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Organisational Review

APRRN Evaluation/Organisational Review
Terms of Reference

The Asia Pacific Refugee Rights Network (APRRN) has prepared the following Terms of Reference (ToR) for the evaluation and review of the Network. The ToR spells out the background, objectives, scope, deliverables and methodology of the evaluation. The evaluation is being led by the Chair/Deputy Chair and the Secretary General of APRRN and will be conducted by an external consultant.

APRRN was established at the 1st Asia Pacific Consultation on Refugee Rights in 2008 and today is a network over 300 civil society organisations and individuals. APRRN’s mission is to advance the rights of refugees in the Asia Pacific region through joint advocacy, capacity strengthening, knowledge and resource sharing and outreach (three core pillars of our work). APRRN's current strategy is set out in the 4-year strategic plan (2014-2018), which also focuses on these three pillars. APRRN members are diverse, comprising service providers, human rights advocacy groups, research institutions, lawyers and law firms providing pro-bono legal aid, and refugee community-based organisations.

APRRN members are organised according to four geographical and six thematic working groups:

- Geographical Working Groups (South Asia, South East Asia, East Asia, Australia, New Zealand and the Pacific
- Thematic Working Groups (Immigration Detention, Legal Aid and Advocacy, Women and Girls at Risk, Regional Protection, Statelessness, Youth)

The APRRN Secretariat coordinates the work of the Network and was established in 2010. Since then the Secretariat has grown to six full-time staff with additional interns and consultants at times. At the same time APRRN’s programme, funding and membership have also substantively increased.

APRRN has conducted an evaluation in 2013 covering the period from 2008-2012. This second evaluation should build on the previous one and cover the period of 2014-2017 which is in Iine with APRRN’s current strategic plan. Outcomes will permit the APRRN Steering Committee (SC) and Secretary General to be more strategic in future decision-making and will be discussed at future SC retreats. The outcomes would also flow into the strategic planning process covering the period from 2018-2022, which will be adopted at the 7th Asia Pacific Consultation on Refugee Rights (APCRR7) in Q3 of 2018. Given that the Network has grown substantively since the last evaluation and the 2018-2022 strategic planning is around the corner, APRRN sees this evaluation as a timely opportunity to reflect on our impact and explore ways how the work of the Network can be strengthened and become more effective.

The key aim of the evaluation is to evaluate APRRN’s current strategic plan (which was adopted in September 2014), determine APRRN’s impact, and determine if it achieved what it set out to do. It is also to look at the structure of the Network and if that was conducive to achieving our goals. Furthermore the evaluation shall offer recommendations to be taken into account as the Network moves ahead and approaches its next strategic plan cycle. The outcomes shall therefore offer a possible adjustment of future strategies, programming and structure.


APRRN plans to conduct a participatory evaluation in the lead up to the 7th Asia Pacific Consultation on Refugee Rights (APCRR7) and the development of a new Strategic Plan for 2018-2022. The evaluation would be conducted with the following objectives:

1. Assess the overall impact and effectiveness of the Network and provide suggestions for future strategic direction by gathering input and suggestions from members, key partners and refugee communities;
2. Assess if the current structure is an enabling one and if methods of work and internal functioning are conducive to achieving APRRN’s goals;
3. Provide practical recommendations to the APRRN Steering Committee and Secretary General for the areas under review to be taken into account for the next strategic planning cycle 2018-2022

The primary users of the evaluation will be the APRRN Steering Committee and Secretary General as well as other key staff of the Secretariat. Other users will include APRRN members, donors and other key partners.


- What verifiable outcomes did APRRN create, both externally and internally? How did identified strategies contribute to these outcomes?
- Did APRRN achieve the intended results on primary (APRRN members) and secondary (refugees in the region) target groups?
- To what extent were the objectives in the strategic plan and the Working Group action plans achieved?
- As the network currently does not have a solid M&E framework to measure impact, what could be practical suggestions tackling this keeping in mind the limited resources?

- To what extent did Secretariat Staff and Steering Committee responsibilities and
What are the capacity and gaps in human resources (Secretariat and Steering Committee)? To what extent did Secretariat staff responsibilities and methods of work contribute to or detract from achieving the objectives?
- To what extent does the Secretariat location support members in the best way and is conducive to achieving outcomes? What could be other models (e.g. sub-regional offices, presence in Geneva etc.)?
- To what extent has the Working Group structure of APRRN hindered or progressed advancements of the Network?
- To what extend did the project represent value for money?
- To what extent does APRRN’s internal and external communications system contribute to achieving the objectives?
- What are other factors that may have affected/hindered the advancements of the Network?

- How have recommendations provided from the last evaluation been addressed?
- Were the objectives appropriately targeted to provide added-value as a regional network at the national/regional/international levels?

- To what extent has APRRN established processes, mechanisms and systems that are likely to support the continued implementation & coordination?
- To what extent is the work of members sustainable without substantive Secretariat support?
- What factors are contributing/hindering that the Network grows in a healthy and sustainable way?

- What are suggestions for strengthening APRRN’s internal organisational learning systems?
- What are suggestions for an inclusive and transparent strategic planning process?
- What are observations regarding APRRN’s mandate as well as thematic and geographic scope? Should the network consider to narrow or expand any of these areas?


The evaluation will be conducted in a participatory and transparent manner, including consultation with a broad range of stakeholders. A consultant will be hired to lead the process. He/she will report to the Chair/Deputy Chair and Secretary General of APRRN.

Applicants should propose their own methodology, which may include:
- Intensive desk review of APRRN reports, publications, policies, guidelines and the previous evaluation
- Initial detailed discussion with APRRN Chair/Deputy Chair and Secretary General
- Detailed interviews with several APRRN members (founding and new members)
- Detailed interviews with APRRN Secretariat staff
- Detailed interviews with APRRN funders
- Detailed interviews with other external stakeholders such as representatives of UN agencies, donors, academia, government, refugee communities and others
- Detailed survey to be distributed via e-mail to APRRN members


Within a 3 months consultancy period the consultant is expected to complete the following deliverables:

- An evaluation plan at the beginning of the project
- Report with findings and recommendations that includes the following sections:
o Executive summary on key findings and recommendations
o Detailed evaluation findings, analysis and conclusions with associated
evidence and data clearly illustrated. Use of tables, graphs, quotes,
anecdotes and stories to illustrate findings and conclusions is encouraged.
o Recommendations which should be practical and linked to the conclusions.
o Appendices including methodology, list of interviewees and questionnaire,
case studies
- Compilation of 5 case studies that demonstrate the impact of APRRN at national, regional and international level
- Final presentation at the APRRN Steering Committee retreat in April 2018 (the consultant should make him/herself available for a half-day session)


Consultancy period:
- The consultancy contract should be signed by October 15, 2017
- The evaluation plan should be submitted by October 22, 2017
- The first draft of the report should be submitted by December 1, 2017
- The final report shall be submitted by December 31, 2017


The evaluator shall have:
- Sound knowledge about refugee rights, human rights and the overall social political situation in the Asia Pacific region
- Academic degree in law, social sciences and other related fields
- Sound understanding of the specificities of regional networks
- Prior experience in evaluation organisations/networks similar to APRRN’s structure
- Excellent proficiency in English

Applications should be send to by September 30, 2017 (6 PM Bangkok time) and contain:
- Evaluator’s approach on conducting the evaluation
- Timetable
- Detailed budget (applications should include itemised modules with budget for each aspect of the evaluation/organisational review)
- Background information (resume)
- Example(s) of previous similar work/reports if available
- Applicants may also propose changes to the evaluation questions, timeplan and methodology in keeping with the purpose and objectives

Organisation Asia Pacific Refugee Rights Network (APRRN)

Country Thailand