Consultancy : Final Programme Evaluation

Type of Contract: Consultancy

Based in: Rwanda

Consulting days: 40 working days

Time period: April-June 2014

Application Deadline: 11 April 2014

1. Background

The multi-donor Fund for Gender Equality (FGE) of the United Nations Entity for Gender Equality and the Empowerment of Women (UN Women) was launched in 2009 to fast-track commitments to gender equality focused on women’s economic and political empowerment at local, national and regional levels.

It is only one of two funds in the world that provides multi-million-dollar grants in the field of gender equality and the empowerment of women; it is dedicated to advancing the economic and political empowerment of women around the world.

With generous support from the Governments of Spain, Norway, Mexico, the Netherlands, Germany and Switzerland, current grants stand to benefit nearly 18 million women, including by equipping them with leadership and financial skills, and by helping them secure decent jobs and social protection benefits.

The Fund provides grants on a competitive basis directly to government agencies and civil society organizations to transform legal commitments into tangible actions that have a positive impact on the lives of women and girls around the world.

Its mandate seeks to further the Beijing Platform for Action, the UN Convention on the Elimination of All Forms of Discrimination against Women (CEDAW), Security Council Resolutions 1325 and 1820, the Millennium Development Goals (MDGs), and regional agreements such as the Protocol on the Rights of Women in Africa and the Belen do Para, among others.

Across these grants, the Fund advances two major inter-related programme priority areas:

• Grants awarded for women’s economic empowerment seek to substantially increase women’s access to and control over economic decision-making, land, labor, livelihoods and other means of production and social protections, especially for women in situations of marginalization.
• Programmes focused on women’s political empowerment aim to increase women’s political participation and good governance to ensure that decision-making processes are participatory, responsive, equitable and inclusive, increasing women’s leadership and influence over decision-making in all spheres of life, and transforming gender equality policies into concrete systems for implementation to advance gender justice.

In its inaugural grant making cycle (2009-2010), FGE awarded US$37.5 million to 40 programmes in 35 countries: 27
Catalytic[1] programmes (started January 2010) and 13 Implementation programmes (started December 2010).

Awarded programmes reflect a range of interventions in commitments to gender equality laws and policies and embody unique combinations of strategies, partnerships and target beneficiaries.

The Fund is committed to learning from and with its grantees and seeks to serve as a model for how to fast-track and implement gender equality laws and policies around the world.

2. Description of the Intervention

The programme entitled “Beyond raising awareness: shifting the social power balance to enable women to access land in Rwanda” is an FGE-supported Implementation programme being undertaken in Rwanda. It commenced on 1 December 2010 and is scheduled for completion on 30 June 2014. Its overall budget is USD 1.602.812,21.

Rwanda is a developing country, in the true sense of the word “developing”: after the devastating 1994 genocide the country needed to be rebuilt almost entirely, which has since been done in an impressive manner.

Rwanda’s social, economical, legal and administrative achievements in the last twenty years are truly remarkable, as is the importance given by the Rwandan government to women’s involvement in this development and gender equality in general. This prominent place for women in today’s Rwanda contrasts greatly with their traditionally inferior social position.

Hence, challenges to women’s empowerment and effective recognition of their rights still remain today. For instance, a recent baseline survey on legal aid delivery in Rwanda has identified gender-based violence (GBV) and the violation of women’s economic rights – particularly the right to property and inheritance – as the main legal issues reported to legal aid providers.

Moreover – and despite the promulgation of a national gender-sensitive laws such as the Inheritance Law of 1999, the Land Law of 2005, the GBV Law of 2009 – evidence has shown that the knowledge and the correct application of the rights and obligations contained in the legal provisions need to be enhanced both at the supply and demand side.

Law and justice sector professionals need to be aware of the multi-dimensional implications of the violation of women’s rights, at the same time supporting law application and ruling enforcement from a gender-sensitive perspective. It is against this backdrop that the “Beyond Raising Awareness” project intervenes.

This programme aims to empower rural women economically and politically in 15 districts of Rwanda in order to exercise and secure their land rights as guaranteed by the Inheritance Law of 1999, the Land Law of 2005, the GBV Law of 2009 and international law ratified by the state of Rwanda.

The programme’s overall goal is that rural women in Rwanda are economically and politically empowered to exercise and secure their land rights as guaranteed by the Inheritance Law of 1999, the Land Law of 2005, the GBV Law of 2009 and international law ratified by the state of Rwanda.

This overall goal is to be achieved by realizing the following 3 outcomes and their respective outputs:

• Outcome 1: By the end of the programme more individual rural women in 15 districts of Rwanda more effectively claim and defend their land rights before formal and informal local-level dispute resolution institutions

o Outputs:

1. Individual rural women in 60 villages in 15 districts of Rwanda are more aware and have a better understanding of their land rights ;
2. 416 paralegals of Haguruka (one in each sector of Rwanda) have increased skills and abilities to help rural women to claim and defend their land rights
3. A service of legal support is established whereby 2 lawyers of Haguruka are available and accessible to help rural women with more complex cases to claim and defend their land rights

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• Outcome 2: By the end of the program the national government institutions (MINIRELA, RNRA and MIGEPROFE) take further steps to align domestic law with women’s rights under international law and include solutions to the problems that rural women encounter in exercising and securing their land rights in secondary legislation, whilst local authorities (at district and sector-level) do so in their development plans

o Outputs:

1. Locally and nationally operating members of women’s organizations (Haguruka, AVEGA, RRP+, Pro-femmes and its member organisations), as well as NWC and GMO (duty bearers), have increased skills and abilities to engage in monitoring and advocacy activities
2. A nation-wide grassroots system for monitoring the implementation of national and international gender-related land laws and policies is created, which engages and links 490 locally and 35 nationally operating members of women’s organizations (Haguruka, AVEGA, RRP+, Pro-femmes and its member organisations) and of NWC
3. The Rwanda Women’s Land Coalition is created to coordinate, focus and amplify the national and local advocacy efforts of civil society (Haguruka, AVEGA, RRP+, Pro-femmes and its member organisations) and the reporting duties of the GMO and NWC to other government institutions, as regards the implementation of national and international gender-related land laws and policies in Rwanda

• Outcome 3: By the end of the program, male and female community leaders and other community members in 30 villages in 15 districts of Rwanda, increasingly overcome cultural and legal barriers that prevent rural women from exercising and securing their legally protected land rights

o Outputs:

1. Male and female community leaders in 60 villages in 15 districts of Rwanda (in each approximately 25 men and 25 women) are equipped with tools and skills to renegotiate customary practices surrounding marriage and inheritance that prevent rural women from exercising and securing their legally-protected land rights
2. A collective declaration is issued by a National Working Group of stakeholders (experts or advisors of MIGEPROFE and MINELA; NLC; academics and lawyers; judges; business people; NWC and key members of the Rwanda Women’s Land Coalition) to advise the population on effective ways to overcome cultural and legal barriers to rural women exercising and securing their land rights
3. Male and female community leaders and other community members of the original 60 plus an additional 360 villages (approximately 60.000 men and women) are increasingly aware of solutions found at local and national level to overcome cultural and legal obstacles to rural women exercising and securing their land rights

For risks and assumptions identified, please refer to the programme’s Progress Monitoring Framework.

The programme is being implemented by RCN Justice & Démocratie, as Lead Organization, and Haguruka, as Co-Lead Organization, in close cooperation with, among others, implementing partners AVEGA, RRP+, Association Nzambazamariya Veneranda and Réseau des Femmes (members of Pro-Femmes Twese Hamwe) and institutional partners Ministry of Justice and National Women’s Council (NWC).

The management Structure of the Lead Organization and Co-Lead consists of:

– RCN J&D:

o Rwanda mission:

• Country Director
• Finance & Operations Coordinator
• Projects Coordinator
• Project Manager
• Analyst and Communication Coordinator

o Headquarters in Brussels

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• Director
• Program Manager
• Finance & Operations Responsible

– Haguruka:

• Executive Secretary (a.i.)
• Accountant
• Program Officer

3. Purpose and Use of the Evaluation

FGE was established as a bold investment in women’s rights, testing a more focused and better-resourced modality for catalyzing and sustaining gender equality and efforts. Its founding Programme Document sets forth its mandate to track, assess, and widely share the lessons learned from this pioneering grant programme and to contribute to global know-how in the field of gender equality. Final Evaluations of programmes are a vital piece of this mandate. The main purposes of a final evaluation are the following:

Accountability:

• Provide credible and reliable judgements on the programmes’ results, including in the areas of programme design, implementation, impact on beneficiaries and partners, and overall results.
• Provide high quality assessments accessible to a wide range of audiences, including FGE donors, UN Women, women’s rights and gender equality organizations, government agencies, peer multi-lateral agencies, and other actors.

Learning:

• Identify novel/unique approaches to catalyse processes toward the development of gender equality commitments.
  • Identify particular approaches and methodologies that are effective in meaningfully and tangibly advancing women’s economic and political empowerment.

Improved evidence-based decision making:

• Identify lessons learned from the experience of grantees in order to influence policy and practice at national, regional and global levels.
• Inform and strengthen UN Women´s planning and programming by providing evidence-based knowledge on what works, why and in what context.

Final evaluations are summative exercises that are oriented to gather data and information to measure the extent to which development results have been attained. However, the utility of the evaluation process and products should go far beyond what was said by programme stakeholders during the field visit or what the evaluation team wrote in the evaluation report.

The momentum created by the evaluations process (meetings with government, donors, beneficiaries, civil society, etc.) is the ideal opportunity to set an agenda for the future of the programme or some of their components (sustainability) through a Management Response. It is also an excellent platform to communicate lessons learnt and convey key messages on good practices, share products that can be replicated or scaled‐up at the country and international level.

The evaluator will provide inputs for the Reference Group (see section 7 for more information) to design a complete dissemination plan of the evaluation findings, conclusions and recommendations with the aim of advocating for sustainability, scaling‐up, or sharing good practices and lessons learnt at local, national or/and international level.

4. Scope and Objectives of the Evaluation

The unit of analysis or object of study for this evaluation is the programme, understood to be the set of components,
outcomes, outputs, activities and inputs that were detailed in the programme document and in associated modifications

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made during implementation. The geographic area of intervention evaluated covers 15 districts of Rwanda, i.e. half of the country.

The timeframe of the evaluation will cover from the period of conceptualization and design to the moment when the evaluation is taking place.

The evaluation will assess:

1. To what extent the programme has contributed to solve the needs and problems identified in the design phase.
2. To what extent the programme was efficiently implemented and delivered quality outputs and outcomes, against what was originally planned or subsequently officially revised.
3. To what extent the programme has attained development results to the targeted population, beneficiaries, participants – whether individuals, communities, institutions, etc.-, therefore improving economic empowerment of women in Rwanda.

5. Evaluation Criteria, Questions and Methodological Approach

Following the UN Women Evaluation Policy and United Nations Evaluation Group guidelines, evaluations are often organized around the standard OECD evaluation criteria, which are relevance, effectiveness, efficiency, impact and sustainability of the programmes. Each evaluation must integrate gender and human-rights perspectives throughout each of these areas of analysis and within its methodology[2]. This is particularly important to understand and assess programmes addressing complex, intersectional issues in women’s rights.

The evaluation should be answering the following non-exhaustive set of questions:

Relevance:

• Are the programme objectives addressing identified rights and needs of rural women in the Rwandan context?
  • What rights does the programme advance under CEDAW, the Millennium Development Goals and other international development commitments, as well as under Rwandan legal and policy frameworks (land laws, succession law, GBV law, EDPRS, …)?
  • Was the original programme design articulated in a coherent structure? Was the subsequent redesigning done adequately? Are the definition of goal, outcomes and outputs now clearly articulated?

Effectiveness:

• To what extent is the programme design coherent with UN Women strategic plan and its priorities?
  • What has been the progress made towards achievement of the expected outcomes and expected results? What are the results achieved?
  • Were there any unexpected results /unintended effects (negative or positive)?
  • What are the reasons for the achievement or non-achievement?
  • To what extent are the intended beneficiaries participating in and benefitting from the project?
  • Does the programme have effective monitoring mechanisms in place to measure progress towards results? To what extent have attempts to improve these mechanisms along the project brought positive change?
  • What are the efforts undertaken by the programme to change legal and policy frameworks at the national and regional level, and what was their outcome or what could be the potential effect?
  • To what extent have capacities of duty-bearers and rights-holders have been strengthened as a result of the programme?

Efficiency:

• Is the programme cost-effective, i.e. could the outcomes and expected results have been achieved at lower cost through adopting a different approach and/or using alternative delivery mechanisms?

• What measures have been taken during planning and implementation to ensure that resources were efficiently used?
• Have the outputs been delivered in a timely manner?
• Have UN Women’s organizational structure, managerial support and coordination mechanisms, both at national and regional level, effectively supported the delivery of the programme?
• How does the programme utilize existing local capacities of right-bearers and duty-holders to achieve its outcomes?
• To what extent did the partnership between the Lead and Co-Lead organization contribute to the efficiency of the program implementation?

Sustainability:

• What is the likelihood that the benefits from the programme will be maintained for a reasonably long period of time if the programme were to cease?
• Is the programme supported by national/local institutions and organizations? Do these institutions and organizations demonstrate leadership commitment and technical capacity to continue to work with the programme or replicate it?
• Do grantees have the financial, organizational and/or HR capacities to maintain the benefits from the programme, or have they transferred such capacities to local partner organizations and/or institutions?

Impact:

• What are the intended and unintended, positive and negative, potential and effective long term effects of the programme?
• To what extent can the changes that have occurred as a result of the programme be identified and measured?
• To what extent can the identified changes be attributed to the programme?
• What is the evidence that the programme enabled the rights-holders to claim their rights more successfully and the duty-holders to perform their duties more efficiently?
• To what extent have efforts been successful to stop discriminatory practices against rural women in Rwanda?

The evaluation will use methods and techniques as determined by the specific needs of information, the availability of resources and the priorities of stakeholders[3]. The consultant is expected to identify and utilize a wide range of information sources for data collection (documents, filed information, institutional information systems, financial records, monitoring reports, past evaluations) and key informants (beneficiaries, staff, funders, experts, government officials and community groups).

The consultant is also expected to analyze all relevant information sources and use interview and focus group discussions as means to collect relevant data for the evaluation, using a mixed-method approach that can capture qualitative and quantitative dimensions.

The methodology and techniques (such as a case study, sample survey, etc.) to be used in the evaluation should be described in detail in the inception report and in the final evaluation report and should be linked to each of the evaluation questions in the Evaluation Matrix.

When applicable, a reference should be made regarding the criteria used to select the geographic areas of intervention that will be visited during the country mission.

The methods used should ensure the involvement of the main stakeholders of the programme. Rights holders and duty bearers should be involved in meetings, focus group discussions and consultations where they would take part actively in providing in-depth information about how the programme was implemented, what has been changed in their status and how the programme helped bring changes in their livelihoods.

The evaluator will develop specific questionnaires pertinent to specific group of stakeholders and their needs and capacities (for example, illiteracy needs to be factored in, or language barriers).When appropriate, audiovisual techniques could be used to capture the different perspectives of the population involved and to illustrate the findings of the evaluation.
6.      Management of the Evaluation

The consultant will be under contract with RCN Justice & Démocratie. The evaluation will be managed by RCN Justice & Démocratie, and co-managed by Gaelle Démolis, Fund for Gender Equality, Monitoring and Reporting Specialist for the Africa Region (Rwanda).

Grantees and the FGE Monitoring and Reporting Specialist for the Africa Region will jointly select the evaluator(s) through applying a fair, transparent, and competitive process. The co-managers will be responsible for ensuring that the evaluation process is conducted as stipulated, promoting and leading the evaluation design, coordinating and monitoring progress.

The evaluation consultant will be responsible for his/her own office space, administrative and secretarial support, telecommunications, and printing of documentation. The evaluation consultant will be also responsible for the implementation of all methodological tools such as surveys and questionnaires. RCN J&D might offer limited logistical support, to the extent possible.

7.      Reference Group and Stakeholder Participation

A Reference Group (RG) is meant to ensure an efficient, participatory and accountable evaluation process and facilitate the participation of stakeholders enhancing the use of the evaluation findings. It includes members from the programme organization (Lead and Co-lead organizations), relevant government and CSO stakeholders, UN Women Country Office and/or Regional Office and FGE Secretariat.

The role of the evaluation Reference Group will extend to all phases of the evaluation, including:

• Identifying information needs, customizing objectives and evaluation questions and delimiting the scope of the evaluation (TOR).
• Facilitating the participation of those involved in the evaluation design.
• Providing input on the evaluation planning documents.
• Facilitating the consultant’s access to all information and documentation relevant to the intervention, as well as to key actors and informants who should participate in interviews, focus groups or other information-gathering methods.
• Monitoring the quality of the process and the documents and reports that are generated, so as to enrich these
  with their input and ensure that they address their interests and needs for information about the intervention.
• Developing and implementing a management response according to the evaluation´s recommendations.
• Disseminating the results of the evaluation, especially among the organizations and entities within their interest group.

Please find in Annex 1 to these Terms of Reference the names of Reference Group members.

8. Evaluation Deliverables

The consultant is responsible for submitting the following deliverables:

Deliverable	Description	Date Due	Payment Schedule
Inception Report	This report will be completed after initial desk review of program documents. It will be 10-15 pages in length and will include: Introduction Background to the evaluation: objectives and overall Approach Identification of evaluation scopeThis report will be used as an initial point of agreement and understanding between the consultant and the evaluation managers. Main substantive and financial achievements of the programme Description of evaluation methodology/methodological approach (including considerations for rights-based methodologies), data collection tools, data analysis methods, key informants, an Evaluation Questions Matrix, Work Plan and deliverables Criteria to define the mission agenda, including “field visits”	Friday 2 May 2014 (1 week for preparation of inception report)	20%
PowerPoint presentation of preliminary findings to Reference Group	It will be presented after field work is completed.	Friday 16 May 2014 (2 weeks for preparation of preliminary findings presentation)	30%
Final Evaluation  Report:	It will be 20 to 30 pages in length and will include: Cover Page Executive summary (maximum 2 pages) Programme description Evaluation purpose and intended audience Evaluation       methodology       (including         constraints              and limitations on the study conducted) Evaluation criteria and questions Findings and Analysis Conclusions Recommendations (prioritized, structured and clear) Lessons Learnt § Annexes, including interview list (without identifying names for the sake of confidentiality/anonymity) data collection instruments, key documents consulted, TOR, RG members, etc. An executive summary will include a brief description of the programme, its context and current situation, the purpose of the evaluation, its intended audience, its methodology and its main findings, conclusions and recommendations. The Executive Summary should “stand alone” and will be translated to ensure access by all stakeholders if needed.	Initial draft: Friday 6 June 2014 (3 weeks for preparation of initial draft of Final Evaluation Report) Final draft: Friday 27 June 2014 (1 week for comments by Reference Group + 2 weeks for preparation of final version of Final Evaluation Report)	50% paid after final approval by FGE Secretariat (in principle 1 week after submission of Final Draft)

The following UNEG standards[5] should be taken into account when writing all evaluation reports:

• The final report should be logically structured, containing evidence–based findings, conclusions, lessons and recommendations and should be free of information that is not relevant to the overall analysis (S‐3.16).
• A reader of an evaluation report must be able to understand: the purpose of the evaluation; exactly what was evaluated; how the evaluation was designed and conducted; what evidence was found; what conclusions were drawn; what recommendations were made; what lessons were distilled. (S‐3.16)
• In all cases, evaluators should strive to present results as clearly and simply as possible so that clients and other stakeholders can easily understand the evaluation process and results.(S‐3.16)
• The level of participation of stakeholders in the evaluation should be described, including the rationale for selecting that particular level. (S‐4.10)
• The programme being evaluated should be clearly described (as short as possible while ensuring that all pertinent information is provided). It should include the purpose, logic model, expected results chain and intended impact, its implementation strategy and key assumptions. Additional important elements include: the importance, scope and scale of the programme; a description of the recipients/ intended beneficiaries and stakeholders; and budget figures. (S‐4.3)
• The role and contributions of the UN organizations and other stakeholders to the programme being evaluated should be clearly described (who is involved, roles and contributions, participation, leadership). (S‐4.4)
• In presenting the findings, inputs, outputs, and outcomes/ impacts should be measured to the extent possible (or an appropriate rationale given as to why not). The report should make a logical distinction in the findings, showing the progression from implementation to results with an appropriate measurement (use benchmarks when available) and analysis of the results chain (and unintended effects), or a rationale as to why an analysis of results was not provided. Findings regarding inputs for the completion of activities or process achievements should be distinguished clearly from outputs, outcomes. (S‐4.12)
• Additionally, reports should not segregate findings by data source. (S‐4.12)
• Conclusions need to be substantiated by findings consistent with data collected and methodology, and represent insights into identification and/ or solutions of important problems or issues. (S‐4.15)
• Recommendations should be firmly based on evidence and analysis, be relevant and realistic, with priorities for action made clear. (S‐4.16)
• Lessons, when presented, should be generalized beyond the immediate subject being evaluated to indicate what wider relevance they might have. (S‐4.17)

10. Required Skills

Education:

• A Masters or higher level degree in International Development or a similar field related to political and economic development, etc.

Work Experience:

• A minimum of 5 years’ relevant experience undertaking evaluations is required.
• Substantive experience in evaluating similar development projects related to local development and political and economic empowerment of women.
•  Substantive experience in evaluating projects with a strong gender focus is preferred.
• Experience working in Rwanda is preferred.
• Experience working on gender, added value of expertise in undertaking gender-sensitive evaluations.

Language Requirements:

• Excellent English writing and communication skills are required; French proficiency will be a high-valued plus.
  • Working knowledge in Kinyarwanda is preferred. Consultants without Kinyarwanda language skills are encouraged to partner with a local consultant.

11. Proposal

The consultant(s) is required to submit a proposal of maximum 3 pages, which must include the following items:

• Summary of consultant experience and background.
  • List of the most relevant previous consulting projects completed, including a description of the projects and contact details for references.
  • Brief summary of the proposed methodology for the evaluation, including the involvement of the Reference Group, Broad Reference Group, and other stakeholders during each step.
  • Proposed process for disseminating the results of the evaluation.
  • Team structure, roles and responsibilities and time allocation if applicable.

The following items should be included as attachments (not included in the page limit):

• Detailed work plan.
• CVfor consultant, and other team members if applicable.
  • At least three sample reports from previous consulting projects (all samples will be kept confidential) or links to website where reports can be retrieved (highly recommended).
  • Detailed budget, which can in any case not exceed a total amount of 19,000 USD and which must include all costs related to the following items:

ü  The consultant’s time, and the time of any other team members (e.g. local consultant). The day rate for the consultant and all team members should be clearly specified.

ü  Transport costs, accommodation costs and per-diems for the consultant and any other team members to travel to/from Rwanda and within Rwanda.

ü  Communication costs, office costs, supplies and other materials.

ü  Other costs directly related to the evaluation exercise, such as the participation of beneficiaries in evaluation activities (e.g. transport and refreshment costs for focus group discussions).

The organization commissioning this evaluation has budgeted for the following items:

ü  Dissemination of the results of the evaluation to stakeholders on the basis of the evaluator´s proposal and in agreement with the Reference Group.

12. Ethical Code of Conduct[6]:

The evaluation of the programme is to be carried out according to ethical principles and standards established by the United Nations Evaluation Group (UNEG).

• Anonymity and confidentiality. The evaluation must respect the rights of individuals who provide information, ensuring their anonymity and confidentiality.
• Responsibility. The report must mention any dispute or difference of opinion that may have arisen among the consultants or between the consultant and the heads of the Programme in connection with the findings and/or recommendations. The team must corroborate all assertions, or disagreement with them noted.

• Integrity. The evaluator will be responsible for highlighting issues not specifically mentioned in the TOR, if this is needed to obtain a more complete analysis of the intervention.

• Independence. The consultant should ensure his or her independence from the intervention under review, and he or she must not be associated with its management or any element thereof.
• Incidents. If problems arise during the fieldwork, or at any other stage of the evaluation, they must be reported immediately to the manager of the evaluation. If this is not done, the existence of such problems may in no case be used to justify the failure to obtain the results stipulated in these terms of reference.
• Validation of information. The consultant will be responsible for ensuring the accuracy of the information collected while preparing the reports and will be ultimately responsible for the information presented in the evaluation report.
• Intellectual property. In handling information sources, the consultant shall respect the intellectual property rights of the institutions and communities that are under review.
• Delivery of reports. If delivery of the reports is delayed, or in the event that the quality of the reports delivered
  is clearly lower than what was agreed, the penalties stipulated in these terms of reference will be applicable.

Annex 1 – Reference Group members

Members of the Reference Group, of which the roles and responsibilities are determined under section 7 above, are the following persons:

– Ms. Gaëlle Démolis, UN Women FGE, Reporting and Monitoring Specialist for the Africa Region; – Ms. Donnah Kamashazi, UN Women Rwanda, Programme Manager;

– Mr. Jean Chrysostome RUBAGUMYA, RCN J&D, Project Manager;

– Mr. Alexandre LUCAS, RCN J&D, Finance & Operations Coordinator;

– Ms. Stéphanie UWIMANA, HAGURUKA, Project Officer;

– National Women Council representative;

– Ms. Tacko Ndiaye, UN Women, Policy Adviser on Sustainable Development, East and Southern Africa Regional Office;

– Mr. Caspar Merkle, UN Women, Regional Evaluation Specialist (Africa).

12[1] In its first Call for proposals, the Fund provided two types of results-oriented grants: