CARE INTERNATIONAL IN RWANDA
P.O Box 550 Kigali, 54ST
Career Center Building 8th floor
Tel: +250 788 306 241, 250 788 304 454
E mail: care.rw@care.org
Terms of Reference:
Endline assessment for Closing Financial Inclusion Gap in Rwanda (CFIGR) and Deepening Digital Financial Inclusion in Rwanda (DDFIR)
1.0 Overview and Background
CARE is a recognized leader and innovator within savings-led financial inclusion. CARE’s flagship Village Savings and Loan Association (VSLA) methodology was developed in Niger more than twenty-five years ago and supports informal savings groups’ members to build their financial skills and assets. Women’s economic empowerment is a priority area for CARE’s work, and financial inclusion has been identified as one of the four interrelated and key pathways to achieving this goal.
Closing Financial Inclusion Gap in Rwanda (CFIGR) and Deepening Financial Inclusion in Rwanda (DDFIR) are two sister projects implemented by CARE Rwanda since 2018 and 2019 respectively. CFIGR is funded by Ministry of Finance and Economic Planning while DDFIR is funded by United Nations Capital Development Fund-Better Than Cash Alliance (UNCDF-Alliance). CFIGR aims to bring financial services closer to people by closing the financial inclusion gap and to increase financial security of excluded citizens by enrolling in Long-Term Saving Scheme known as Ejo Heza through established mechanisms. The project works across the country in 30 districts, 416 sectors, 2148 cells, and 14,837 villages by organising financially excluded citizens into VSLAs by use of Village Agents/one per village and enrolling the VSLA members in the Long-term saving Scheme (LTSS) known as EjoHeza supported by master trainers/one per sector. Village Agents also serve as LTSS champions in their respective agents. At the beginning of the project, an exercise was done to map out the financially excluded citizens across the districts and these citizens that have been organised to form new VSLAs. It is expected the list of members in the new VSLAs will be compared to the list of financially excluded citizens to know how many have been financially included by the project.
DDFIR comes in to support master trainers with digital skills and digital materials (animated videos for the entire EjoHeza engagement cycle) to support master trainers to; mobilise and support member registration of VSLA members into Ejo Heza and, follow up to ensure consistency of members payment of EjoHeza contributions. While CFIGR focuses on creation of new VSLAs, DDFIR focuses on intensive mobilisation of existing mature VSLA members and raising awareness for new VSLA members to enrol into EjoHeza scheme by using digital materials and tools. As of June 2021, VSLAs formed by CARE totalled 30,817 (new VSLAs 9,723) with a total of 853,820 members (251,747 new VSLA members)
The main objective of CFIGR is to improve livelihood conditions of 700,000 individuals and their households, with particular emphasis on women as a result of having gained increased financial capacity and benefited from the use of formal financial services and that of DDFIR is, to enrol 200,000 VSLA members (100,000 women) on EjoHeza and ensure consistent savings over the target period and beyond
2.0 End line Assessment Objectives and Methodology
2.1. Purpose and Objectives of the Endline Assessment
The purpose of this End line is to.
- Assess to what extent has CFIGR been able to contribute to improving the livelihood conditions of the individuals organised in VSLAs
- To what extent has DDFIR been able to equip master trainers with the right skills and tools to enable enrolment of members into Ejo Heza and active saving on the platform.
- What were the enabling factors and challenges or barriers that influenced implementation?
- Provide evidence-based recommendations for all stakeholders for the future programming in light with the assessment findings, including specific recommendations in relation to gender equality/women’s empowerment issues.
2.2 Key areas of investigation
2.2.1 CFIGR
I) To what extent did CFIGR contributed to closing the financial inclusion gap?
- How did the project improve financial literacy and skills levels of the targeted participants, especially women in 30 districts?
- How did the project increased access to and use of appropriate formal financial products developed and effectively delivered to VSLA members by financial service providers?
- Did the project pilot the effective transition to cash-less economy through a sample of saving groups’ operations digitalization?
- To what extent did the project increased LTSS subscriptions and sustained payments through VSLAs as platforms?
II) CFIGR through its implementation strategies has managed to reach the poorest and most vulnerable people who were financially excluded including reducing the financial inclusion gender gap.
- To what extent women, youth, and other financially excluded groups were involved in CFIGR activities and voiced their needs?
- To what extent the program addressed the issues related to accountability and transparent processes including complaint and feedback mechanisms during its implementation?
III) Financial education skills and facilitation of formal financial linkages for CFIGR participants increases VSLAs sustainability and improve members’ livelihoods.
- Training in financial literacy increases VSLA members’ access and usage of financial services
- Creating partnerships with FSPs contributed to continued services from FSPs to VSLAs
- Linking VSLAS to FSPs is responding to the high demand of VSLA access to high loan amount, number of loans, and number of incomes generating activities
- Assess whether project activities are likely to continue beyond the project support
IV) Implementing VSLA programme through a Village Agent Network is a cost-effective method for scale-up
- Working with VANs (instead of local organisations) is more effective, efficient, and sustainable
- VAN is potential to becoming a self-sustaining structure that act as a community development catalyst through VSLA group formation
- Independently acting VAN create quality VSLA groups that still exist with minimum supervision from CARE
V) Integrating EjoHeza into financial education programs increases the uptake of the program by community members.
- Using the VAN as a network of EjoHeza mobilizers is a cost-effective method for community mobilization to speed up registration of new enrolees into EjoHeza program
- Master trainers are active EjoHeza agents that serve the scheme beyond VSLAs
2.2.2 DDFIR Key Investigation areas
VI) Empowered agents (digital material, tablets, incentives) in the context of organized community networks can be instrumental advocates for uptake and adoption of digital finance initiatives.
- Are master trainers referred to by Ejo Heza clients as a reliable source of information about how to register and pay EjoHeza contributions using their phones?
- Did Master Trainers support the registration of new enrolees (both VSLA and non VSLA members) using the Tablets/digital materials?
- Does the proximity of EjoHeza agents in the community contribute to the persistency in payment of EjoHeza contributions?
- Do Village Agents play an intermediary and advocacy role between EjoHeza clients and EjoHeza coordinators at the district level to share their complaints and help address any issues?
- If Master Trainers get more incentives (monetary and/or non-monetary), are they likely to continue supporting mobilization, registration of EjoHeza clients?
VII) Digital media (vs. traditional media) is a more effective way to disseminate information on Digital Financial Services initiatives
- Has the ease of circulation, reference and adaptation of digital media been a more effective way of disseminating information on EjoHeza and therefore been a factor in increasing enrolment and active saving on the platform (particularly during the COVID-19 period)?
- Has the digital/financial literacy of VSLA members been a factor in better engagement with materials developed?
- Did EjoHeza Digital materials contribute to providing accurate, clear, and complete information on EjoHeza engagement cycle to potential enrolees to inform their decisions to join the scheme?
- Did EjoHeza digital materials help easy and continued mobilization (including during the covid-19 pandemic period when citizens’ movements and meetings were restricted) of new members to enrol in scheme?
- What are the potential knowledge gaps that need to be addressed for agents to serve more effectively?
VIII) Collaboration between gov’t, through community networks and local leaders, and supporting partners (development partners, private sector) is essential to successful drive buy in of Digital Financial Services by Citizens
- How does a proper coordination of the Master Trainers by the VA network and collaboration with local leaders ensure their continued support of the scheme using EjoHeza digital materials and tablets?
- What collaboration mechanisms exist between RSSB/EjoHeza district Coordination and Master Trainers to serve communities beyond VSLAs
- Could the use of Tablets by MT be leveraged to support more programs beyond EjoHeza i.e., digitalization of VSLA transactions, serving as digital ambassadors in their respective communities, etc?
IX) Marketing materials on digital payment/finance initiatives that can adequately convey the initiatives’ alignment with the UN Principles for Responsible Digital Payments promotes better uptake/adoption of those digital payment/finance initiatives.
- To what extent did the digital materials develop communicate EjoHeza alignment with the UN Principles for Responsible Digital Payments? Was this a factor in the material resonating better with the VSLA audience and did it promote subscription and active saving on the platform?
2.3 The Methodology
It is expected that this assessment will adopt a mix of qualitative and quantitative approach. Qualitative approaches may include in-depth interviews using focus group discussions (FGDs), document review, Key Informant Interviews as well as quantitative approaches including Surveys and secondary information including Reports from the Information management System known as the Savix. The final proposed methodology will be agreed on with the consultant/firm. Tools will be validated by CARE’s project teams and technical teams from MINECOFIN and UNCDF.
3. Required Deliverables
The expected outputs and deliverables are listed below:
- An inception report and presentation demonstrating understanding of the assignment by the consultant
- An assessment design methodology that satisfactorily demonstrates how both projects will be assessed including defined different assessment tools/ questionnaires to apply with KI
- A clear assessment plan with timelines
- Summary reports (3-5 pages) in the form of infographic showing key findings related to deepening digital financial inclusion in Rwanda (DDFIR) (Ref. to section 2.2.2. (VI), (VII), (VIII) and the Closing the Financial Inclusion Gap in Rwanda (CFIGR) Projects.
- The detailed endline report combining findings from both CFIGR and DDFIR findings with two separate sections and annexes with tables of key findings that are specific to CFIGR and DDFIR
- All reports should be validated with the project team and respective donors.
- Raw datasets (after cleaning) as collected by the data collection tools in electronic format
- A draft report (in English) and a summary presentation of the key preliminary findings for stakeholders’ inputs and comments
4. 0 Responsibility of Consultant/firm and CARE
4.1 Responsibility and accountability of the consultant
- The consultant will be liable to secure any prior approvals that might be required to conduct the evaluation
- The consultant shall be liable for ethical procedures including getting informed consent from respondents (adults as well as children).
- All documents and data collected will be treated as confidential and use solely to facilitate analysis. All data should be stored and transferred securely.
- The production of the end of project evaluation report will be the liability of the consultant covering all the aspects as outlined in these ToRs.
- All training administrative and logistics cost for the enumerators including transport, per diems, and data collection materials during data collection will be covered by the consultant.
- Take care of any costs related to COVID-19 that may be required
- Comply with all Covid19 related measures
4.2 Responsibility of CARE
- Assume all the responsibilities pertaining to the consultant hiring process
- Ensure that all necessary documentation is availed to the consultant
- Facilitate initial connections of the consultant with different stakeholders including local authorities and respondents
- Overall data quality control and technical review of the report and final signing off (including participation in the consultation session with the consultant about the draft research findings)
- Provide any other technical or operational support to the consultant as needed for example participating in the selection and training of enumerators
- Respond to any questions by the consultant (s)
5.0 End line Review timeline
The end line review is expected to start in mid January 2021, for 33 working days.
6.0 Consultant Profile and Reporting
6.1 Profile
To achieve efficiency and objectivity in this process, CARE International seeks to engage a Consultant/firm with the following profile:
- Have an advanced degree in one of the following areas: Finance, economics, business management, development studies, and social sciences.
- Demonstrated knowledge and experiences in assessing and reviewing financial services interventions, with saving groups program will be an add-value
- Demonstrated experience in and understanding of women economic development programmes including understanding of gender
- Ability to manage a potentially large-scale and complex review and research process, including remote data collection
- Experience in managing data and information systems capable of handling large datasets for monitoring and evaluation purposes
- Experience collaborating with high-level government stakeholders and/or private sector senior management.
- Demonstrated experience in conducting baseline and end-line evaluations in Rwanda
- Five years of experience in using research methodologies, quantitative and qualitative data collection and analysis;
- Have excellent analytical and writing skills;
6.2 Reporting and Liaison
The Task Manager for this work will be the Impact Measurement Team leader. The Consultant is also expected to liaise closely at the design stage and subsequently with other key personnel in CARE Rwanda including Quality Assurance Specialist, Technical advisors, the project implementation Coordinator; MINECOFIN, and UNCDF/Better Than Cash Alliance Team
7.0 Contract Terms and Conditions
A standard CARE International service agreement format will be used, subject to the supplier’s agreement with the terms and conditions.
8.0 Application process
Interested candidates or consultancy firms are requested to submit electronically their application files not later than 23rd December 2021, with subject: “Consultancy to conduct Endline assessment and documentation of key lessons learnt for Closing Financial Inclusion Gap in Rwanda (CFIGR) and Deepening Digital Financial Inclusion in Rwanda (DDFIR)” to the following e-mail address: RWA.Procurement@care.org
The application file should contain the following documents:
- A capacity statement demonstrating why the consultants understand the assignment and is capable of carrying out the assignment based on academic qualifications and relevant past professional experience (See Consultant profile section above);
- Detailed Curriculum Vitae of the proposed team to carry out the assignment with clear roles and functions
- A technical proposal, with a clear timeframe and a description of the proposed methodology detailing how the deliverables will be achieved;
- A financial offer detailing the various costs associated with the delivery of the above services, in PDF format and must be a separate document from the technical;
- Evidence of the consultant’s experience in the similar assignment (at least 3 references with contact or address of referees);
- Copies of similar assignments (with evidence for good completion of the previous similar assignments);
- Company profile; VAT registration certificate; RRA tax clearance certificate; RSSB tax clearance certificate (when applicable).
Done at Kigali on December 8th,2021
Procurement unit
