Cost & Benefit Analysis

Terms of Reference

Please note: A DBS /police check is required when an external consultant has either one-to-one contact or regular or frequent contact with children and/or young and vulnerable people in the course of their assignment.

Contents

Background:                                                                                               3

Purpose and Objectives:                                                                            4

Methodology:                                                                                              4

Deliverables:                                                                                               4-5

Schedule:                                                                                                      5

Dissemination plan:                                                                                      6

Eligibility Criteria:                                                                                         6   

Documents required for due diligence:                                                        6

Proposal Submission:                                                                                    7

Annexure A: List of Documents for Literature Review                                 8

Annexure B: List of Potential stakeholder for Interview                              8

Acronyms

KII                          Key Informant Interview

TF                           Tearfund

FGD                        Focus Group Discussions

INGO                       International Non-Governmental Organisation

ToR                         Terms of Reference

SSWMB                   Sindh Solid Waste Management Board

LFA                         Logical Framework

TOC                        Theory of Change

EES                        Economic and Environmental Sustainability

Terms of Reference

1.1       Programme Title: Turning plastic and other waste into green products, to improve the environment and provide poor people of Sindh improved health and livelihoods.

1.2       Background to the Programme:

The project ‘Turning plastic and other waste into green products, to improve the environment and provide poor people of Sindh improved health and livelihoods’ was designed incorporating learning of a smaller pilot project implemented in Islamabad and in line with the corporate priority of Tearfund “Economic and Environmental Sustainability”. The project is an outcome of a need’s assessment conducted with various stakeholders and communities. The key problem identified was grossly inadequate solid waste management (SWM) in Sindh resulting in open burning and dumping, which is causing environmental degradation (CO2 emission, waste/plastics in water courses and oceans), negative impact on the health and wellbeing of the poor communities, and urban flooding. The causes determined were unsystematic and ad-hoc waste collection, existing solutions being too expensive and environmentally harmful, changes in functions, and lack of coordination between waste management and recycling actors and indigenous political economy actors including political parties, locally elected governments, and different service departments of governments, formal and informal private sector, influencing SWM services specifically in Karachi.

The project has undergone major adaptations during implementation based on the learnings and situational and contextual analysis. A community-based project was adopted as Public Private Partnership by signing a Memorandum of Agreement (MOA) with the Sindh Solid Waste Management Board (SSWMB), which is a key department of the local government of Sindh responsible for waste management in the Sindh province. The number of Haryali hubs reduced from 3 to 2, however, the capacity of two Haryali hubs increased from processing waste of 3,000 households per Hub to 12,000 households. Haryali Hubs are waste processing and recycling units where the household waste is sorted for value waste, and kitchen waste is processed in compost, and one-time-use plastic bags are recycled into pellets to be used as raw material. This waste is then sold to generate revenue to cover the operational cost of Haryali Hubs.

The project is implemented in four union councils of two districts of Karachi. UC-30 Saeedabad, and UC-37 Naval Colony of district Kemari and UC-08 Moinabad, and UC-11 Murad Memon of district Malir in Karachi. A new community, UC-09 Sharafi Goth was added in the last year of the project at the request of SSWMB.

Under this project, the targeted communities were mobilised and two household waste processing and recycling units were established, one in each district of Kemari and Malir.

The aimed project outcome was a well-coordinated and sustainable waste management, recycling, and behaviour change model in 4 target communities in 2 districts of Karachi, Sindh that can be adapted in the rest of Sindh, measured through four indicators given below.

1. Behaviour change Indicator: Number of households (individuals, % male/female) segregating kitchen waste from other household waste.
2. Sustainability indicator: number of Haryali Hubs whose revenue meets their operating expenditure 
3. Collaboration Indicator:  Enhanced stakeholder's skills and institutional capacity for operational waste management and the recycling model   
4. Learning Indicator: A resource bank of the Project's learning products established which is accessible (Tearfund Learn (a web portal), learning documents) to a number of stakeholders both locally and internationally.        

Health research to assess the impacts on health & environmental indicators was designed and baseline and midline were conducted during the project period and can be used to gauge the benefits on health and environmental indicators

2.1     Purpose

The purpose of this cost & benefit Analysis is to evaluate and establish evidence-based learning and critical analysis on the immediate benefits of the “Haryali Hubs” a solid waste management model in comparison to its cost of establishing both monetary and nonmonetary, as well as continued benefits in the long run.

This analysis will be a key source for decision-making for the donors and stakeholders to invest or replicate the model elsewhere, especially in Sindh province.

2.2     Key Objectives for Review

a)   To assess financial, social, health, environmental, and climate change benefits cost ratio.

b)   To assess the financial & economic sustainability of the Haryali Hubs and contributing factors

c)    To assess the replication cost and benefit.

d)   To assess the comparison of the Haryali Hub model with other solid waste management models in terms of cost and benefits

The methodology will be developed by the evaluator(s) in collaboration/discussion with the MEL-Coordinator and Project Director and should be appropriate and sensitive to the context and nature of the program/project which is being assessed. Tearfund evaluations are assessed using the Bond evidence principles (Voice and Inclusion, Appropriateness, Triangulation, and Contribution and Transparency) and consequently, evaluators should take these into account when devising a suitable methodology. The proposed methodology is expected to include:

A preliminary list of documents has been annexed as Annex B and potential interviewees is annexed as  Annex C which includes a list of potential internal and external stakeholders. However, the list is not considered exhaustive and may be amended as per requirements.

Related available data will be shared during the project briefing meeting, any data gaps and new required data and its collection methodology shall be included in the inception report. 

  3.1    Ethics

The evaluator should adhere to Tearfund's approach to research ethics, outlined in this guidance: https://learn.tearfund.org/en/resources/tools-and-guides/doing-research-ethically,and work with the Tearfund team to complete an ethics risk assessment ahead of data collection. The proposal should outline key ethical considerations and how these will be addressed

The assessment is expected to be conducted in Nov - Dec 2023 and the final report is to be submitted by 15th December 2023.

This assessment report, especially the learnings captured in the assessment, will be shared with the wider stakeholders both nationally and internationally via an online learning portal specifically designed under this project for the purpose of sharing the learnings with stakeholders.  (certain elements of the report may not be made public).

• Registered firm/company having its representation in Karachi, Sindh Pakistan.
• Demonstrable experience in conducting cost and benefit analyses and assessments
• Key personnel must have relevant competence and experience.
• Registered NTN and audited accounts.
• Registration certificate
• NTN certificate
• Last three years audited financial statements
• Company profile
• CNIC of firm/company owner/CEO
• Client reference of relevant assignments (at least two references)
• Any other documents 

All proposals should be submitted in hardcopy via courier/postage at the below address clearly indicating the “Call for Proposals for Cost & Benefit Analysis”. Incomplete proposals will be rejected. The organisation may ask for all the proposals in soft copy as well.

Address: Tearfund Karachi Office, D-14, Clifton Block 03, near South City Hospital, Karachi.

Contact No:  +92-21-33322910

The proposal should not be more than 10 pages. It must include the CV and references of key team members,

Timeline:  The proposal should reach the above-mentioned address by maximum by COB November 06, 2023.

Primary Documents

1. LFA and TOC (with all revisions)
2. Capital and operational cost details
3. Sustainability plan
4. Assessments & survey reports by the Project team or by consultants
5. Records of Haryali Hubs Operations
6. Minutes of Bi-Monthly Hub Operational Meeting
7. Health Research

Secondary documents

8. EES Evidence Review Reports
9. Tearfund’s Quality Standards
10. External literature on Waste Management Issues and Initiatives in Karachi Pakistan,

Internal

1. Project Director:                 Sajid Gulzar
2. MEL-Coordinator:               Asher Loyal
3. SCE-Coordinator:               Syed Junaid Bashir
4. Partner (MUET) Staff           2
5. Haryali Hub Staff:               6

External

1. Managing Director SSWMB
2. Chairman Steering Committee
3. Key Staff of Hangzhou (Contractor of SSWMB, responsible for door-to-door waste collection)
4. Beneficiaries Focus groups
5. Community leaders

Quality Standards

Tearfund’s Quality Standards

Tearfund aims to work to the highest possible standards with integrity and transparency, across all aspects of our work. We have identified a set of corporate Quality Standards in support of our vision and the delivery of our strategy. The eight standards summarise all of the relevant external and internal accountability and quality standards, codes, guidelines and principles to which we are committed. They exist to save time and ensure quality, meaning that new partners and staff can quickly get up to speed with Tearfund’s expectations and commitments to quality simply by familiarising themselves with these standards.

The eight commitments are non-negotiable; meaning that they are of primary importance in all Tearfund work and must be prioritised in any work we are doing: