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Evaluation of Support to Parliament Project
& Development of Next Phase Project
Terms of Reference
Page 1 of 10
TERMS OF REFERENCE
December 2009
Evaluation of the project
“Capacity Building of the Parliament”
and
Development of the Next Phase of the Project
1. INTRODUCTION
Jordan has a bicameral National Assembly (Majlis al-Umma) which consists of the elected
House of Deputies (the lower house consisting of 110 representatives from 12 governorates)
and the House of Notables or Senate (whose 55 members are appointed by the King). The
number of senators cannot exceed one-half the number of elected representatives. The two
houses constitute the legislative branch of the government.
King Abdullah II endorsed a provisional amendment to the parliamentary elections law,
allocating women a quota of minimum seats for the first time in the 2003 elections. In the last
parliament which was elected in November 2007, there were 7 women out of the 110-elected
representatives with only one female MP winning her seat through direct competition, while
the remaining 6 made it through the quota system.
The lower house of parliament was dissolved on the 24th November 2009 and the next
elections will take place no later than the last quarter of 2010, according to King Abdullah’s
letter to the new Prime Minister, December 9th 2009.
In June 2008, the UNDP Jordan initiated a project of support for the Jordanian Parliament
This project is funded by UNDP and the Canadian International Cooperation Agency – CIDA.
The four main objectives of this project are the following:
1. Strengthening the monitoring and legislative knowledge, skills and role of MPs elected
in 2007, with special focus on female MPs
2. Implementing the strategy of the general secretariat, which was developed during the
first phase of the project
3. Developing orientation manuals for MPs and staff at Parliament
4. Developing administrative workflow for the General Secretariat of Parliament
To achieve these objectives, the project activities focused on restructuring the General
Secretariat of Parliament (GS) in the areas of human resources, budgeting, research and IT;
conducting two needs assessments for Members of Parliament (MPs) and staff of the
Secretariat; and developing an administrative strategy was for the GS, which addressed the
issue of workflow at the Secretariat.
Evaluation of Support to Parliament Project
& Development of Next Phase Project
Terms of Reference
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The UNDP now intends to develop the next phase of this project, building on the objectives
and activities as listed above. In order to do so, and as required by the project agreement, an
evaluation is planned at the end of the current phase. This ToR outlines the specific
requirements of this evaluation. The evaluation findings and recommendations will also be
utilized to develop a separate project document for the next phase, with a comprehensive and
detailed results and resources framework.
This next phase should also be developed within the context of the King’s letter to the new
Prime Minister of his vision for the Parliament going forward, namely:
Since we have issued decrees to dissolve Parliament and called for new
parliamentary elections that are a model of integrity, impartiality and
transparency, your government’s main task is to take the necessary steps,
including amending the Elections Law and improving electoral procedures, to
ensure that the next elections are a qualitative leap in our development and
modernisation process, whereby every Jordanian is able to practise their right
to campaign and to elect and to choose a legislature that is capable of
exercising its constitutional role of monitoring the government, writing
legislation and contributing effectively to the adoption of democracy as
culture and a practise in our beloved homeland. The government should
reassess its method of dealing with Parliament so as to restore this relationship
as a cooperative and complementary one that serves the national interest, and
whereby the authorities each practise their constitutional authority without one
trespassing the other or reaching interest-based understandings that would
make achieving personal gains a condition for the stability of the relationship
between the two authorities. In order to ensure that the mistakes of the past do
not recur, we ask you to draft a protocol, to which your team should be
committed, that outlines the rules of engagement with Parliament in
accordance with the Constitution and the law. We hope that the new
Parliament would also issue a similar document so as to reassure Jordanians
that the relationship between the executive and legislative authorities is
governed by criteria that serve the public interest and reflects the legal and
political complementarity that is necessary to serve the country and that are
not hostage to narrow considerations.
The next elections, which should be held no later than the last quarter of 2010,
constitute a major step in developing our democratic performance and
strengthening public participation in the political development process. But
we would like them to be part of a comprehensive political development
programme that addresses all obstacles to this development; that contributes to
the advancement of the work of political parties and their platforms; and that
opens the door for all Jordanians to participate. We await, in this regard, your
decisions about ways to implement the decentralisation project in order to
Evaluation of Support to Parliament Project
& Development of Next Phase Project
Terms of Reference
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achieve qualitative development in decision-making mechanisms and to
ensure the highest level of public participation in national policy formulation.1
1.1 PREVIOUS PHASE: Progress achieved towards outputs
The following sections describe in detail the achievements of the previous phase of the
project, outline the requirements of the evaluation, and lay out the main elements that should
be included in the project document of the next phase.
Output

Activity
An orientation manual was developed for MPs on the
structure and functions of the GS.
Three manuals were developed on international human
rights conventions, gender mainstreaming and the
political and constitutional role of parliament.

An assessment of committees was completed.

Four workshops conducted on the role of
parliamentarians in implementing international human
rights conventions, discriminatory legislations against
women, gender budgeting and a seminar on
communication skills for female MPs and Senators.

A committee of MPs and CSO representatives was
formed to follow up on discriminatory laws against
women. The committee meets regularly to discuss
updates.
Several roundtable meetings were organized with
participation of women MPs, women ministers and
CSO representatives.

a. Manuals developed and
used by MPs
b. Capacities of MPs,
particularly female MPs, is
developed

c. Strategy implemented and
staff of the Secretariat is
capable of providing
technical services to MPs.
d. Manuals developed and
workflow identified and
applied
1

Three workshops organized on the roles and functions
of committees, roles and responsibilities of research
staff, and one on the manuals developed.
No progress
See annex 4 for the complete text of the royal appointment letter
Evaluation of Support to Parliament Project
& Development of Next Phase Project
Terms of Reference
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The project has also established linkages with national institutions including the National
Centre for Human Rights - NCHR, Jordan National Commission for Women – JNCW, and
National Council for Family Affairs. In addition, an MOU was signed between the InterParliamentary Union – IPU and UNDP on a joint programme for capacity building of
Members of Parliament.
2. SCOPE OF WORK AND OBJECTIVES
The objectives of the assignment are:
Objective 1: conduct an evaluation of the project entitled “Capacity Building of the
Parliament”.
The scope of objective 1 should cover the following:
1. An evaluation of the effectiveness of the project including design, relevance,
effectiveness, efficiency, impact, sustainability, identifying challenges, constraints and
success factors and providing conclusions and lessons learnt.
2. An evaluation of the project management structure that would review and assess the
appropriateness of the Project Management set-up to carry out its responsibility of
implementation, monitoring, reporting and establishing partnerships. This is not an
evaluation of individual performance and capacity but of the appropriateness of the
structure and set-up in addressing the management needs of the project. This should
cover as well the roles of the project Steering Committee. Particular attention should
be paid the contribution (or lack thereof) of the project management arrangements to
the ownership by the national partners. The overarching questions of the evaluation
are:




Was the outcome and associated activities relevant, appropriate and strategic to
national goals, Parliament mandate and UNDP mandate?
Were the actions to achieve the outputs and outcomes effective and efficient?
Will the outputs and outcomes lead to benefits beyond the life of the existing project?
Which findings may have relevance for future the next phase of support to Parliament
as well as programming for other similar initiatives elsewhere?
Objective 2: develop a document of support for the next phase based on the findings and
recommendations of the evaluation above, and King Abdullah’s letter to the new Prime
Minister, December 9th 2009, (annex 4) where he set out his vision for the Parliament and
the priorities of the government.
The scope of objective 2 should cover the following:
Evaluation of Support to Parliament Project
& Development of Next Phase Project
Terms of Reference
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
Define the main outputs of the project of support for the period 2010- 2011 within the
context of the Parliament’s overall vision and the guiding principles in delivering these
outputs.

Design work plans for the new project’s 2 years duration including a results
framework that would identify objectives and results, linked with clear outputs and
activities with realistic and measurable indicators and clear baseline and targets for the
overall project as well as for each year based on UNDP’s formats. This framework
should also indentify inputs and budget necessary to deliver the activities defined so
that the outputs and results of the project could be achieved.

Identify inter-linkages with other UNDP-supported projects and with other donorsupported projects: this includes UNDP support to the National Center for Human
Rights, and the Anti- Corruption Commission, as well as parliamentary development
projects supported by other donors in Jordan.

Develop a monitoring and evaluation framework with key milestones and deliverables
to allow the project team and its partners to regularly review and evaluate the project
its objectives, intended outcomes and outputs, implementation structure, work plans
and emerging issues.

Identify risks and issues that could emerge during implementation with possible
suggestions to reduce the risks identified.

Design an exit strategy including a clear plan for sustainability of the project for the
period following the end of the project.

Define possible options for funding.
3. METHODOLOGY
The consultant is expected to work in partnership with the General Secretariat of Parliament,
Project Manager for the current phase and other stakeholders and in close consultation with
UNDP.
For objective 1, the consultant is expected to undertake the following tasks during the
evaluation process:
1. Review of relevant documents including: documents on national policies related to the
project area, the Project Document, narrative reports prepared by the project, and all
relevant documents related to implementation including: manuals developed, assessments,
strategies, and activity reports.
Evaluation of Support to Parliament Project
& Development of Next Phase Project
Terms of Reference
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2. Conduct interviews and roundtable meetings through an in-country mission with project
stakeholders and partners.
3. An initial meeting with UNDP to learn about UNDP new strategic vision and focus.
Below is the criteria to be considered for the evaluation process and the main questions to be
addressed:
Criteria
Project
Management
Project Design
Relevance and
appropriateness
Main questions
- Are the Project Management arrangements appropriate at the team level
and Steering Committee level?
- To what extent did the design of the project help in achieving its own
goals?
- Were the context, problem, needs and priorities well analyzed while
designing the project?
- Were there clear objectives and strategy?
- Were there clear baselines indicators and/or benchmarks for
performance?
- Was the process of project design sufficiently participatory? Was there
any impact of the process?
- Was the project relevant, appropriate and strategic to national goals and
challenges?
-
Effectiveness
and efficiency
-
Impact and
sustainability
-
Was the project relevant, appropriate and strategic to the mandate,
strategy, functions, roles, and responsibilities of the Parliament as an
institution and to the key actors within that institution?
Was the project relevant, appropriate and strategic to UNDP mandate?
Were the actions to achieve the outputs and outcomes effective and
efficient?
Were there any lessons learned, failures/lost opportunities? What might
have been done better or differently?
How did the project deal with issues and risks?
Were the outputs achieved in a timely manner?
Were the resources utilized in the best way possible?
Will the outputs/outcomes lead to benefits beyond the life of the existing
project?
Were the actions and results owned by the local partners and
stakeholders?
Was capacity (individuals, institution, systems) built through the actions
of the project?
What is the level of contribution of the project management
arrangements to national ownership of the set objectives, results, and
Evaluation of Support to Parliament Project
& Development of Next Phase Project
Terms of Reference
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outputs
- Were the modes of deliveries of the outputs appropriate to promote
national ownership and sustainability of the results achieved?
For objective 2, the methodology will consist of the following major activities:

Extensive consultative meetings through an in-country mission, including but not limited
to the following:
a.
b.
c.
d.

Selected staff from Parliament and officials in relevant departments
Staff of the current phase of the project
Development partners supporting the Parliament
Other relevant experts (where appropriate)
Review all relevant documents-including but not limited to the following:
a.
b.
c.
d.
e.
f.
g.
h.
i.
Parliament project document- current phase
Annual work plans and budgets for the current phase
All progress reports for the current phase
All knowledge products, manuals, and workshop/training materials developed for the
current phase
UNDP’s capacity development related materials, including its capacity development
strategy
Relevant legal documents governing the Parliament as an institution and individual
roles of Parliamentarians in the political system
Relevant strategies and policies guiding the Parliament as an institution and
Parliamentarians as individuals
UNDP’s Practice Note on Parliament Development (annex 5)
Other secondary documents
The consultant will be attentive to the fact that the new project document will build on the
evaluation results for the second phase (objective 1 of this ToR).
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& Development of Next Phase Project
Terms of Reference
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4. OUTPUTS AND DELIVERABLES
For objective 1, below are the required outputs, which are to be guided by the scope of work
and objectives identified above, and by the annexes, and corresponding timelines:
Output
timeline
1. Debriefing meeting on evaluation results with stakeholders
last day of mission
2. A first draft of the evaluation results, including findings/
recommendations that should be considered in any next phase
of the project.
within 5 days after end of
mission
3. A brief mission report (not more than 3 pages) on the
evaluation mission
within 5 days after end of
mission
4. Final evaluation report: the report should include the
following sections:
 Title page
 List of acronyms and abbreviations
 Table of contents, including list of annexes
 Executive summary
 Introduction: background and context of the programme
 Description of the project – its logic theory, results
framework and external factors likely to affect success
 Purpose of the evaluation; key questions and scope of the
evaluation with information on limitations and delimitations
 Approach and methodology
 Findings; summary and explanation of findings and
interpretations
 Conclusions and recommendations; lessons,
generalizations, alternatives
 Annexes
within 10 days after end of
mission
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& Development of Next Phase Project
Terms of Reference
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For objective 2, below are the required outputs, which are to be guided by the scope of work
and objectives identified above, and by the annexes, (include the King’s speech) and
corresponding timelines:
Output
timeline
1. A presentation of the key components of the new
phase to UNDP with
i.
specific objectives identified and their relationship
to the vision of the Parliament established: the
components should clearly identify scope, and
target group.
ii.
guiding principles explained: at a minimum, this
should include a discussion on possible strategies
and modes of delivery, including capacity
development strategies to be used in delivering the
components identified that would put national
ownership at its core.
iii.
advisory role of UNDP outlined: in light of the
guiding principles and modes of delivery, this
should include an analysis of advisory support that
UNDP should mobilize (e.g. in terms of experts,
advisors/consultants) to support implementation of
the components identified.
iv.
stakeholders described: at a minimum, this should
include different needs and expectations of the
stakeholders that would be involved in the delivery
of the components either as partners or as target
groups
2. A first draft of a comprehensive parliament support
project document for 2010-2011. The document is
expected to include, where possible, UNDP templates,
(including work plans for each year, estimated budget,
baseline, indicators, targets, risks/issues, monitoring
and evaluation framework, exit strategy).
3. The final version of the document, incorporating
UNDP comments
Last day of in-country mission
within 10 days from end of
mission
(Consolidated comments will be given
to the consultant within 5 working days
of receipt of the 1st draft)
within 5 days after receipt of
comments
Evaluation of Support to Parliament Project
& Development of Next Phase Project
Terms of Reference
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5. TIMEFRAME
The timeframe from signature of contract till submission of final documents is 5 weeks. The
total working days is 16 working days; 6 in home country and 10 as in-country mission. It is
envisaged that the mission will start early February 2010; no later than 7th of February.
4. MANAGEMENT ARRANGEMENTS:
The consultant will hold a UNDP contract and will have to coordinate activities of the
assignment with UNDP and the GS of Parliament. The consultant will have full
responsibility for conducting the evaluation, under the supervision of UNDP. The Project
Manager will be facilitating the daily in-country work of the consultant in consultation with
UNDP.
5.
QUALIFICATIONS AND COMPETENCIES
- Advanced university degree in development studies, social sciences or related field is
required.
- At least 15 years of relevant experience in development work at senior level of which a
minimum of five years in parliament development.
- Proven experience in social and evaluation research with a minimum of 2 similar types of
evaluations previously conducted.
- Proficiency in English Languages is essential.
- Global experience on parliamentary development is highly desirable.