLD’s organisational structural is enabling members’ participation and reflects APWLD’s membership-driven nature. It will contribute particularly to understanding the relationship between APWLD’s impact and organisational structure.
4. The evaluation should provide a summary of the political and social context that APWLD works with particular reference to globalisation, militarisation and fundamentalisms.
5. In addition the evaluator will be asked to review APWLD’s previous external evaluation and comment on the extent to which those recommendations have been implemented and the impact of those changes.
The Evaluation Team
The evaluation will be may be conducted by 1 or 2 evaluators, preferably women from Asia Pacific, with a combination of skills which should include:
- Knowledge and experience of women’s rights movement in Asia Pacific;
- Knowledge and experience conducting feminist evaluations focused on structural and political change;
- Experience conducting interviews with grassroots women from diverse backgrounds;
- Demonstrable high level report writing and presentation skills;
- A commitment to women’s rights, movement building and structural and political change;
- Capacity to travel within the region and meet tight deadlines.
- Review key documents including strategic plan, programme reports, member reports and surveys.
- Conduct collective and individual consultations with governance members, broader members, programme members and staff involved in programme delivery.
- Identify key areas of focus for the evaluation (note that the broad nature of APWLD’s work may necessitate more focused impact evaluation around 3-5 key initiatives).
- Conduct consultations with selected members, participants, beneficiaries of the programmes to determine impact in key domains of change;
- Attend APWLD programme activities where possible;
- Conduct interviews with partners and other stakeholders;
- Attend APWLD Regional Council in April or May 2019 (dates TBC);
- Share preliminary methodologies, findings and conclusions with APWLD Secretariat and Programme and Management team prior to finalising the report.
The consultant should develop a proposed methodology in consultation with the Secretariat drawing on current feminist thinking around structural impact assessments. It should be guided by the following:
- APWLD members and constituencies should be the primary stakeholders in the evaluation;
- Methods should enable learning and reflection as well as information gathering;
- Discussions should use participatory methods;
- Methods should reflect the ‘domains of change’ that APWLD engages in;
- Recommendations should be focused on both programmatic potential and potential to broaden APWLD’s member engagement and movements.
The evaluation should take place between 15th March 2019 –20th May 2019 with the draft report due by 15th June 2019. The final report should be provided by 30th June 2019.
- A report providing analysis as detailed above with recommendations relating to programming and member engagement. The report should be of maximum 25 pages, excluding the annexes.
- A presentation to APWLD Secretariat and to the Programme and Management team of the preliminary findings.
- The consultant(s) may also be asked to present findings to APWLD’s donors. This will be confirmed at a later stage and if it falls outside of the contract period a further contract will be developed.