1. About SNV

SNV Netherlands Development Organization is an international development organization supporting communities to achieve social and economic development through agriculture, renewable energy and improved water and sanitation systems. SNV Kenya’s agriculture program focuses on enhancing market systems for agriculture products through that; stimulates market-led commercialization of smallholder farming, employs good agriculture practices, and observes climate smart and environmentally friendly practices. Projects in the agriculture program aim to improve access to markets through improved product quality, increased yield and enhanced food, nutrition, and water security. The global objective is to reduce poverty and improve livelihoods through innovative solutions that address food and nutrition security, sustainable markets, climate smart agriculture, and equal opportunity for women and youth in employment and business, while ensuring systemic change across value chains.

2. Project context

Livestock in Kenya contributes 47% to the agricultural sector; 70% of the national livestock herd is found in the Arid and Semi-Arid Lands (ASALs). Livestock in the ASAL areas is kept traditionally by agro-pastoralist communities on communal land. They use herd mobility as a measure to mitigate against the frequent recurrent droughts – simply moving with the rains in search of greener pastures and water. Due to increased population density and dynamics of landownership resulting in subdivision into different private owners (ranches, conservancies, etc.) and land uses, this mobility is increasingly being restricted. The agro-pastoralist communities have not been able to adapt through modernization of their grazing practices and development of a fodder supply chain. In addition, changing weather patterns result in frequent floods and severe droughts while overgrazing exacerbate degradation. This can bring the ASALs into a downward spiral, resulting in decreased herd productivity and increased cattle mortality (loss of productive assets) leading to extensive economic and livelihood losses.

The ASAL counties have the lowest development indicators with 60% of its inhabitants living below the poverty line. Kenya imports 25% of its beef supply which potentially could come from its ASAL areas through improved management and feeding, contributing to its economic growth, creation of jobs, climate resilience, sustainable landscapes, and food security. The ASAL economies and landscapes in Kenya are threatened by overgrazing, deforestation, loss of biodiversity, prolonged droughts, diminishing water bodies (both ground and surface water), invasive species, reduced pastures, low animal productivity and high livestock mortality rate. COVID-19 is exacerbating vulnerabilities and inequalities in the Kenyan economy (including ASALs).

Research, including that of Kenya Agriculture and Livestock Research Organisation (KALRO), has made great strides in providing potential solutions with improved grazing management innovations, and improved forage production technologies through superior grasses and forage legumes. Improved genetic material is available but needs to be locally and commercially validated through production and feeding trials, including cattle herds but also small livestock (sheep & goats). The material needs easy seed multiplication to get to scale. There is a lack of structured business models for seed multiplication and distribution, and seed bulking or commercial forage production and sales could provide opportunities for women and youth enterprise development, as well as opportunities for large scale commercial production.

Improved rotational grazing, sustainable use of underutilised grazing areas, and improved herd mobility across counties would need agreements with respect to grazing payments to land-owners and harmonised county policies. Despite high levels of mobility and frequent movement of large numbers of livestock across county borders, County Integrated Development Plans (CIDPs) generally lack an integrated landscape management approach regarding enhancement of the livestock sector and management of land and water resources. Kenya’s ASALs are fragile and ongoing landscape degradation needs to be and can be reversed if changes in approach and management can be accepted by county governments and local pastoralists. Coordination and joint implementation of the integrated landscape management issues across the three counties are needed to build a more resilient system. Furthermore, although relevant national policies are in place, they need to be applied and implemented at county level.

3. About the ICSIAPL project

SNV Kenya and Kenya Agriculture and Livestock Research Organisation (KALRO) in collaboration with County Governments - are implementing the Integrated & Climate Smart Innovations for Agro-Pastoralists Economies and Landscapes Kenya’s ASAL project (ICSIAPL). The project is implemented under the EU’s Development Smart Innovation through Research in Agriculture (DeSIRA) action. The project’s lifetime is from 1st January 2021 – 31st December 2023. The project works in the Counties of Narok, Kajiado and Taita Taveta and is funded by the European Union and the Embassy of the Kingdom of the Netherlands.

The project applies research towards building more resilient and market-based solutions for improved forage production and livestock husbandry through climate smart innovations and sustainable landscape management. The overall objective of the project is to enhance livelihoods of agro-pastoralists communities through improved forage production and livestock husbandry, building on commercialisation of climate smart innovations and sustainable landscape management in Taita Taveta, Kajiado and Narok counties.

The project has defined three interrelated strategic outcomes, which are aligned with the three 3 main pillars of the EU’s DeSIRA initiative:

Research applied and commercialised: increased resilience of agro-pastoralists and SMEs against climate shocks by the adoption of technology and upscaling of appropriate grazing and feeding innovations.

Capacities strengthened, and coordination realised: capacity of county governments and other stakeholders improved in planning, implementation and coordination of integrated landscape and grazing management and drought resilient livestock feeding strategies.

Policies applied, and strategies developed: county governments better able to domesticate national policies and develop local strategies/frameworks for drought resilient livestock sector development.

4. Objective and scope of evaluation

The long-term goal of the project is to build resilience of communities in the three ASAL counties hence increasing their incomes, gender inclusion in livestock and forage value chains while reducing the effects of climate change and landscape degradation. The work of this project will contribute to improvement in agriculture and achievement of Sustainable Development Goals (SDGs) through addressing the following barriers: 1] Low rates of technology adoption in agriculture by agro pastoralists 2] Lack of market-based knowledge among agro-pastoralists 3] Limited collaboration among stakeholders of forage and landscapes 3] Weak policy environment especially at the counties 4] Low participation of women and youth in fodder value chain 5] High risk of climate change shocks.

This midterm evaluation shall be conducted according to the guidance, rules and procedures established by SNV and its donors. The objective of the evaluation is to assess the achievement of the project results which will prompt midterm adjustments and draw lessons that can improve the sustainability of benefits from this project and help in the overall enhancement of SNV programming.

The midterm evaluation will assess the implementation and performance of the project by looking at the potential impact and sustainability of results. This includes contribution to capacity development to achieve effective integrated and climate smart innovations in fodder and sustainable landscapes management approaches in attainment of project goals. In addition, the evaluation is expected to review the project´s progress on partnerships with key stakeholders: KALRO, County Governments of Taita Taveta, Kajiado and Narok and similar projects e.g., KCSAP and ASDSP among others.

Finally, evaluation is considered as a significant opportunity to provide donors, government, and project partners with an independent assessment of relevance and progress in achievement of outcomes.

5. Evaluation approach and methodology

The evaluator is expected to formulate the evaluation assignment using the criteria of relevance, effectiveness, efficiency, sustainability, and impact, as defined, and explained in the DCED standard and develop a set of relevant questions covering each of these criteria.  The evaluation must provide evidence-based information that is credible, reliable, and useful. The clients and users of this mid-term evaluation include ICSIAPL project team, SNV Country management, project steering committee at the national and county government levels, project donors (European Union and the Dutch Government) and clients (agropastrolists, SMEs, conservancies, and ranches). The evaluator is expected to use participatory approaches ensuring close engagement with county government, KALRO, SNV project team, beneficiaries (making provisions for women and youth), SMEs, and other relevant stakeholders.

The evaluator is expected to conduct a field mission in the three counties and specific sites where the project interventions have been implemented with a suitable sampling methodology employed. The ICSIAPL project database shall be used as primary source document. The evaluator shall identify and utilise suitable data collection methodologies.

The evaluator will review all relevant sources of information, such as the project document, logical framework, project reports including annual narrative and financial reports for 2021 and quarter one and two of 2022.

The evaluator will analyse the data and prepare a report according to an outline prescribed by SNV. In addition to the report, the analysis shall be presented in DCED standard matrixes which shall be presented as annexes to the report:

1. Evaluation questions matrix
2. Evaluation criteria ranking

6. Scope of mid-term evaluation

The evaluation will cover the period from January 2021 to June 2022 which shall find the project at the actual mid-term of implementation.  The evaluation will cover the design, inception and implementation phases. At the design phase the evaluator will seek to determine positive and negative aspects that were crucial for project success, while in the other phases the evaluator will strive to establish results at outputs, outcomes, and early impact levels.

The evaluation will assess the extent to which the project has successfully mainstreamed project priorities, including resilience building, improved business leadership for women and youth, landscape level and SMEs governance, and county government strategies while documenting conclusions, lessons learnt and recommendations.

The following result areas of the project will be assessed as guided by evaluation criteria including recommendations as detailed in section 5 above with specific attention to gender and youth inclusion:

Project impact

The evaluator will assess the extent to which the project is progressing towards achievement of impact including challenges and mitigation measures.

Outcome 1: Ensured coordination and good management practices in the design, implementation, monitoring, evaluation, and learning to achieve the envisaged objectives and results of the action.

The evaluator will assess the results on indicators related to institutional and stakeholder partnerships in relation to structural design and context of the project

Outcome 2: Increased resilience of agro-pastoralists and private sector actors against climate shocks by upscaling of appropriate grazing and feeding innovations.

The evaluator will assess the extent to which the project has increased resilience of agro-pastoralists and SMEs against climate shocks by up-scaling of appropriate grazing and feeding innovations with key focus on productivity, business models, and beneficiary adoption rates.

Outcome 3: Increased capacity of county governments to implement climate resilient Integrated Landscape Management strategies and plans to support agropastoral communities.

The evaluator will assess the county governments’ capacity in ILM and grazing plans strategy development with focus on embedding county institutional structures within and across counties, implementation plans, enforcement, and partnership with grassroots organizations e.g., WRUAs, Conservancies, Cooperatives and Group ranches.

Outcome 4: Improved capacity of county governments to develop local strategies/frameworks for drought resilient sector development compliant with national policies.

The evaluator will assess the capacity of county governments to comply with national policies and development of local strategies on drought resilience with focus on policy/strategy development processes within the wider framework of both national and county governments’ climate, forage, agriculture, and livestock sector initiatives.

7. Risks and assumptions

 The evaluator will review risks identified at project inception with emphasis on climate risks, operational risks, cultural risks especially for women, youth and any other emerging risks that require attention by the project with clear recommendations effective for copying/mitigation.

8. Communication and visibility

The evaluator will review effectiveness of current communication and visibility strategy in positioning the project donors and implementing partners. In addition, the assessment will include effectiveness in dissemination of innovation themes being promoted by the project among target beneficiaries and other key stakeholders.   

9. Conclusions, recommendation, and lessons learnt

The evaluation report must include a chapter with set of conclusions, recommendations, and lessons. The consultant will draw detailed conclusions in alignment to DCED evaluation criteria and further identify lessons learnt and make recommendations to the project team with succinct suggestions for critical interventions that are specific, measurable, achievable, and relevant within the context of project locations.

10. Implementation arrangements

The main responsibility for managing this evaluation lies with SNV Kenya. SNV will contract the evaluator and provide relevant documents. The project team will be responsible for liaising with the evaluator to set up stakeholder interviews, arrange field visits, coordinate with the Government. The evaluator is expected to make own logistical arrangements for all field travels, etc. The responsibility for coordination of the evaluation resides with the project Monitoring, Evaluation, and Learning Advisor with supervision from Project Manager.

11. Time Frame

The evaluation will be carried out between Mid-June 2022 to mid of August 2022, with a final report expected by end of August 2022. The evaluator is expected to develop a reasonable work plan of the planned activities; including proposed number of days aligned to the budget.

12. Deliverables

The following are the key outputs for this assignment:

     i.        Inception report: should be a maximum of 10 pages, detailing the methodology/approach to be used; checklist for document reviews, the schedule of activities; the tools for data collection and workplan.

    ii.        Draft midterm report: should be logically structured, contains evidence-based findings, lessons, conclusions and recommendations devoid of irrelevant information to the overall evaluation. The report should respond in detail to the specific evaluation questions described and should be maximum of 20 pages exclusive of annexes.

   iii.        Validation: Powerpoint presentation highlighting key findings for review and validation by the project teams/stakeholders in a workshop.

   iv.        Final report, including summarized findings with key recommendations presented in pdf and word soft copies and 4 printed and well bound copies.

13. Ethical considerations

The evaluation team will safeguard the rights and confidentiality of information providers, interviewees, and stakeholders by ensuring compliance with legal provisions and codes governing collection and reporting of data. The evaluator and team will agree to sign data processing agreement which shall be provided by SNV.

Evaluation team will ensure security of information of this assignment in accordance with GDPR compliance. The information, knowledge and data gathered in this process must also be solely used for the evaluation and not for other uses. Where video coverage and photo shooting are involved, informed consent must be signed.

14. Qualifications 

             I.        A Master’s degree in field of economics, livestock production, NRM/range management, or other closely related fields.

           II.        Over 10 years of experience in quantitative and qualitative data collection and analysis in areas of value chain analysis, result-based management evaluation methodologies.

         III.        Knowledge of climate smart and or resilience building programs with measurement of resilience sensitive indicators.

          IV.        Experience applying SMART indicators and reconstructing or validating baseline scenarios; competence in adaptive management as applied to fodder, beef and dairy value chain development with market systems approach.

           V.        Experience in conducting EU, DGIS funded project surveys including household studies, agricultural value chain analyses, Mid Term, and end term evaluations especially in ASALs contexts.

          VI.        Experience in implementing evaluations remotely with field logistics and guiding enumerators to assure high quality data as an asset.

        VII.        Previous experience with Akvo Flow, Log Alto, ODK, Survey CTO platforms for online and off-line data management would be considered a plus.

15. Required

The following is required from the consultancy firm in response to these terms of reference as a basis for evaluation and selection of the suitable consultant:

             i.        A technical and financial proposal

            ii.        CV(s) of the firms lead consultant and support or technical staff/consultant to be engaged

           iii.        Reference list of previous clients and a sample final report for the same

           iv.        Company registration certificate

            v.        Tax compliance certificate and PIN

16.  How to apply

Please apply by clicking on the “I AM INTERESTED” tab on this page and submitting the documents listed in 15 above (in English) by or before 19 April 2022.

SNV is an equal opportunity employer, and the positions are available for filling at the earliest possible opportunity. Thus, qualified women and men are encouraged to apply.

NB: Only shortlisted will be contacted.

We do not appreciate third-party mediation based on this advertisement.

SNV Kenya does not require you to undergo any medical test prior to employment