Terms of Reference
Mid-Term Review of the Parliament of Zimbabwe Institutional Strategic Plan (2018-2023)
The Constitution of Zimbabwe expanded the powers of Parliament in line with the doctrine of the Separation of Powers, between and amongst the Judiciary, the Executive and Parliament. Section 119 of the Constitution confers Parliament with the power to protect the Constitution and promote democratic governance in Zimbabwe. In this regard, the Parliament is the supreme oversight, legislative and representative body in Zimbabwe. Parliament developed its Sixth Institutional Strategic Plan (ISP) (2018-2023), covering the duration of the Ninth Parliament. The ISP, was designed in response to Zimbabwe’s development priorities outlined in Zimbabwe’s Vision 2030, the Transitional Stabilization Program (TSP) 2018-2020, the Constitution of Zimbabwe, Parliament of Zimbabwe Standing Orders and the Sustainable Development Goals.
The overarching goal of the ISP (2019-2023) is “A Parliament that supports the attainment of a prosperous Zimbabwe that sustainably and equitably benefits all people”. Specifically, Parliament endeavours to adhere to the Institution’s Constitutional mandates enshrined under Chapter 17 of the same constitution, in particular, section 298 providing principles that guide all aspects of public finance in Zimbabwe and section 299 outlining Parliament’s oversight role of all expenditure and revenue. These constitutional mandates are thus outlined as:
Making laws for the good governance of Zimbabwe,
Holding the Executive and all agencies of the state to account, and
Inculcating public participation in legislative and Parliamentary processes.
All this is being achieved with Parliament implementing its ISP through the financial support from the Government of Zimbabwe and Development Partners such as United Nations Development Programme, the Delegation of European Union to Zimbabwe, African Development Bank and the World Bank.
The specific KRAs of the ISP are as follows:
Key Result Area 1: Effective oversight on all institutions and agencies of the State and government at every level.
Key Result Area 2: Timely passing of laws that are consistent with the constitution.
Key Result Area 3: Effective representation of people.
Key Result Area 4: Effective analysis, scrutiny and approval of the National Budget.
Key Result Area 5: Timely approval and domestication of International Treaties, Protocols and Agreements.
Key Result Area 6: Effective administration of Parliament
Rationale for the assignment
The Parliament of Zimbabwe ISP (2019-2023) provides an overall framework for strengthening Parliament’s legislative, representative and oversight functions. The strategic plan is now at the mid-level of its implementation thus the need to review its implementation since its inception. The mid-term review aims at informing Parliament on performance improvement, accountability, learning and evidence-based decision making and management. The review will assess results achieved to date with a special focus on outcomes, outputs, performance indicators and targets outlined in the Results Framework of the ISP; determine appropriate measures for refocusing the strategies where necessary, highlight areas of strength and opportunities for achieving the desired results and capture effectively the lessons learned while identifying the possible challenges, gaps and areas needing strengthening thus make recommendations for enhancing the strategy implementation and performance. The consultants should explore any delays in implementation, their causes and draw lessons from the delays providing suggestions for improved implementation to avoid further delays going forward.
This review will also provide an opportunity for Parliament to further integrate any emerging and contemporary issues that are relevant for Parliament’s work and which might have been left out at design stage. The Parliament of Zimbabwe seeks to hire a consultancy firm for this process.
Objectives of the Mid-Term Review
The objectives of this mid-review are to:
- Assess the progress that has been made so far against the Results Resources Framework as well as progress made per outcome for the specific indicators. In this regard, this Mid-Term Review will determine whether the Strategic Plan outputs are on track, are in line with the original theory of change, and the strategies and most importantly whether the stated project objectives/outcomes will be achieved within the life of the ISP. It will also determine the immediate impact and contribution to results of several capacity development interventions within the ISP.
- Map the operational, technical and implementation gaps, challenges and areas that need improvement;
- Make a review and an assessment of the cost effectiveness and efficiency of the ISP using a value for money analysis.
- Make recommendations to scale up ISP delivery moving forward, and adjust/improve programming effectiveness and efficiency for optimal results achievement.
- Recommend concrete actions for strengthening and sustaining gender equality results of the ISP
- Make recommendation on sustainability
- Make recommendation on communication
Scope of the Mid Term Review
The scope of the mid-term review will cover all activities undertaken in the framework of the ISP from 2019 to 2021. The review will use the Development Assistance Committee (DAC) international evaluation criteria of Relevance, Effectiveness, Efficiency, Impact and Sustainability.
The mid-term review will assess the effectiveness of the implementation strategy to ascertain whether the specific and overall interventions and approaches including the theory of change were appropriate and effective. This will include:
- The implementation, in particular the effectiveness of the strategy approach;
- Partnership arrangements, institutional strengthening,
- Cost effectiveness and efficiency; and
- Linkages, synergies and coordination with other Government departments and Ministries and Development partners
Secondly, the mid-term review will also assess the strategy design and assumptions made at and the design process. In this regard, the review will place emphasis on:
- The extent to which the ISP results have been achieved, partnerships established, capacities built, and cross cutting issues such as gender equality and climate issues have been addressed.
- Whether the implementation strategy has been optimum and recommend areas for improvement and learning.
- Further, the review will investigate the specific activities relating to each of the strategy objectives/outcomes listed above including training and technical support through co-located team members.
- The implementation strategies and monitoring and evaluation initiatives will also be reviewed.
- The extent to which gender equality issues have been addressed, integrated, implemented and monitored in the strategy
- Communication and visibility
- The implementation modalities; and
- Linkages, synergies and coordination with other Parliament partners.
Key Evaluation Components
Relevance and Strategic Positioning
· To what extent has the method of delivery been appropriate to the development context?
· Has Parliament been influential in national debates on governance and service delivery and, has it influenced legal reforms, human rights protection and peace and reconciliation efforts?
· To what extent has the Strategic Plan influenced the relevance of law making, Parliamentary oversight and people representation in Zimbabwe.
· How was the Strategic Plan conceived and designed? To what extent was it participatory and done through consultations?
· Was there a conflict analysis, involving input from a wide range of stakeholders?
· Is there a results framework developed with SMART indicators? Is it relevant and did it help?
· To what extent is Parliament and the development Partners working together towards common strategic objectives?
· How well does the monitoring system function? Was baseline data collected/available/used in measuring achievements?
· How did the integration of the Strategic Plan evolve due to changing context- in view of COVID-19? What integration adaptations were made and what were the effects to the ISP’s results?
· How effective has Parliament been in partnering with Civil Society to promote good governance in Zimbabwe in the implementation of the ISP?
· Has the Strategic Plan utilised innovative approaches, techniques and best practices in its governance programming?
· What contributing factors and impediments enhance or impede the Parliament to perform?
· Are the main beneficiaries being reached and to what extent?
· If objectives are yet to be adequately attained, what were the key challenges?
· Were there delays in expenditures? If so, what are the reasons and how could can they be possibly fixed? Have they been fixed?
· Were there delays in implementation? How could those delays have been better handled?
· Were systems put in place to ensure accountability and mitigate against mismanagement and/or corruption?
· Did coordination and oversight mechanisms work sufficiently? How to improve?
· What is the likelihood that Parliament interventions are sustainable?
· What mechanisms have been set in place by Parliament to support the government of Zimbabwe to sustain improvements made through these interventions?
· What can be to promote and ensure long term sustainability?
· Has the partnership strategy been appropriate and effective?
· How effective has Parliament been in partnering with civil society?
· How have partnerships affected the progress towards achieving the Parliament’s strategic objectives outlined in the ISP?
· To what extent is the Parliament contributing towards the promotion of human rights particularly in marginalised groups?
· To what extent has gender been addressed in the design, implementation and monitoring of the ISP? Is the gender marker data assigned to Parliament’s representative of reality?
· To what extent is Parliament promoting positive changes in gender equality? Are there any unintended effects?
Cross Cutting Issues
· To what extent are environmental issues, gender, disability and human right issues being addressed?
· Are they being mainstreamed in all relevant outcomes?
· What key lessons have been learnt so far?
· How can the MTR inform the repositioning and refocus of the Parliament going forward?
· How can this project be done better in terms of design and implementation?
· What are the key recommendations?
· Are there intermediate outcomes/aspects which can be considered as success?
The consultant should propose the methodology to be used to carry out the review. The proposed methodology should address sufficiently the preliminary issues and questions outlined within the TOR, specifying the specific review issues, questions, methods of data collection and analysis that will be undertaken. It should encompass a combination of both qualitative and quantitative methods. It should also allow for wide consultation with all interested partners and stakeholders.
The MTR will consist of the following activities:
- Document review of key operational and programme documents and reports
- Interviews with primary beneficiaries of the Strategic Plan who are:
- Presiding Officers of Parliament led by the Speaker of Parliament,
- Members of Parliament led by the Liaison and Coordination Committee, and
- Parliament Administration led by the Clerk of Parliament.
- Consultations with key partners including relevant government ministries and departments, Development Partners to the and other partners supporting the work of Parliament.
- Interview partners working with Parliament – CSOs, academia, think tanks, organised citizens groups, private business.
- Inception report
The consultant is expected to produce an inception report detailing the following:
A comprehensive description of the consultant’s understanding of the Terms of Reference indicating any major inconsistency or deficiency in the Terms of Reference and proposed amendments
A detailed methodology for the review including the tools to be used in the review
The proposed team members and a description of their respective roles
- A complete work plan for the entire review period
- A proposal for the final report layout.
The consultant is expected to generate the first draft report within the agreed timelines after inception of the assignment. This draft report will be presented and discussed with key stakeholders including the Senior Management at Parliament. Inputs from discussions will be incorporated into the final report.
- Final Report
The final report shall be submitted within two weeks of receiving comments on the draft report. This report will be the detailed mid-term review report covering items outlined in the scope of this TOR with special attention to main findings and conclusions, lessons learned and recommendations. Issues requiring Senior Management response should be clearly outlined.
- Workshop to present initial findings to all relevant stakeholders.
The successful applicant will work under the guidance of the Clerk of Parliament.
Duration of the Assignment
Assignment is proposed to last for 30 working days.
The assignment requires a consultancy firm with prior experience in Monitoring and Evaluation of Organisational Strategic Plans and at least two team members one of them being the designated team leader. The team will have the following experience:
- Experience in evaluating projects of a similar type and scope;
- Experience in conducting mid-term reviews for ISPs including demonstrated experience in evaluation report writing;
- Strong knowledge of key programme design principles for example theory of change, results-based management and reporting.
- Understanding of Parliamentary procedures and practices with verifiable experience of working with Parliament is commendable.
- At least a Master’s Degree in Administration, Management, Monitoring and Evaluation, Social Sciences or relevant field
- Strong writing and analytical skills
- The Team leader will have expertise in one of the technical areas listed above as well as expertise and demonstrated experience in designing evaluation methodology and data collection tools and demonstrated experience in leading similar reviews;
- The role of the Team leader will be defining the approach and methodology, guiding and managing the review team, leading the mid-term review mission, drafting and revising, as required, the MTR reports and debriefing and presenting the findings;