Mid Term Evaluation of “Improving Democratization and Human Rights in Iraq 2016 – 2019” project

Background

Carfax Projects was contracted to conduct a mid-term review of the partnership and mobilization project that commenced in 2016 and is due to end in 2019. The project funded by NORAD, is being implemented by Norwegian people’s aid (NPA) in seventeen countries. In Iraq, the project is implemented throughout the country by six local partners: Public Aid Organization (PAO), Iraqi Al Amal Association (IAA), Reform Institute for Development (RID), Joint Network for Prisoners (JNP), Alliance for Iraqi Minorities (AIM) and Peace and Freedom Organization (PFO). The goal is to strengthen the democratisation process in Iraq.

Purpose/objective

The overall purpose of this mid-term evaluation is to assess to what extent NPA is on its way in terms of achieving the defined outcomes or whether adjustments are needed.

The five main objectives of this midterm project-level evaluation were:

• To reflect on project progress, achievements and change achieved considering the baseline survey which was conducted in 2016;
• To assess relevance of the project;
• To reflect on the NPA model of working in local partnerships with civil society organizations to achieve project objectives;
• To assess the effectiveness of the methodologies applied by NPA and its partners; and
• To suggest key practical targeted recommendations and learning to be considered by NPA.

Methodology

Desk review- a host of documents from NPA results framework to partner proposals were reviewed to get an idea of what it is the project aims to achieve and explore synergy and complementarity across.
Key Informant Interviews. All in-country KIIs were conducted by the evaluation team. KIIs were undertaken through live interviews, or in some instances (where limited availability on the part of the interviewee was a concern) via Skype.
Partner Activity Beneficiary Focus Group Discussion. Particular effort was made to speak to groups associated with a range of project activities implemented by each of the six partner organizations. Facilitators for the FGDs were independently employed by the evaluation team and were well-briefed on the activities to provide context.

Key findings

• Generally, this project has remained relevant to the Iraqi political context – despite changes in this area since 2015-2016
• The project is understood to be relevant by beneficiaries – both to direct beneficiaries (partners) and partner activity beneficiaries – as being relevant to their needs and areas of focus
• The Iraqi government, KRG and provincial councils mobilise influence through creating legislation and implementing laws through executive agencies
• Partner organisations and civil society organisations mobilise influence beyond directly lobbying governmental organisations.
• The project has connected to activities that directly target legislatures and executive agencies in a number of ways.
• Project activities have also connected with attempts to mobilise change not directly focussed on legislation or executive agencies.
• The testimony of survey respondents from CSOs and government entities regarding their involvement in project activities was highly positive, suggesting that they perceived these activities to be effective.
• Though effectiveness will always be challenging to measure, there is clear capacity to improve approaches to measuring effectiveness. These include collecting and centrally compiling event attendance data and collecting feedback from stakeholders in a rigorous and consistent fashion.
• There seems to be a struggle to link near-term inputs to larger strategic objectives and a realistic, evidence-based Theory of Change (ToC)
• It is not clear how some major areas of challenge were addressed during the planning period and prior to the start of the project in terms of how they might diminish desired impacts
• Government disinterest, inertia, corruption and deep divisions
• Resource constraints and dependence on aid: how the transition to self-sustainability following the end of the project might be managed seems to be ill-understood – and does not appear to have been addressed meaningfully prior to the start of the project
• It appears that the Organisational Assessment Framework did not have its criteria well or systematically defined, nor has there been critical evaluation regarding whether or not those dimensions are truly linked to driving improved democracy.

Recommendations

• NPA should ensure there is sufficient project flexibility to enable partners and activities to adjust to uncertain political context in Iraq
• Project could be strengthened by building a two-tier strategy that continues to establish and maintain relationships with government officials (both representatives and civil servants) while also cooperating and collaborating with NGOs and INGOs working in the thematic areas.
• NPA should always show progress and or impact of activities on both men and women. For example, having an indicator on GBV prevalence should not be enough. It should show prevalence among men and women.
• NPA Head Office should provide systematic and continuous learning opportunities for its own internal staff. This includes formal training for results-based management and project designs.
• NPA head office should prioritize building expert capacity for human rights, where appropriate, provide mentoring and support to partner staff. This may entail having external expert in legal and policy reforms.
• NPA should map out the respective activities and prioritized partner activities/outputs. This should include a collective and consultative approach with partners to ensure buy-in.
• NPA should emphasize a knowledge-based management system (e.g. shared electronic platform) in order to capture activities against SMART outcome indicators.
• NPA Head Office should provide systematic and continuous learning opportunities for its own internal staff. This includes formal training for results-based management and project designs.
• NPA head office should prioritize building expert capacity for human rights, where appropriate, provide mentoring and support to partner staff. This may entail having external expert in legal and policy reforms.
• NPA should make clear the bidding process and policy when choosing partners. This should include clear criteria when choosing partners and bidding the bidding process.

Comments from the organisation

The consultancy firm covered all the areas required for this evaluation. Skype calls were made with the consultants and presentation was made by them about the findings and suggestion recommendations. The findings were then presented by the Development Program Team to the NPA partners through separate meeting