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18-334: Evaluation Consultant
Essential Job Duties/Scope of Work:
The humanitarian crisis in Yemen remains one of the most critical and complex ongoing emergencies in the world. The conflict has engulfed 21 out of 22 governorates in Yemen, compounding a critical humanitarian crisis triggered by years of poverty, poor governance, conflict, and ongoing political instability. In 2017, the total number of people requiring humanitarian assistance was standing at 18.8 million, which represents almost 70% of Yemen’s total population; 10.3 million of which are children. These figures have increased in 2018 to 22.2 million or 75% of the total population are in need, of which 11.3 million are in acute need of humanitarian assistance.
Prior to the escalation of violence in March 2015, Yemen was plagued by years of political instability, poor governance, and endemic corruption that severely hindered development outcomes. In 2014, a World Food Program (WFP) Comprehensive Food Security Survey recorded that 41% of the population (10.6 million) was food insecure, while Yemen ranked first on the Gender Inequality Index. That same year, the World Bank reported that water shortages depleted reservoirs faster than they were replenished, warning of mass displacement, communicable disease outbreaks, and heightened food insecurity due to drought.
Conflict has exacerbated each of the above-mentioned concerns and Yemen is currently at risk of famine (IPC Phase 5). The situation in country was described as the worst humanitarian crisis in the world today by the United Nations Secretary General in April 2018. The country remains dependent on imports of up to 90% of basic food and medical commodities contributing to worsening threats of outbreaks of cholera and diphtheria, as well as food and fuel shortages with frequent closures of land, air, and sea ports. The economy has virtually collapsed, purchasing power has been eroded, and more than half of the workforce is without employment; individuals employed in the public sector have been without regular payment of salaries since August 2016. The 2018 Yemen Humanitarian Response Plan (YHRP) states that vulnerable populations in 107 of 333 districts face heightened risk of famine and require integrated response efforts to address and prevent further human suffering.
IMC began operations in Yemen in 2012, in order to contribute to the humanitarian efforts by addressing critical needs of IDPs and host communities in the most affected districts of target governorates through provision of integrated, multi-sectoral assistance across four sectors - namely, agriculture and food security, health, nutrition, and water, sanitation, and hygiene (WASH).
Interventions are designed to improve access to life-saving health and nutrition services, with a particular focus on primary health care, vaccination coverage, reproductive health care services, IMCI, in-patient and out-patient treatment of SAM & MAM, preventive nutrition services (BSFP and IYCF activities) and general consultations. To this end, IMC is providing support to 24 PHCs (health units and health centers), and 2 stabilization centers with essential medication and supplies, support staff to fill gaps in essential personnel at selected health facilities as well as incentives to health workers, in addition to capacity building on key topics. Hospitals are also provided with essential medication and supplies, particularly for the emergency departments, intensive care units, and operation theaters. Additionally, IMC is also operating mobile teams in Sana’a and Taiz with the view of decreasing challenges of access to nutrition and PHC services.
Moreover, health assistance is integrated with a nutrition intervention to reach the most vulnerable populations. The nutrition program includes active case-finding, routine screenings, monitoring and support, reporting of all identified SAM and MAM cases, and provision of therapeutic food. All nutrition, health and WASH awareness raising is conducted within the framework of CMAM so as to implement a targeted and efficient program aimed at improving the nutrition outcomes for the most vulnerable populations.
Additionally, the health and nutrition intervention is further strengthened by WASH and FSL assistance to reduce the vulnerability of conflict-affected households with decreased access to health and nutrition services resulting from the escalation of the conflict. For FSL, IMC is implementing targeted voucher based restoration of livestock, emergency livestock feed provision, and improved access to veterinary support services through mass vaccination, deworming, and vaccination interventions that will target communities in catchment areas of the supported health facilities in Taiz. In the communities, WASH interventions are mainly hygiene promotion and improving hygiene practices and distribution of hygiene kits targeting mainly to the SAM and MAM cases and their care takers. In health facilities, IMC’s WASH support is related adequate access to safe drinking water and medical waste management and infection prevention.
A significant investment has gone into the program over the past three years in Yemen and there is a need to consolidate the achievements, document best practices, shortcomings and the key issues that affected performance to further enhance the program strategy. Specifically, there is a need to generate concrete evidence on how well, successful and unsuccessful the program strategy is in terms of effectiveness, relevance/appropriateness, efficiency, connectedness, coherence, coverage, and impact.
This evaluation aims at addressing and achieving purposes of accountability and transparency as well as learning from experience. The specific objectives of the evaluation are as follows:
To undertake comparative assessment on the progress achieved in delivering the programme results and identify key successes, gaps, and constraints that need to be addressed as well as issues that affected progress.
To examine the programme performance using the standard OECD/DAC criteria of evaluating humanitarian assistance programmes as well as issues that affected performance.
To examine the effectiveness of related cross-cutting issues such as quality, inclusiveness, gender and equity, protection and Accountability to Affected Populations (AAP).
To document good practices and generate evidence-based lessons and recommendations to strengthen the strategies of ongoing and future programmes.
The findings of the evaluation will be shared with all stakeholders, including the donor and line ministries, for accountability and transparency. Additionally, the lessons and recommendations from the evaluation will be used by IMC at two levels. At the country level, the findings and recommendations will be used for developing new or revising programme strategy and for fundraising efforts in areas in need. At the program level, the recommendations will be used in improving interventions and the service package.
The first stage of the evaluation will involve an extensive inception phase based on secondary information sources and remote interviews with key staff from different sectors of the program and with selected staff from support departments. A detailed inception report will be prepared which will detail the evaluation methodology, the evaluation tools and the work plan based on the evaluation scope and focus as well as the additional information gathered in the inception phase.
The second phase will involve implementation of the inception plan including finalization of evaluation tools followed by the fieldwork. In preparation for the evaluation report, the evaluator should also conduct debriefing and presentation meeting to share the preliminary findings and validate with IMC team in Yemen.
The detailed evaluation methodology will be determined in the inception phase based on the missing information from review of secondary sources. But given the multi-dimensional focus of the evaluation, a multitude of methods is envisaged as follows:
Review of secondary data and documents: Electronic copies of key program documents will be shared with the external evaluator during the inception phase. In addition, program managers will provide data that are readily available from various sources. The data will be reviewed and analysed during the inception phase to determine the need for additional information and finalization of the detailed evaluation methodology.
Interviews with key informants: Interviews will be conducted in both phases. A few key programme and support staff will be interviewed during the inception phase. In the second phase, interviews will be conducted with additional people, including clusters, government and facility-based staff as appropriate.
Use of baseline information: Baseline information on outcome indicators will be provided to the external evaluator based on secondary data and information that is readily available.
Field observation and Focus Group Discussions (FGDs): This includes observation of project sites including health and WASH facilities. The FGDs will also be conducted with nutrition and health staff as well as beneficiaries of the programme as appropriate. When organising field visits and interviews, attention will be given to ensure gender balance, geographic distribution, representation of all population groups and representation of stakeholders.
Field Surveys: The external evaluator is expected to implement participatory approaches for collection of data from targeted communities, including beneficiaries.
After completion of second phase, the external evaluator will produce a single final report by end of November 2018. The report is comprised of:
Table of Contents
Executive Summary: maximum two to three pages, briefly describing the programme and summarizing the key points of the evaluation (purpose and methodology, main conclusions, recommendations, lessons learned).
Main Report (20-25 pages): the main body of the report should start with background, program overview, the methodology, including sampling strategy, and limitations. It should also be structured in accordance with the specific evaluation questions formulated under Section 3 with evaluation results and findings as well as best practices and lessons learned. Recommendations should be as realistic, operational and pragmatic as possible, taking into account the circumstances currently prevailing in the context of Yemen, and of the resources available.
Annexes (in English)
Rating table based on OECD/DAC Criteria
List of Interviews Conducted
References and Resources Consulted
Advanced university degree in social science, preferably in a topic related to public health, public nutrition, epidemiology and related fields.
Extensive evaluation expertise and experience, particularly in evaluation of humanitarian assistance and integrated emergency assistances covering basic services sectors and livelihoods sector.
Demonstrated skills in survey design, tools development, fieldwork planning and data collection and data analysis.
Excellent report writing skills in English in a practical, direct and precise answer to points of the terms of reference.
Expertise in any of statistics software packages, including but not limited to SPSS and STATA.
Experience in the Middle East region and/or Yemen. Knowledge of Arabic would also be considered strong advantage.
Good communication, advocacy and people skills. Ability to communicate with various stakeholders and express concisely and clearly ideas and concepts in written and oral forms.