Tender: design and implementation of our 2022-2026 evaluation framework

We are looking for an international team of evaluators to design with us a new evaluation framework for the 2022-2026 programme period, and to implement this framework in collaboration with local evaluators. Applications must reach us via the European or Belgian e-procurement platform by the 9th of May.

Rikolto is an international NGO with more than 40 years’ experience in partnering farmer organisations and food chain stakeholders across Africa, Asia, Europe and Latin America. Rikolto runs programmes in 16 countries worldwide through seven regional offices. We’re a close-knit network of accessible and knowledgeable colleagues, willing to share experience and eager to inspire others. This network of Rikolto offices is supported by a global support team, which fulfils key advisory roles and offers shared services such as finance, monitoring & evaluation, people & organisation, communication and fundraising.

1.1 Rikolto’s 2022-2026 strategy

In 2021, the organisation launched its 2022-2026 strategy to enable consumers in at least 30 major and intermediate cities to access affordable and nutritious food, produced sustainably by more than 300,000 smallholders, belonging to more than 250 farmer organisations or related groups. Our global Sustainable Rice, Cocoa & Coffee and Food Smart Cities programmes, will seek change in three key food system domains where Rikolto has particular strength:

• Sustainable production
• Inclusive markets
• Enabling environments

While this strategy builds on the 2017-2021 strategy and Rikolto’s added value, it also represents a move towards embracing our work from the perspective of the food system. We recognise the need to engage more actively with stakeholders in areas related to our core business, such as nutrition, health, social inequality, urban governance, … These collaborations will prove critical in delivering our mission: a sustainable income for farmers and nutritious, affordable food for everyone.

The programmes will test innovations in those domains through initiatives aimed at triggering structural changes to address the challenges that food systems pose. In addition, we will ensure strong emphasis on gender and youth throughout Rikolto’s work, and make concerted efforts to reduce biodiversity loss and environmental damage, address climate change impacts, and enhance food system resilience in the face of shocks and crises.

We anticipate that the Food Smart Cities programme, which connects the urban consumers and rural producers, will become the central component of Rikolto´s work, contributing strategically to the achievement of sustainable food systems. These systems must allow consumers to access affordable and nutritious food that is produced sustainably by smallholder farmers, earning incomes that enable them to achieve dignified livelihoods and build resilience into farming, whilst regenerating their farms and the natural resources on which these rely.

1.2 Rikolto’s organisational structure

The launch of this new strategy coincides with the culmination of a major overhaul in organisational structure, initiated in 2017 with Rikolto’s rebranding and decentralisation. As of 2022, the main programme management structure will shift from regional offices to global programmes: Sustainable Rice, Cocoa & Coffee and Food Smart Cities.

These programmes, composed of representatives from each regional team and a global programme director, have been in the driver’s seat of the new strategy design and will continue to lead programme management at the global level. This ensures strategy alignment in all the countries we operate (with local accents), opens the door for internal learning and enables leveraging evidence generated worldwide in relevant global spaces

2.1 Highlights of the 2017-2021 evaluation framework

Data availability

In the previous programme period, data has been collected at 3 different levels to measure impact:

• Farm level data from all countries, covering all our interventions (most recent dataset: 2021). Comparison group data for 4 commodities in 6 countries.
• At farmer organisation level we systematically collected data via SCOPEinsight to measure developments in the FOs’ business and organisational capacities.
• At institutional level we had no common monitoring framework within Rikolto, but only country-specific monitoring data, which was updated on a yearly basis.

Key principles

The chosen methodology for the 2017-2021 evaluation framework followed the following principles:

• Mix of field & desk evaluation: evaluations with in-country field visits were only conducted for outcomes with poor performance or with high learning potential. These field visits were conducted by the local consultant, which is part of the overall evaluation team. The remainder of outcomes was evaluated via desk study based on Rikolto’s M&E data.
• Mix of internal and external evaluation: due to budgetary limitations the external consultants focused on assessing one case in depth per country, complemented by an internal evaluation of the remaining interventions contributing to the same outcome (supervised by the external evaluator). The external evaluator was responsible for the methodological setup of both the external and internal evaluation framework.
• Participatory approach for learning and strategy development: a participatory and cocreative approach that involves Rikolto staff and strengthens their critical reflection and strategic thinking skills alike, along with the involvement of other key stakeholders, like implementing partners, to foster joint learning, planning and ownership.

As this approach has worked rather well for Rikolto the new evaluation framework could also integrate several or all of these principles.

Collaboration between international and local evaluators

Rikolto seeks to strengthen local evaluation capacity, embed the evaluation work in the local context dynamics and reduce our environmental footprint. Therefore, we decided to work with an international evaluation team composed of a lead evaluator in charge of the overall evaluation methodology and coordination, and local evaluators in charge of conducting the assessments on the ground.

In such a setting the lead evaluator can propose a team of local evaluators (subject to validation of the local teams) or engage local evaluators with whom Rikolto has worked in the past.

2.2 M&E system of the 2022-2026 strategy

Seizing the opportunity of the above-mentioned organizational restructuring, we have conducted a large internal and external review of our M&E system and toolkit. This resulted in a comprehensive programme management toolkit updated with new tools relevant for the 2022-2026 strategy, such as a multi-stakeholder process assessment tool, social return on investment analysis and evidence for impact toolkit, along with reviewed existing tools.

The key guiding principles for this updated M&E system are utility for programme staff, multi-functionality (relevant for different donors), learning-oriented and supportive of the creation of evidence for more impact.

Nonetheless, several challenges persist:

• Striking the right balance in our evaluation processes between learning, accountability, strategy improvement and external positioning of our work.
• Identifying the right indicators and variables that enable meaningful evaluations without overburdening staff with data collection.
• Smooth integration and data flow between the various M&E tools as to avoid double work
• Creation and ownership of an overall evaluation framework that responds to the needs of several global donors while staying relevant for internal learning and strategy adjustment.

We are therefore looking for an international team of evaluators to design with us a new evaluation framework for the 2022-2026 programme period in line with the above-mentioned guiding principles, and to implement this framework in collaboration with local evaluators.

This assignment comprises of the following components:

1. Design of the 2022-2026 evaluation framework
2. Validation and complementation of the 2022 baseline
3. Lead the implementation of the DGD mid-term evaluation in 2024
4. Lead the implementation of the DGD end-line evaluation in 2026

3.1.Design of the 2022-2026 evaluation framework

The evaluator team shall work out a methodological evaluation framework suitable to capture lessons from Rikolto’s programme implementation, adjust and improve strategies, meet our main donors’ accountability requirements and provide relevant findings that allow us to position Rikolto’s work in relevant global spaces and to new donors.

For the design process, we expect the evaluators to:

• Consult with internal Rikolto stakeholders (selected people from senior management, global and local programme teams, global support staff, international board)
• Study Rikolto’s global 2022-2026 strategy, global programme strategies (Sustainable Rice, Cocoa & Coffee and Food Smart Cities programmes) and a selection of country programmes
• Review the latest evaluations (2019, 2021) and their methodological setup
• Study relevant aspects of Rikolto’s M&E system (the global common indicators, programme management toolbox and evidence for impact toolkit) and assists with potential adjustments to current data collection tools (specifically the design of a farmer survey)
• Integrate accountability requirements of 4 major donors: DGD, EU, USAID, UNEP

3.2 Review and complement the 2022 baseline

After validation of the evaluation framework by DGD, the evaluators shall review the 2022 baseline:

• Review existing baseline data (mostly from the 2021 end-line assessment)
• Identify gaps and propose data collection processes (possibly via the existing programme management toolbox)
• Coordinate with local country teams and evaluators the additional data collection
• Validate the complete baseline data
• Present baseline reports per country and programme assessing the baseline data in light of the 2022-2026 strategy ambitions and the main evaluation questions, including points of attention and recommendations for strategy and regular monitoring practices

3.3 Lead the implementation of the DGD mid-term evaluation

In 2024/5, the evaluators shall set up and conduct the mid-term evaluation of the DGD programme per outcome (see overview of DGD outcomes below):

• Review the proposed evaluation focus in light of on-the-ground evolution of implementation and the latest organisational priorities and submit for internal and donor approval (at the latest 1 month prior to the expected start of activities)
• Assemble a team of local evaluators for the in-country work
• Supervise the data collection process and validate all relevant data and documentation
• Supervise the local sense-making processes
• Write up findings and answers to the evaluation questions (in collaboration with local evaluators), including recommendations for strategy adjustment and for exit-strategies
• Hold de-briefings with relevant teams

3.4 Lead the implementation of the DGD end-line evaluation

In 2026/7, the evaluators shall set up and conduct the endline evaluation of the DGD programme per outcome (see overview of DGD outcomes below):

• Review the proposed evaluation focus in light of on-the-ground evolution of implementation and the latest organisational priorities and submit for internal and donor approval (at the latest 1 month prior to the expected start of activities)
• Assemble a team of local evaluators for the in-country work (ensuring continuity wherever possible)
• Supervise the data collection process and validate all relevant data and documentation
• Supervise the local sense-making processes
• Write up findings and answers to the evaluation questions (in collaboration with local evaluators), including recommendations for strategy adjustment
• Hold de-briefings with relevant teams

Overview of DGD outcomes

The following results are expected as part of the assignment:

Design of the 2022-2026 evaluation framework:

1. 2022-2026 evaluation framework, validated by Rikolto and DGD.

Validation and complementation of the 2022 baseline:

2. Validated and complete baseline data (incl. additional data collection where necessary).
3. Baseline reports per country and programme (including points of attention and recommendations for regular monitoring of indicators)

Lead the implementation of the DGD mid-term evaluation in 2024 (for 21 outcomes):

4. Validated proposal for the DGD mid-term evaluation.
5. Inception meetings of local evaluators with local Rikolto teams to gain insight in local context and implementation dynamics, discuss and operationalise the evaluation methodology and finetune list of stakeholders to be consulted during the evaluation and identify additional data needs.
6. Short inception report summarising main agreements with regards to operationalisation of the methodology, list of stakeholders to be consulted, additional data requirements and other important agreements made with the Rikolto team.
7. Participatory workshops with participation of relevant Rikolto staff and partners at country and global programme level to make sense of the collected data and the intermediate evaluation findings.
8. Mid-term report for the DGD programme, including recommendations for strategy adjustments and exit strategies.
9. De-briefing sessions to make sense of findings and recommendation with relevant teams and translate them into strategy adjustments.

Lead the implementation of the DGD end-line evaluation in 2026 (for 21 outcomes):

10. Validated proposal for the DGD end-line evaluation.
11. Inception meetings of local evaluators with local Rikolto teams to gain insight in local context and implementation dynamics, discuss and operationalise the evaluation methodology and finetune list of stakeholders to be consulted during the evaluation and identify additional data needs.
12. Short inception report summarising main agreements with regards to operationalisation of the methodology, list of stakeholders to be consulted, additional data requirements and other important agreements made with the Rikolto team.
13. Participatory workshops with participation of relevant Rikolto staff and partners at country and global programme level to make sense of the collected data and the intermediate evaluation findings.
14. End-line report for the DGD programme, including recommendations for strategy adjustments.
15. De-briefing sessions to make sense of findings and recommendation with relevant teams and translate them into strategy adjustments.

There are two global staff who coordinate Rikolto’s M&E system: Michaela Boyen and Prima Interpares. They will be the main contact persons throughout this assignment and will liaise with senior management, global and local programme teams. The external evaluation team is expected to include an overview of relevant roles and responsibilities of all actors involved as part of the 2022-2026 evaluation framework.

• The total budget for this assignment is €375,000, which needs to cover all costs for the international team of evaluators and the local evaluators alike. Local evaluators shall be paid directly by Rikolto in their respective countries. The financial proposal should therefore only foresee their fees, evaluation related expenses, and local taxes - no additional VAT from the country where the international team of evaluators is based shall be applied on top of these fees and expenses.
• Design of the 2022-2026 evaluation framework: June-July 2022
• Review of 2022 baseline: August-October 2022
• Mid-term evaluation: July 2024-March 2025 (approx.)
• End-line evaluation: July 2026-March 2027 (approx.)

We are looking for a team of consultants that has:

• Expertise with impact assessments, preferably in food systems (min. 5 years) for donors including DGD, EU, USAID, UNEP.
• Solid understanding of change dynamics in food systems, upscaling dynamics, policy environment, agricultural value chains and farmer organisation capacity development (min. 5 years)
• Proven capacity of coordinating a team of local evaluators
• Capacity to provide critical-constructive feedback and transmit methodological improvements
• Ability to write clear, realistic and relevant recommendations
• Professional fluency in English; at least a good passive dominion of French and Spanish

8.1 Information to be included in the tender

Tenderers' attention is drawn to the general principles of Articles 4, 5, 6, 7 and 11 of the Law of 17 June 2016, which apply to this placement procedure. The tender and the annexes to the tender form shall be drawn up in English. The tenderer shall clearly indicate in his tender which information is confidential and/or relates to technical or commercial secrets and must not therefore be divulged by the contracting authority.

The following information shall be included in the tender:

• proposed methodology for the design of the evaluation framework (max. 5 pages);
• proposed team of local consultants (1 per country): This proposition shall be subject to validation of Rikolto’s regional offices. Should the lead consultant have no leads on suitable local consultants, the Rikolto team can suggest candidates or facilitate contacts to identify this local consultant.
• relevant experience of the lead and local evaluators in relation to the described project;
• Financial proposal for the work to be conducted in 2022 (design of the evaluation framework and review of the baseline)*, including: - Estimated working days, disaggregated for the lead and local evaluators; - daily fee rate and total amount of fees (incl. VAT) for the lead evaluators; - estimated evaluation costs for the local evaluation team (incl. daily fee rates and other evaluation-related costs (incl. local VAT)); - the total amount of the offer (excl. VAT); - the amount of VAT; - the total amount of the offer (incl. VAT);
• the signature of the submission report of the authorised or mandated person(s), as the case may be, to bind the tenderer;
• the capacity of the person or persons, as the case may be, signing the offer(s); and
• the full registration number of the subscriber with the Crossroads Bank for Enterprises (for Belgian subscribers).

Note: considering that the setup of the mid-term and end-line evaluation depends on the proposed evaluation framework, it does not make sense to present them at this stage. The budgets for the mid-term and end-line evaluations shall be presented for validation prior to the start of activities of the respective evaluations and shall include all costs of the external evaluators (both international and local). The total budget of €375,000 for all parts of this assignment needs to be respected in these proposals.

8.2 Prices

This is an order at a global price which means that the global price is fixed. The contractor shall be deemed to have included in his unit price all possible costs weighing on the services, with the exception of VAT.

The exact prices of those parts of the assignment that cover local work on the selected cases, shall be fixed upon agreeing on the case selection and upon validating the local consultants by the regional offices. The local work should fit within the global available budget.

8.3 Period of validity of the tender

Tenderers shall remain bound by their tenders for a period of 60 calendar days commencing the day after the final date for the receipt of tenders.

Because of the budget of the assignment, Rikolto is obliged to publish this call for tender both on the European and Belgian e-procurement platforms. You can find the respective links here:

• Publication on European e-procurement platform
• Publication on Belgian e-procurement platform

All communication and information exchange between Rikolto and potential applicants, including electronic submission and receipt of tenders, should be carried out using electronic means of communication at all stages of the procurement procedure. For this we will use the Belgian e-procurement platform exclusively. Tenders must reach Rikolto via this platform by the 9th of May at 00:00 CET and include the filled European Single Procurement Document (ESPD) for this assignment (see below), which guarantees compliance with the conditions laid down in Article 14, §6 and §7 of the Act of 17 June 2016. A tender sent by e-mail does not meet these conditions and will therefore be disregarded for the selection process.