TORs for the Silk Routes III evaluation

Terms of Reference (TOR) for Mid-term and Final Evaluation of the Project “Improving Migration Management in the Silk Routes Countries”

Introduction and background

The International Centre for Migration Policy Development (ICMPD) is currently implementing a project supported by the European Union – Improving Migration Management in the Silk Routes Countries – which commenced in August 2017 and runs for four years. The Silk Routes countries include Afghanistan, Bangladesh, Iran, Iraq and Pakistan.

The project aims to maximise the development potential of migration and mobility within the Silk Routes region and towards major labour receiving countries as well as to establish comprehensive regional responses to migration and mobility with full respect for human rights and the protection of migrants, including countering human trafficking and migrant smuggling.

The specific objectives are: 

  1. Strengthen the regional dialogue based on shared and clear understanding of migration and mobility between the Silk Routes countries (SRCs), Central Asian countries (CACs) and European counterparts.
  2. Improve migration governance and mobility.
  3. Operationalise the migration dialogue.

The main target groups will be national and local government authorities of the SRCs which have roles and responsibilities in the area of migration management as well as non-governmental actors such as civil society organisations (CSOs) active in the field of migration. Depending on the government structure of the SRCs, the following institutions will be particularly targeted: Ministries of Foreign Affairs, Interior or Home Affairs, Labour and Social Affairs, Justice and the specific Ministries in charge of links with the diaspora and migration issues, and national agencies for migration and asylum issues. These include the Ministry of Overseas Pakistanis and Human Resource Development, Ministry of Expatriates Welfare and Overseas Employment in Bangladesh, Ministry of Migration and Displacement in Iraq and Ministry of Refugees and Reintegration in Afghanistan. International organisations and non-state actors active in the area of migration in the region will be associated whenever possible and relevant.

There are three components of the project, each with their own targets, expected results and activities.

Component 1 – Dialogue  

The Dialogue will contribute to ensuring regular dialogue meetings and focused information exchange between the five SRCs as well as with the Budapest Process participating countries especially through the Silk Routes Regional Working Group, but also through two other Regional Working Groups, thematic meetings and annual meetings at Senior Officials level. The Budapest Process is one of the longest standing cooperation frameworks on migration between more than 50 countries and provides an informal and flexible framework for states and other stakeholders to meet on an equal footing and address issues of common concern. In addition, it supported the preparation and organisation of the 6th Ministerial Conference in 2019 “The Istanbul Commitments on the Silk Routes Partnership for Migration and its Call for Action – a five year plan”..   The component will provide concrete support to the organisation of the regular meetings as well as ad-hoc events and also contribute to maintain the Budapest Process momentum and policy dialogue. The network of national focal points will be beneficial for all countries participating in the Budapest Process and the Silk Routes authorities. It will also strengthen the knowledge base and support the dialogue through (desk) research, studies and surveys. The Dialogue’s expected results are:

  • Collaboration and cooperation is enhanced through a series of working group meetings, thematic events, senior officials meetings tailored to the needs of participating states and the ministerial conference;
  • The participation and involvement of participating states and other relevant regional stakeholders is strengthened; and
  • Partners are provided with the tools and mechanisms to coordinate actions, identify common gaps and shared problems, collect and exchange information, including best practices, data and research.

Component 2 – Silk Routes Facility 

The Facility Component has two areas of work: the Short Term Assistance or STA and the Long-Term Initiative through the Call for Proposals. The aim of the STA is to facilitate demand-driven and needs-based actions to ensure quick and tailor-made capacity building and other forms of support for the five SRCs and CACs. This will enhance inter and intra-regional cooperation on migration and mobility and ensure the concrete implementation of commitments taken in the Dialogue. 

The Call for Proposals aims at funding concrete and targeted projects to strengthen the cooperation between one or more EU Member States and the responsible state authorities of one or more of the five SRCs and CACs. A call for proposals is organised at the beginning of the project and open to EU Member States, international organisations and CSOs for actions implemented jointly with any of the five SRCs and CACs. Proposals can be in the range from 150,000 to 250,000 EUR and have a duration of 6 to 18 months. Eligible applicants are invited to submit their proposals related to enhancing implementation of the priorities set out by the 2013 Istanbul Ministerial Declaration of the Budapest Process: Migration and Mobility, Integration, Migration and Development, Irregular Migration, Trafficking in Persons, and International Protection, as well as of additional priorities: Female Migration and Climate Change Induced Migration. Proposals will be received until June 2020, or until exhaustion of the available funding

The Facility’s expected results are:

  • Larger scale support to strengthen institutional capacities, including through procurement of appropriate technical infrastructure related to all areas of migration management (e.g. integrated border management, information exchange, management of readmission processes and reintegration programmes, identification and documentation).
  • A demand-driven and needs-based facility effectively supports the Silk Routes countries and Central Asian countries in implementing quick, short-term actions for capacity building, peer-to-peer knowledge exchange and thereby translate the Dialogue into concrete actions; 

Component 3 – Flagship Initiatives  

With a view to specifically foster the concrete implementation of the priorities set out in the Istanbul Ministerial Declaration and Silk Routes Partnership on Migration, Component 3 aims at developing three Flagship Initiatives, which will build upon the pilot initiatives implemented in the previous project phase. 

The first is on Migrant Resource Centres (MRCs) which are physical structures for managing migration through various activities, foremost of which is to raise awareness on migration at individual and community level. At the individual level, MRCs provide for individual counselling for outgoing and potential migrants and pre-departure orientation as well as referral to skills training, support structures, etc. The reliable information and targeted empowerment will aim to reduce migrants’ vulnerability to exploitation and will thus complement the actions under the Flagship Initiative 3. At the community level, MRCs seek to create awareness on safe and regular migration and on the dangers and consequences of irregular migration. The MRCs also work to increase awareness of governmental and non-governmental actors on migration.

The second Flagship Initiative – Regional Law Enforcement Cooperation or RELEC – aims at furthering the exchange of information and experience between states and relevant stakeholders on irregular migration and related crimes. The Initiative will increase the relevant knowledge among the SRCs, enhance their capacities for situation assessment, analysis and prognosis of irregular migration flows and increase law enforcement cooperation on preventing and combating migrant smuggling, human trafficking and related crime. Coordination between all agencies involved in preventing and combating irregular migration and migrant smuggling at the national, regional and international level will be improved. Targeted measures will increase the awareness of the risk of trafficking in persons and play a vital role in addressing the respective root causes. 

The third Flagship Initiative on the protection of migrants’ rights aims to contribute to the establishment of effect labour migration management strategies in the SRCs which includes, among others: enhancement of the skills and competencies of labour migrants; expansion of labour and social security arrangements between SRCs and major destination countries; raise awareness among aspiring and outgoing migrant workers and their families about their potential living and working conditions abroad, their rights and how to seek help in situations of need; and review of the recruitment process and assisting the responsible authorities in monitoring, regulating and eventually sanctioning private recruiters. This Flagship Initiative shall also contain a targeted research component in order to gather additional evidence on the complexities of labour migration and migrants’ rights within and outside the region.           

The Flagship Initiative’s expected results are:

  • Migrant Resource Centres are established/strengthened, equipped, staffed and operational in the Silk Routes countries;
  • A regional law enforcement cooperation mechanism is in place and functioning, including reinforced capacity of law enforcement agencies to develop a regional response against migrant smuggling and trafficking networks;
  • Actions are taken to increase the awareness on migration issues, in particular on safe and regular migration and dangers and consequences of irregular migration (MRCs) and on migrant protection (MIGRAP), among the government stakeholders, migrants and public and to support the adoption of related agreements.  

Progress and achievements 

From August 2017 to July 2019, the following are the major activities, progress and achievements of the project:

Component 1 – Dialogue  

  1. 6th Ministerial Conference in Istanbul in February 2019 and approval of the Istanbul Commitments on the Silk Routes Partnership on Migration and the Call to Action
  2. Four preparatory and Senior Officials meetings for the Ministerial Conference
  3. 2 Joint Regional Working Group meetings
  4. 4 Ad-hoc meetings
  5. Kick-off meeting 

Component 2 – Silk Routes Facility 

  1. Short-Term Assistance

-Comprehensive Migration Policy for Afghanistan

-Policy on Engagement with Iraqis Abroad

-National Emigration Policy for Overseas Pakistanis

-Capacity building for Federal Investigation Academy of Pakistan

2. Call for Proposals

- 34 Concept Notes were received and reviewed by PSC between April 2018 and July 2019. 

- 14 Applicants were invited to submit proposal for full Grant Application 

-  6 project has been awarded with grants under CfP with duration of 18 month each and total amount of 1,5 mio EUR: 

  • GA002/2018: International Legal Initiative Public Foundation;
  • Project: Promotion of the harmonization of policies of Central Asian countries on regulation of labour migration
  • Duration: 1 January 2019 – 30 June 2020.
  • Geographical coverage: Kazakhstan, Kyrgyzstan, Uzbekistan and Tajikistan 
  • GA003/2018: ActionAid Bangladesh and Sustainable Development Policy Institute (SDPI)
  • Project: South Asia Migration and Climate (SAMAC) project
  • Duration: 1 July 2019 – 31 December 2020
  • Geographical coverage: Afghanistan, Bangladesh and Pakistan
  • GA007/2018: MercyCorps Tajikistan
  • Project: Reintegration of Returning Migrants in Tajikistan
  • Duration: 1 August 2019 – 31 January 2021
  • Geographical coverage: Tajikistan 

-Following projects were approved for grants, however contracting period will start as of  September 2019, due to revisions needed in the proposals: 

  • GA009/2019: HELVETAS INTERCOOPERATION gGmbH, Branch in Tajikistan
  • Project: Improving the well-being of labour migrants and their families in Tajikistan
  • Geographical coverage: Tajikistan
  • GA0011/2019: CARE Austria
  • Project: Promoting Safe Migration for the Women of Bangladesh
  • Geographical coverage: Bangladesh
  • GA012/2019: Danish Trade Union Development Agency (DTDA)
  • Project: Social Reintegration of the Returnee Female Migrant Workers in Bangladesh
  • Geographical coverage: Bangladesh 

Component 3 – Flagship Initiatives  

1. Migrant Resource Centres

-Launch of MRC in Afghanistan in June 2018; migration hotline

-Opening of MRC in Iraq and awaiting launch 

-Continuation of two MRCs in Pakistan


-Two regional workshops in Ankara and Istanbul 

-On regional training in  Antalya 

-One national workshop for Iraq

-One national workshop for Afghanistan 


-One workshop with Afghanistan

-Three workshops with Bangladesh

-One workshop with Iraq

-One workshop with Pakistan


Evaluation - scope of work

The evaluation shall include the mid-term and final evaluation of the project and will cover the project as a whole from its inception in August 2017. The mid-term and final evaluation will include desk review of the project documents and the outputs such as the policies, rules, training and operations manuals, and information materials prepared in the course of project implementation. Interviews will be held in the course of this evaluation with: stakeholders from EU primarily with DEVCO, partner government agencies in the Silk Routes countries, beneficiaries and participants of the Dialogue, MRCs, Call for Proposals and other workshops/trainings/activities, and the project implementation team. A detailed list of stakeholders for the interviews will be shared with the evaluator during the inception phase. 

Geographically, the mid-term and final evaluation will cover 3-4out of the 5 countries covered by the project. The final list of countries will be discussed and agreed upon with the evaluator, together with the methodology, based on criteria such as the security, level of participation and engagement, and opportunities for future work. 

In addition, the evaluation consultant will take part in up to two field activities organised by the project team in order to observe the practical implementation of activities and conduct independent personal interviews with participants and key stakeholders.

Evaluation objectives 

The main aim of the evaluation is to provide ICMPD as well as the donor with sufficient information to: 

  • Assess and document the achievement of the project’s objectives, activities and results;
  • Support organisational learning at ICMPD and generate lessons which can inform the design and implementation of future interventions; and
  • Provide recommendations on areas for scale up and potential spin-off project(s). 

Evaluation purpose 

To this end, the evaluation shall: 

  • Assess the project’s context and its influence on the project implementation;
  • Monitor and evaluate progress towards the project results and objectives based on Objectively Verifiable Indicators (OVIs) as defined in the logical framework5 and assess the likeliness of their final achievement;
  • Monitor the use of project outputs;
  • Identify main lessons learned and recommendations for the future of the project; and
  • Support accountability towards the target groups, final beneficiaries and donor. 

The evaluation will thus have to combine formative and summative elements, including a limited number of missions to attend selected project activities. 

Evaluation questions 

More specifically, the evaluation will address the issues below which refer to the five evaluation criteria (relevance, effectiveness, efficiency, impact and sustainability) endorsed by the OECD-DAC. 


  • Are the activities and outputs of the project consistent with the overall goal and the attainment of its objectives?
  • To what extent are the objectives of the project still valid at the time of this evaluation? Will they remain valid in the remaining timeframe of the project? 
  • To what extent are they relevant to the Silk Routes countries’ priorities, development goals and needs? What are their relevance for future programming?
  • Are/were the activities designed in line with ground realities, needs, demands and challenges?
  • To what extent is the project coherent with relevant European and global processes?
  • How consistent is the project intervention logic (as depicted by the logical framework)? How appropriate and useful are the indicators described in the project document in assessing the project’s progress?
  • Does the design and implementation arrangements need to be modified in the remaining timeframe of the project?
  • What were the innovative elements of the project so far? 


  • What progress has the project made towards achieving its planned objectives? To what extent were the objectives achieved so far / are likely to be achieved? What were the major factors influencing the achievement or non-achievement of the objectives? What are the main constraints, problems and areas in need of immediate action?
  • How did activities and outputs evolve throughout the project?
  • To what extent are stakeholders aware of the possibilities to make use of the project outputs so far? And to what extent are stakeholders actually making use of the project outputs? 


  • Were activities cost-efficient?
  • Have the (financial, organisational, human, etc.) resources of the project been made available on time? Which factors caused possible delays?
  • To what extent has the project received support and cooperation from government counterparts and other stakeholders?
  • How can partnerships with government counterparts and other stakeholders be improved in the remaining timeframe of the project?
  • How well has the project management worked in delivering project outputs and results? Are alternative solutions proactively utilised to address issues and challenges?
  • How can implementation modalities be improved and possible (financial, administrative) bottlenecks/delays, constraints or problems be avoided in the remaining timeframe of the project and in a future project? Do the operational modalities be altered to accelerate progress and outcomes? 


  • Which short and medium term intended and unintended outcomes have occurred as a result of the project?
  • Which factors enable/ impede the achievement of outcomes? 


  • To what extent and under which conditions will the initial benefits and outputs of the project continue in the remaining timeframe of the project and in particular, after closure?
  • To what extent can the capacities developed by the beneficiaries as well as the benefits to the project target groups be expected to be sustainable? How can sustainability be increased and reinforced?
  • What interventions/strategies are so far replicable or adaptable and have the potential for scale up? 


Management and steering of the evaluation 

At ICMPD, the evaluation will be coordinated by the Regional Coordinator – Silk Routes. The Regional Coordinator will: 

  • Discuss the final evaluation approach and methodologies with the evaluation consultant (based on the evaluation concept submitted);
  • Ensure that the evaluation consultant has access to and has consulted all relevant information sources and documents related to the project; and
  • Discuss and comment on notes and reports delivered by the evaluation consultant. 

During the inception phase, due consideration will be accorded to the creation of a Reference Group (RG) that could be invited to provide feedback on the evaluation questions and reports. The exact role and composition of the RG will be confirmed during this initial period. The RG could tentatively consist of up to 10-12 members, including the Regional Coordinator, the ICMPD Quality Manager, the DEVCO Programme Manager, representatives of the EU Delegations in the target countries, and representatives of the national authorities of the target countries.  

Evaluation process 

The set-up of the evaluation process as well as the concrete methods for data collection and analysis shall be proposed by the evaluation consultant. However, the evaluation concept should at least provide for the following phases: 

  • Inception phase: review of project documents, confirmation of target countries and methodology (including the use of a RG), finalisation of evaluation questions, finalisation of work plan, preparation of data collection and field phase, agreement on the structure of the reports;
  • Field phase: collection and analysis of data, and participation to 3-4 field missions/activities (locations tbc); and
  • Finalisation: synthesis of evaluation findings and preparation of final evaluation report. 

The methods used for data collection and analysis must meet scientific standards and be suitable to answer the evaluation questions listed. If possible, a mixed method design comprising qualitative as well as quantitative methods should be chosen. However, in line with the accompanying character of the evaluation, a flexible evaluation approach, such as a “responsive evaluation”, should be used in order to allow adapting the evaluation questions in the course of the evaluation in line with information needs of stakeholders. 

The implementation of the evaluation must comply with the DEVCO Guidelines for project and programme evaluation. 


Reporting requirements 

All reports must match quality standards. The text of each report should be illustrated, as appropriate, with maps, graphs and tables. 

The evaluation consultant will submit the following reports in English: 

  • Inception report;
  • Draft mid-term report and final mid-term report (including a summary)
  • Draft final report and final report (including a summary).

All reports have to follow the structure agreed upon with ICMPD.


Qualifications of consultant 

  • Minimum of 7 years of proven experience in the evaluation of international projects;
  • Sound knowledge of different evaluation approaches and qualitative and quantitative evaluation methods;
  • Experience in the field of migration; previous work experience with international organisations and international multi-stakeholder projects with research components is an asset;
  • Full working knowledge of English; Knowledge of any of the languages in the Silk Routes would be an asset;
  • Excellent communication and drafting skills; and
  • Ability to work alone, develop creative solutions and deal with multicultural environments. 

Timing, duration and location 

  • The evaluation will be home-based, with travel required to take part in up to four Silk Routes project activities. Interviews with stakeholders will take place in person, by phone, email, Skype or other available means.
  • Evaluation reports should be submitted according to the indicative table below: 

- Inception report 30 November 2019

- Draft mid-term report 29 February 2020

- Final mid-term report 30 April 2020

- Draft final report 30 June 2021

- Final report 31 August 2021



The budget ceiling for the evaluation is 40.000 EUR. This amount represents a lump sum which covers fees as well as all other costs incurred in connection with this assignment, except field missions. 

The logistical arrangements of field missions to take part in project activities will be separately covered by the project funds. Tickets for air travel to the field missions will be provided by ICMPD for the most direct route and lowest available fare in economy class. No additional private destinations or stopovers shall be allowed. The consultant shall be entitled to receive a daily subsistence allowance (DSA) from ICMPD for authorised missions. The DSA shall be deemed to cover the costs of accommodation, breakfast and meals, transportation to/from airports, in-town transportation (such as train, bus, tram, metro, taxi) at the place of destination, gratuities and other incidental costs. A full DSA is applicable for each night spent at the place of destination. In case where accommodation and/or meals are provided free of charge by ICMPD, a government or a related institution, the amount of daily subsistence allowance will be reduced proportionately. Visa costs will be reimbursed by ICMPD. Receipts must be included with boarding passes.

Submission of an offer 

Tenders shall submit an offer containing the following: 

  1. Understanding of the assignment – This part should summarise the most important aspects of the evaluation as perceived by the tenderer.
  2. Approach and methodology – In this part, the tenderer should explain the way in which he/she proposes to perform the evaluation. This entails a clear description of the methodology that the tenderer proposes to use, including a rough work programme explaining the way in which he/she proposes to perform the assignment, in line with all relevant specifications of the ToR. It should include a description of the tasks, an indicative work schedule and the resources that will be used to carry out the evaluation.
  3. CVs – This part must include the curriculum vitae of the expert who will perform the tasks of this assignment. In particular it must be demonstrated that the consultant has the necessary skills to perform all tasks in line with the task specifications as well as the qualifications outlined in the ToR.
  4. Budget – The tenderer must submit a comprehensive budget

Deadline and additional information 

Persons interested in this assignment must submit an offer not later than 20 September 2019 to the following e-mail address: 

Offers must be signed by the tenderer or his/her duly authorised representative. The contract will be awarded according to the following criteria: 

  • Clarity and presentation of the proposal;
  • Appropriateness of qualifications;
  • Methodology including work programme and time schedule
  • Budget and cost effectiveness

Tenderers will be informed of whether their offer has been accepted or rejected. 

Submission of offers 

The offer should be sent in English, signed by an authorised representative, dated and stamped. Please scan the signed offer together with the form and email to:  If you have any further questions please e-mail:


The following documents will be provided to the evaluator:

  • Project document, including logical framework
  • Project outputs such as draft policies, training manuals, operating procedures, rules and regulations, information materials for MRC outreach, reports from workshops and trainings
  • Monthly report submitted to EU
  • Meeting reports (pre and post) from the Project Advisory Board and Steering Committee
  • Other relevant documents to be agreed upon by the Regional Coordinator and evaluator


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