Community Organisation Resource Centre
Community Organisation Resource Centre (CORC)
CORC Is seeking a consultant to conduct a programme evaluation. The evaluation forms part of an agreement with our funding partner comic relief following a five years’ contract
Terms of Reference
The Community Organisation Resource Centre (CORC) is registered with the Department of Social Development of the Republic of South African as a Non-Profit Organisation (017-659 NPO) since 2002 with offices in Cape Town, Durban and Johannesburg.
CORC with its alliance partners demonstrates alternatives to top-down service delivery and development projects by advocating for the central role of poor people in the planning and implementation of projects.
CORC’s vision is “to strengthen the voice of the urban poor in order to improve the quality of life in informal settlements and backyard dwellings”. CORC does this by supporting the social processes of community-based organisations that are willing to build on their collective assets and agencies, by facilitating engagements with formal actors like the State.
To achieve this, CORC’s strategy pivots on the following key areas of intervention
- Capacitate communities associated with Federation of the Urban and Rural Poor (FEDUP) a collective of women’s’ saving schemes mobilising around livelihood issues and housing construction and the Informal Settlement Network (ISN) – a movement of civic organisations in informal settlements mobilising around land, tenure, basic services and settlement upgrading
- Build partnerships with government at all tiers
- Implement partnerships through precedent setting projects
- Support sustainable livelihood programmes and social enterprises
- Keep record of learning, monitoring and evaluation
The Community Organisation Resource Centre (CORC) is affiliated to Shack International (SDI), a network of community organisations in 33 countries in Africa, Asia and Latin America.
CORC has very close ties to key academic institutions and non-governmental organisations involved with urban poverty in South Africa, such as being a full member of the Good Governance Learning Network (GGLN). A long standing partnership with donor partners such as the Foundations of Ford, Rockefeller, Charles Steward Mott, Bill and Melinda Gates, Misereor and Comic Relief has been maintained for more than ten years.
The Project Context
According to South Africa’s 2011 census, the Western Cape has a total of 167,250 total households indicated as informal settlements or in a shack in a backyard. Residents of these settlements frequently experience high levels of poverty, inadequate infrastructure, overcrowding, and poor access to basic services—particularly quality health and education services. Furthermore, informal settlements are often places of social unrest and suffer from violent crime and gang violence. Many residents become frustrated that these issues persist, and some express this through participation in violent protests.
In order to improve living conditions for informal settlement residents, organisations affiliated with (SASDI.) formed an alliance. The SASDI alliance is composed of community organisations and support NGO’s mainly: The Community Organisation Resource Centre (CORC), the Utshani fund, the Informal Settlement Network (ISN), The Federation of the Urban Poor (FEDUP).
The alliance spearheads people-centred development projects by the poor. The primary focus of CORC, a member of the alliance, is to support community organisations that “rely on their own resources and capacities”, especially informal settlement networks and women’s savings collectives. CORC supports both the ISN, which is composed by over 500 informal settlements in five metropolitan areas, and FEDUP, which consists of over 600 women’s savings collectives.
One of CORC’s primary aims is to assist its grassroots partners, such as FEDUP and the ISN, in engaging with formal institutions, especially the State. CORC describes itself as “a nucleus for professionals and grassroots activists who think independently, yet plan and act collectively”.
The National Upgrading Support Programme (NUSP) provides a framework for informal settlement upgrading. However, little has been done to build the capacity of local organisations and networks of the urban poor to participate in this strategy. With this project, the SASDI Alliance had two primary objectives – firstly to build the capacity of the social movements to engage with communities and government around informal settlement upgrading; and secondly to establish a fund that would support informal settlement communities to implement upgrading projects in order to set precedents for incremental informal settlement upgrading.
This provided the rationale for the SASDI alliance proposal to Comic Relief. The proposal aimed to strengthen the social movements’ ability to engage with ISU, to establish a city wide pro-poor financing facility for ISU and to ensure the sustainability of the settlements.
The project started in August 2013 and will end on 31 March 2019.
The aim of the project is to provide a more effective way for informal settlement communities to work with local governments to improve service delivery, as well as general living conditions.4 This led to the creation of the Cape Town People’s led finance facility, a pro-poor facility established to make it easier for communities to access the funds they need without having to go through the CoCTs lengthy bureaucratic procurement process.
The intention was for the fund to continue as a financing facility and to attract funding once the Comic Relief funding has come to an end. The Fund is demand-led and financially and administratively managed by an advisory board. A large component (50%) of CORC’s grant from Comic Relief was ring fenced as a capital fund structured as a “city fund” which demonstrates an institutional model for partnership based informal settlement upgrading.
The initiative intended to assist with the upgrading of approximately 45 informal settlements over five years, and it is expected to benefit approximately 40000 people, mainly women and youth. This project includes a gender-sensitive mobilisation strategy that promotes “strong and effective women’s savings schemes, which will be the basis for future development”. The project also aimed to expose youth to work opportunities and teach them the skills necessary to obtain sustainable livelihoods. According to the project proposal, the project intends to “build capacity, produce knowledge and self-reliance through savings, enumeration, community-based planning, spatial mapping, project management, and implementation for people living in informal settlements”.
Projects Purpose and Objectives
In 2013, Comic Relief approved a three years agreement with CORC to set up a People’s Led Finance Facility, in support of a community-led approach to informal settlement upgrading. This project was extended to a five-years in 2015.
The main aim of the project was to set up a fund that would support informal settlement communities to build partnerships with local government that would result in projects demonstrating incremental settlement upgrading.
Over the five years CORC has worked to achieve the following five outcomes:
Low income communities have access to finance for community development through a well-resourced people’s led finance facility.
Communities are empowered to negotiate with local government to implement informal settlement upgrading projects using a participatory planning process.
Improved quality of life for 45 informal settlement communities due to increase access to water, sanitation, electricity and other public services by implementing informal settlement upgrading projects.
Diversified recycling business based on four income streams that can support regular income for waste pickers.
Improved small businesses run by informal settlement residents through the FIGP loan programme.
CORC is able to institutionalise a monitoring and evaluation system that will increase organisational capacity as a learning platform on community led upgrading processes.
Scope of the Work
At the end of the evaluation we wish to assess the achievements of the project in terms of effectiveness.
The Organisation wishes to identify the changes that were made, understand its value and sustainability.
The evaluator also has to assess the economy or Value for Money (VfM) of the project. This implies assessing if the partner made optimal use of resources to achieve intended outcomes for the affected people.
The VfM model refers to the economic (spending less), efficient (spending well) and effective (spending wisely) use of the resources throughout the project period to achieve intended outcomes. In essence VfM is simply a lens through which a partner demonstrates a robust management process which maximises the likelihood of success, minimises risk, and does this at a cost that is appropriate. VfM should be considered over the whole life of a project, not simply the initial input stage.
CORC also wish to identify the lessons learnt for CORC and the stakeholders engaged in the project.
The evaluation should speak to 4 main areas of impact of the project to date in terms of trackable changes to people's lives, relevance, efficiency (including the accessibility of the finance facility) and recommendations for the future, after examining the challenges that cropped up.
Key questions could include:
The impact of the grant in relation to the effectiveness of partnership building with the City of Cape Town by considering the following questions:
- What were the challenges in demonstrating precedent setting projects?
- What are the recommendations to overcome these challenges?
- Did funded projects enable improved community-local government relations, community-centred project implementation, and cost effectiveness in maintenance and upkeep?
- What were / are the challenges in using the People’s Led Finance Facility (PLFF) as an alternative to the current perceived top-down state-led delivery of basic services?
- Is the (PLFF) a viable facility to enable bottom-up processes and if not, what are the other recommendations?
- Does the projects’ impact build partnerships between individual settlement-based organisations of the poor and local government?
- What can we recommend to improve greater relationships on the ground?
- What were the main lessons learnt from leveraging additional resources, particularly from local government?
- What are the recommendations for improvement at the level of community participation and partnership building?
- What are the challenges regarding people-centred upgrading and how to scale up upgrading?
Task and Outputs
The consultant will manage and undertake the review process and produce a final report. This will involve reviewing reporting tools, documentation and grant documents; reviewing strategic grant activities and interviewing key stakeholders involved in the project.
The consultant will propose a methodology for the end of grant evaluation that will be approved by CORC before the commencement of the evaluation. The methodology must be participatory, engaging different stakeholders in meaningful and appropriate ways. A list of participants will be provided to the evaluator before the commencement of the work.
More specifically the evaluator will interview City of Cape Town officials. Based on the outcome of the interviews, the evaluator will develop a list of questions in addition to the questions already listed in this TOR.
The evaluator will facilitate a workshop using the questions generated as well as the questions listed in this TOR with all stakeholders. This workshop will bring together community members, CORC, ISN and Fedup as well as City Officials at senior and junior level.
This part of the evaluation will also allow for looking forward. Through these approach recommendations for moving forward in a participatory manner will be jointly developed by all stakeholders.
The consultant should prepare a report that is clear and simply written, free of jargon. The main body of the report should not exceed 30 pages and should include an executive summary and recommendations.
Technical details should be confined to appendices, which should also include a list of informants and the evaluation team’s work schedule. Background information should only be included when it is directly relevant to the report’s analysis and conclusions.
The report should support the evaluator’s analysis of the project’s achievements with relevant data, and state how this has been sourced. Recommendations should also include details as to how they might be implemented.
A preliminary version of the report should be submitted to CORC for review at the end of the evidence collection period, with consultation with key beneficiary stakeholders in the preparation of that preliminary draft and evidence collection.
A final version of the report should be submitted to CORC along a timeline agreed between ourselves and the consultant. The report is expected to include guidance on the process by which findings will be shared and discussed with all stakeholders.
Knowledge and Expertise of the Service Provider
The consultant must demonstrate the following characteristics as an indicator of its capacity to implement the assignment:
- At least 10 years’ experience, in the human settlement development or urban planning field
- Knowledge of South African legislative and regulatory frameworks related to human settlements and/or local governments
- Knowledge of working with community led development processes
- Proficiency in the use of standard work processing and process modeling in the development sector
- Must have conducted other evaluation reports for international donors
- Submit with application a “sample copy of report to indicate writing style”
Timing and milestones
The duration of the evaluation should not exceed 20 days from the date of commissioning of the contract.
Starting date being no later than 4 March 2019.
|1: Submission of implementation plan||Two days|
|2: Research desk top and field visits||Twelve days|
|3: Production of draft report document||Three days|
|4: Production of final close-out report||Three days|
|Total estimated timeframe||20 Days|
Proposals and Costing
Proposals to undertake this project must include:
- Statement of qualifications of the consultant
- Name and CV of staff member(s) responsible (i) for overseeing the work, (ii) for undertaking the work
- Proposed approach to the work
- Fee proposal and costs estimate, indicating level of effort estimate and the basis of calculation of fees, inclusive of VAT
- Payments will be linked to project deliverables as agreed with CORC.
- Closing date for submission of proposal is at 16h00, 28 February 2019
- Appointments will be finalised on the 8 March 2019
- Please email proposals to Bunita@corc.co.za
Further information regarding this evaluation is available from
Name: Charlton Ziervogel (CORC Director)
Tel: 021 689 940
To view other opportunities, refer to http://www.ngopulse.org/opportunities/other