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Land Degradation Neutrality Fund Technical Assistance Facility

World Wildlife Fund
Washington, DC 20001
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Land Degradation Neutrality Fund Technical Assistance Facility

Type: Contractor
# of Openings: 1
WWF Washington, DC


World Wildlife Fund, Inc. (WWF) policies and procedures for all GEF financed full-sized projects require a midterm evaluation (MTE) and are highly recommended for innovative medium-sized projects. The following terms of reference (TOR) sets out the expectations for the MTE for the project: Land Degradation Neutrality Fund Technical Assistance Facility, hereafter referred to as the Project. The technical consultant(s) selected to conduct this evaluation will hereafter be referred to as evaluator.

The Project seeks to provide project preparation and technical assistance (TA) services to project developers to build a balanced portfolio of effective projects for the LDN Fund and increase knowledge and awareness of models for LDN investment across the investor and project developer community. Technical assistance for pre-investment projects focuses on enhancing technical, operational and financial design and structures of projects to avoid or reduce new degradation via sustainable land management practices, restoration and rehabilitation in line with the LDN Scientific Framework. Post-investment support focuses on E&S impact maximalization, capacity building (reducing the risk of the investment) and baseline and impact measurement systems, especially on measuring LDN impacts. Currently there are approximately ten pre-investment projects (started and/or finalized) and approximately three post-investment projects in Africa, Asia and Central and South America. The Project was organized into the following components and outcomes:

Component 1: Improving technical, operational and financial processes and the SLM and land restoration impact of (potential) LDN Fund projects

1.1: Project proposals of a higher technical quality are submitted to the LDN Fund

1.2: Project developers have greater capacity to implement projects to a higher technical standard

1.3: Project developers have greater ability to monitor their performance against LDN indicators, social and environmental impacts and report this to the LDN Fund which is used by both to practice adaptive management

Component 2: Effective knowledge management and project monitoring and evaluation (M&E)

2.1: M&E across TAF is carried out effectively and is used for adaptive management

2.2: Awareness and knowledge of successful models for SLM and land restoration investment and LDN impact are made available across the wider project developer and investor community


The TAF Donors are seeking an independent consultant to undertake a Midterm Evaluation (MTE) of the Project. The scope of the MTE will cover both the GEF and Agence Franaise de Dveloppement (AFD) financed aspects of the project. The MTE will analyze the project for its design and implementation to date (added value, effectiveness and impact of the TAF support) based on the following objective.

The objective of this evaluation is to examine the extent, magnitude and sustainability of and potential for project impacts to date; identify any project design problems; assess progress towards project outcomes and outputs; assess implementation/execution, and draw lessons learned that can improve the project effectiveness, efficiency and sustainability of project benefits, particularly in regards to how the TAF is part of and enables the blended finance transactions. Based on this assessment, it is expected that the evaluator will provide feasible recommendations that could be applied for the remaining duration of the project.

The evaluation will adhere to the relevant guidance, rules and procedures established by WWF[1] and align with guidance from the GEF Terminal Evaluation[2] and Ethical Guidelines.[3] The evaluation must provide evidencebased information that is independent, participatory, transparent, and ethical. The evaluator must be unbiased and free of any conflicts of interest with the project and will state so in their proposal. The evaluator is expected to reflect all stakeholder views and follow a participatory and consultative approach. There should be close engagement with the LDN Fund, as the counterpart of the LDN TAF, the UNCCD and selected UNCCD in country focal points, project beneficiaries the Executing Agency project management unit (PMU), partners and other key stakeholders. Contact information will be provided.

The Evaluation process will include the following, with deliverables marked by *:

  1. Desk review consisting of, but not limited to:
    • Project Document and CEO Endorsement Letter;
    • Annual Work Plans (AWP) and Budgets;
    • Project Progress Reports (PPR) including Results Framework and AWP Tracking;
    • Representative selection of LDN TAF funded project documents (contracts include project proposals and budgets)
    • Representative selection of LDN TAF funded project deliverables (project progress and final reports/studies)
    • GEF Agency reports, including Project Implementation Reports (PIRs), Back to the Office Reports (BTOR), Supervision Mission Reports (PrISM);
    • Relevant financial documents, including financial progress reports of the TAF; co-financing monitoring tables and co-financing letters from partners as necessary;
    • Meeting minutes (Strategic Board of the LDN Fund and TAF and the LDN TAF Project Selection Committee (PSC)) and relevant virtual meetings with the Donor Committee (including the WWF- GEF Agency) and,
    • Other relevant documents provided by the Executing Agency and partners.
  2. Inception report that details evaluation methodology*;
  3. Virtual interviews, focus groups and consultations at local levels, national and international levels, including executing partners (LDN TAF project partners and/or consultants), Project Selection Committee (PSC) members and beneficiaries. Together with the desk review the virtual interviews are expected to be form the core of the evaluation process;
  4. If feasible, visit of a LDN TAF funded project with field-level activities (Indonesia, Bhutan, Nicaragua or Peru). The feasibility for such field-visit will be depend on regional residency of a consultant, travel restrictions, safety and cost-effectiveness. . Please include in the application if a field-visit is part of the proposal. If yes, in which of the countries mentioned above and the budget (including all expenses) associated with the visit(s).
  5. Debrief and presentation* of initial findings to project management team and other key stakeholders (AFD, WWF GEF);
  6. Draft report* not to exceed 30 pages (excluding annexes) shared with WWF GEF AMU, AFD and PMU for review and feedback. A sample outline will be provided; and
  7. Final MTE report* that has incorporated feedback and comments.

The WWF GEF projects emphasize an adaptive management approach, which relies on testing the assumptions of the project theory of change and making necessary changes to improve the project. The evaluator is expected to question project assumptions and provide recommendations to improve the theory of change by framing their analysis on the seven core criteria of relevance, coherence, effectiveness, efficiency, results/impact, sustainability and adaptive capacity. Definitions of each of these criteria are provided with a sample summary table and report outline (See annexes A - C).

[1] For additional information on evaluation methods adopted by WWF, see the WWF Evaluation Guidelines , published on our WWF Program Standards public website.

[2] For additional information on the GEF Terminal Evaluation Guidelines, see the GEF Terminal Evaluation Guidelines , published on the GEF Evaluation Office website.

[3] Please see the GEF Ethical Guidelines as published on GEF website.

Expected Content of Evaluation Report:

The Midterm Evaluation report will include:

  • Information on the evaluation, including when the evaluation took place, stakeholders consulted, participants, methodology used, key questions, and feedback log showing how comments on draft were incorporated;
  • Key findings by core criteria[1]; as feasible. Should include analysis of project theory of change, and identification of key strengths, challenges and shortcomings;
  • Impact evaluation of the TAF funding locally/on the ground vs. the objectives initially set out;
  • The verification of expenditure, in relation to the progress of works/deliverables and the contracts/agreements signed, in particular evaluating the materiality and quality of the works invoiced and paid;
  • Cost management and overall efficiency of the project;
  • Assessment of relations between the TAF and the Fund;
  • Risks to the sustainability of project outcomes and rating;
  • Review of Monitoring and Evaluation system of the TAF and rating;
  • Replication and catalytic effects of the project;
  • Assessment of alignment with WWF,GEF and AFD priorities;
  • Assessment of stakeholder engagement and gender-responsive measures, including whether the selection of potential projects is based on gender analysis and gender action plans for project implementation and/or whether, where relevant, gender analysis/action plans are incorporated in TA project design;
  • Assessment of any direct (through the LDN TAF) and/or indirect (through the LDN Fund) environmental and social impacts of the TA projects influenced by the Project through a methodology proposed by the Consultant (for example through process tracing);
  • Assessment of any other key outcomes and impacts achieved through delivery of TA by the Project according to the Projects Theory of Change, such as investment-readiness, improved operational and financial management, etc.;
  • Assessment of WWF GEF Agency, PMU and project partners with ratings;
  • Knowledge activities and products;
  • Lessons learned regarding: project design, objectives, and technical approach; use of adaptive management; administration and governance arrangements; implementation of the work plan; achievement of (potential) impact; environmental and social safeguards, M&E systems.;
  • Conclusions and recommendations that include: recommendations to improve the project intervention strategy (theory of change), practical and short-term corrective actions to address issues and findings; recommendations on best practices towards achieving project outcomes and knowledge sharing / replication for other projects of similar scope;

[1] See annex A


Evaluation Team Qualifications

A team of consultants is welcome to expand the expertise, possibility for field visits, and/or language abilities.

The Team members must present the following qualifications:

  • Minimum [05] years of relevant professional experience;
  • Experience with GEF financed projects is an advantage;
  • Technical knowledge in the targeted GEF Focal Area(s);
  • Technical knowledge in impact investment/blended finance and/or technical assistance for investments in the field of sustainable land management and land restoration projects;
  • Recent experience conducting evaluations required, experience with similar projects preferred;
  • Knowledge of GEF Monitoring and Evaluation Policy is an asset;
  • Experience with WWF Project and Program Management Standards or Open Standards for the Practice of Conservation (www.cmp-openstandards.org) is preferred;
  • Experience with social assessments, participatory project design and management, and community-based resource management preferred;
  • Knowledge and experience in implementing or reviewing application of social and environmental safeguards policies in GEF (or similar) projects preferred;
  • Professional fluency in English required and fluent Spanish and/or French is an asset;
  • Experience in a wide range of developing countries, specifically Least Developed Countries (LDCs) is an asset; and
  • Local presence in Indonesia, Peru, Bhutan and/or Nicaragua is an asset.

Payment, expense reimbursement, and other contractual terms and conditions are outlined in the consultant agreement made between WWF and the evaluator(s). Payments are according to deliverables submitted. Twenty-five percent of payment will correspond with completion and approval of the Inception Report. Fifty percent of payment will correspond with completion of the debrief presentation and submission and approval of the Draft Report. The final twenty-five percent will be delivered with the submission and approval of the Final Report. The budget (including any taxes) shall not exceed $30,000.

Application Process

Applicants are requested to apply by e-mailing their application to amelia.kissick@wwfus.org by April 9th, 2021

Consultants are invited to submit a technical proposal and financial proposal with their curriculum vitae. The financial proposal should include daily fees, and if applicable per diem and travel costs. The selection of candidates and contractual agreements will be in compliance with WWF and AFD procurement policies[5] and subject to GEF requirements.

WWF and AFD apply a fair and transparent selection process that will take into account the competencies/skills of the applicants as well as their financial proposals. Women and members of social minorities are encouraged to apply.

As an EOE/AA employer, WWF will not discriminate in its employment practices due to an applicants race, color, religion, sex, national origin, age, marital status, genetic information, sexual orientation, gender identity and expression, disability, or protected Veteran status. WWF values diversity and inclusion and welcomes diverse candidates to apply.


Posted: 2021-03-11 Expires: 2021-04-12

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Land Degradation Neutrality Fund Technical Assistance Facility

World Wildlife Fund
Washington, DC 20001

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