Call for proposals: Request for external evaluation in Pakistan


The International Centre for Migration Policy Development (ICMPD), an international organisation with its headquarters in Vienna, Austria, is currently implementing the project titled ‘Improving Migration Management in the Silk Routes Countries’ (Afghanistan, Bangladesh, Iran, Iraq and Pakistan). The project aims at maximising the development potential of migration and mobility within the Silk Routes region and towards major labour receiving countries. It also aims to establish comprehensive regional responses to migration and mobility with full respect of human rights and protection of migrants. 

The project pursues a three-tier approach: 

Policy dialogue at senior level which shall ensure the commitment and support for the concrete activities and objectives;

a Silk Routes Facility containing a demand driven mechanism responding to the short-term technical assistance needs as well as facility for implementation of larger-scale projects; and 

Three Flagship Initiatives, focusing on the establishment of Migrant Resource Centres (MRCs), regional law enforcement cooperation and protection of migrants’ rights.

1.1 About the MRCs in Pakistan

The Migrant Resource Centres (MRCs) are established under the auspices of the Ministry of Overseas Pakistanis and Human Resource Development (MOPHRD) in Islamabad and Department of Labour (DoL), Punjab in Lahore. These centres are operational since October 2015.

1.2 Objectives of MRCs

The intrinsic aim of establishing MRCs is to provide accurate and timely information on safe and legal migration, referral and counselling, as well as raising awareness on irregular migration and the related serious risks. It furthermore aims to contribute to the definition and implementation of a migratory policy adapted to national, regional and international level.

1.3 MRC Activities

Since its inception, the MRCs have reached more than 90,000 outgoing, intending and potential migrants through direct information sessions. In addition, at least 1.5 million individuals were reached through an information campaign on TV, radio, SMS, print media, and social media. Some of the key achievements include; 

Within their three years of existence, the MRCs have provided individual counselling to more than 2,600 migrants related to their migration decisions and legal migration options. 

The MRCs have furthermore provided information on safe and legal migration to more than 25,000 potential, intending and outgoing migrants through orientation sessions in vocational and educational institutions.

The MRCs have provided pre-departure trainings at the Protectorate of Emigrants (PoEs) to more than 50,000 outgoing migrants through their daily sessions at the PoE in Rawalpindi.

1.4 Target Groups

The main target groups are the MRC clients/ audience which were counselled and oriented in one to one counselling session, group orientation and community outreach activities. The following institutions are particularly targeted: technical and vocational training institutes, Public/ private universities and colleges, Protectorate of Emigrant, Ministry of Overseas Pakistanis and HRD, Labour and Human Resource Department, Punjab and the Bureau of Emigration.

2. Scope of the evaluation

The activities of the consulting partner under this assignment will cover but not limited to the followings:

(a) Evaluate MRC activities in terms of its relevance and effectiveness, efficiency of implementation, its methodology of service delivery and impact on stakeholders and target beneficiaries;

(b) Develop a comprehensive monitoring, evaluation and impact assessment framework;

(c) Identify constraints and opportunities in MRC activities and recommend potential solutions.

3. Evaluation objectives 

The main aim of the evaluation is to provide ICMPD and MRC project team and project partners with sufficient information to: 

(a) Implement a comprehensive and sustainable monitoring and evaluation framework. 

(b) Ensure the relevance of the  MRC ’s activities, results and objectives in a changing environment/ context and identify their future trends;

(c) Good practices and lessons learned from MRCs as a way to contribute to the constant improvement of  the MRCs

(d) Make an assessment of the performance of the MRCs paying particularly attention to the results and (intended and unintended) outcomes of the MRC actions against its objectives

(e) Evaluate the performance, identify strengths and weaknesses and suggest strategic actions for improvement

(f) Identify means for strengthening the linkages between MRC results and outcomes

(g) Support organisational learning at MRCs/ICMPD/government partners

4. Evaluation purpose

To this end the evaluation shall;

assess the MRC’s context and its influence on the potential, intending and outgoing migrants and their families 

monitor and evaluate the progress towards the MRC’s specific objectives 

monitor the use of MRC outputs and its efficacy; 

monitor and evaluate risks and assumptions and formulate recommendations to ensure the achievement of the MRC’s specific objectives; 

Support the continuous improvement of MRCs. 

The evaluation will thus have to combine formative and summative elements and, due to its accompanying character, also include to some extent monitoring tasks.

5. Evaluation questions 

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


To what extent was the MRCs suited to the priorities and needs of the potential, intending migrants and their families?

To what extent the objectives of the MRCs were fulfilled?

Are there any short, medium or long term results achieved by the MRCs?


How have the MRC outputs evolve throughout the project?

How are they perceived by the beneficiaries / users? 

To what extent are the stakeholders aware of the possibilities to make use of the MRC outputs?

To what extent are stakeholders actually making use of the MRC outputs as listed above and why so/why not? 

How can the use of MRC’s outputs be improved?

Impacts/ Outcomes

Which intended outcomes and which unintended outcomes, notably resulting from the counselling sessions and outreach activities, have occurred as a result of the MRCs?

What real difference has the MRC made to the target groups? 

To what extent do stakeholders perceive benefits from the MRC outputs for the successful completion of their regular tasks? Why so/why not?

Which factors enable/ impede the achievement of outcomes?

6. Methodology

6.1. Approach

The consulting partner will be required to adopt methodologies that can combine qualitative and quantitative research techniques. The proposed methodology should include but not limited to;

Desk review of the MRC database, reports and any other relevant literature

Field visits to observe and monitor on-going activities

Primary Data Collection through In-depth Interviews (IDIs) and Focus Group Discussions (FGD). The consulting partner is required to propose the number of IDIs and FGDs to be conducted.

Share findings with MRC and ICMPD teams and incorporate their feedback.

Data analysis should be done through thematic analysis approach and data triangulation.

6.2. Management and steering of the evaluation

At MRC, the evaluation will be coordinated by the project manager of the Flagship Component- MRCs who will be supported by the MRC team. The project manager will

discuss the monitoring and evaluation approach and methodologies with the consulting partner (based on the proposal  submitted) 

Ensure that the consulting partner has access to and has consulted all relevant information sources and documents related to the project;

Discuss and comment on notes and reports delivered by the consulting partner. All comments will be compiled into a single document and will be transmitted to the consultant within 10 work days;

Assist in feedback of the findings, conclusions, lessons and recommendations from the evaluation.

6.3. Expected Deliverables

An assessment plan/inception report outlining the approach/methodology and execution of the overall assignment will be submitted to the Project Manager - MRCs. The plan shall be submitted for review and approval by MRC/ICMPD

Submission of data collection tools templates for further review and approval by MRC/ICMPD.

Submit a draft for a comprehensive M&E Framework.

Submit a final M&E Framework after incorporating feedback received from MRC/ICMPD.

Draft evaluation report along with the raw data collected through Data Collection Tools.

Final Monitoring and Evaluation Report.

6.4. Monitoring and Evaluation process

The consulting party shall propose the setup of the monitoring and evaluation process as well as the concrete methods for data collection and analysis. However, the evaluation concept should at least provide for the following;

- Review of documents, finalisation of work plan, preparation of the field phase;

- Collection and analysis of data. Due to the time span to be covered by the evaluation, the field phase will have to be split in several parts, i.e. certain points in time when data are to be collected.

- synthesis of evaluation findings and recommendations 

6.5. Reporting Requirements

All reports must match quality standards. The text of the report should be illustrated, as appropriate, with maps, graphs and tables. The consulting partner will submit the following reports in English: 

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

7. Qualification of consulting partner

The consulting partner (individual / company) will be responsible for the overall management of the  monitoring and evaluation,  developing and  M & E framework, the collection and analysis of data (notably conducting of interviews with stakeholders) and reporting. The consulting partner will communicate with ICMPD as necessary for the purposes of this assignment. He/she should have the following qualifications

Minimum of 5-7 years of proven experience in the field of monitoring and  evaluation of international projects;  

Sound knowledge of different evaluation approaches and qualitative and quantitative evaluation methods;

Experience in the field of migration;

Full working knowledge of English and excellent report writing; knowledge of Urdu and Pashto would be an asset;

Previous work experience with international organisations and international projects is an asset;

Excellent communication skills;

Good understanding of cultural differences and their impact on working styles.

Ability to work alone, develop creative solutions and deal with multicultural environments.

8. Timing, duration and location

The location of the evaluator is flexible (possibly Islamabad), with travel required to some of the project activities. Interviews with the stakeholders and MRC counselled clients will take place by phone, email, skype.

Target timeframe: from 15 October 2018 – 30 December 2018 with the workdays provided for to be distributed appropriately over this period.  

9. Submission of 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 of 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 actually perform the tasks of this assignment. In particular it must be demonstrated that this person 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 overall budget of the evaluation cannot exceed EUR 40.000. The tenderers must submit a detailed budget that includes the experts’ fees and costs incurred in connection with this assignment, including field trips to the beneficiary countries or regional activities and the participation of one expert to the final conference. Offers below the maximum threshold will be given preference.

5/ Request for Quotations

The tenderer must fill in the Request for Quotation form (available below) with the offer. The form must be signed and dated. 

10. Deadline and additional information

Persons interested in this assignment must submit an offer not later than 30 September 2018, close of business, to the following e-mail address: 

Offers must be signed by the tenderer or his 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 

Tenderers will be informed by 7 October 2018 whether their offer has been accepted or rejected.


Request For Quotations