TERMS OF REFERENCE

CONSULTANCY TO CONDUCT BASELINE EVALUATION EYE HEALTH WORKFORCE PROJECT

INTRODUCTION 

The Fred Hollows Foundation (The Foundation) is a secular non-profit public health organization based in Australia, which was founded in 1992 by eminent eye surgeon Professor Fred Hollows. The Foundation focuses on strengthening eye health systems and the treatment and prevention of avoidable blindness caused by cataract, trachoma, diabetic retinopathy, and refractive error. It operates in more than 20 countries across Australia, the Pacific, South and South-East Asia, and Africa. 

Since 2006, The Fred Hollows Foundation has worked in partnership with the Ministry of Health to advance Eye Health outcomes in Rwanda through systems strengthening, capacity building, and workforce development initiatives. These efforts have included sustained support for the training and professional development of ophthalmologists and allied eye health professionals. 

Building on the work FHF and MoH are doing on the integration side (Performance Based Financing) and Strengthening Systems for Eye Health (HSS), The Foundation, MoH and key stakeholders have jointly designed the Rwanda Eye Health Workforce Project (2026–2030) to strengthen the sustainability of Rwanda’s Eye Health System by addressing one of the most binding constraints to equitable, high-quality eye care in Rwanda: the shortage and maldistribution of well-trained ophthalmologists and the limited capacity of national training institutions to produce and retain them. 

1. BACKGROUND AND CONTEXT 

The Rwanda Eye Health Workforce Project (RW26-01) is a five-year initiative (January 2026 – December 2030) funded by The Fred Hollows Foundation, implemented throughpartners including the Ministry of Health (MoH), the University of Rwanda (UR) and the Rwanda International Institute of Ophthalmology (RIIO) and other partners in eye health in Rwanda. The project responds directly to the severe shortage and inequitable distribution of ophthalmologists in Rwanda. The country has approximately one ophthalmologist per million population far below the WHO benchmark of one per 250,000 with most specialists concentrated in Kigali, leaving rural and underserved populations with limited access to essential eye care. 

Rwanda continues to face a significant burden of avoidable blindness and visual impairment, with cataract the leading cause of blindness and uncorrected refractive error the main cause of visual impairment. The National Strategy for Health Professions Development (NSHPD 2020–2030) sets an ambitious target of 44 public-sector ophthalmologists by 2030, and the Government’s 4- 

by-4 Health Workforce development Initiative aims to rapidly scale the health workforce. In alignment with these reforms, both RIIO (through its accredited residency) and UR (through its new Master of Medicine in Ophthalmology) are expanding national training capacity. The Workforce Project is designed to strengthen this pipeline, so that expanded training translates into competent, motivated, and equitably deployed specialists embedded within the public health system. 

The project purpose is to reduce avoidable blindness and visual impairment in Rwanda by strengthening the ophthalmology workforce pipeline (training, deployment, retention and leadership) to deliver equitable, high-quality eye care nationwide. The end-of-project outcome is a competent, equitably distributed, and sustainable ophthalmology workforce, fully embedded within the public health system and delivering high-quality, accessible eye care services across all provinces. The project is organized around three interlinked outcomes: 

• Outcome 1: Increased supply of highly competent ophthalmologists graduating from nationally accredited training programs. 
• Outcome 2: Improved deployment, retention, and motivation of ophthalmologists in public health facilities. 
• Outcome 3: Strengthened leadership, partnerships, and research capacity addressing Rwanda’s eye health priorities. 

This baseline evaluation establishes the reference values, institutional capacity status, and system readiness against which the project’s progress will be measured at mid-term (2028) and end-term (2030). It is designed as an independent, primarily desk-based assessment that consolidates existing evidence, complemented by targeted key informant consultation, and is expected to be conducted between November to January 2027. 

2. OBJECTIVES OF THE ASSIGNMENT 

The overall purpose of the baseline evaluation is to measure the status of the project prior to implementation, establishing a robust reference point against which performance will be monitored at mid-term and end-term. The evaluation will document the current capacity of institutions to train, deploy and retain ophthalmologists, and provide an evidence base to guide institutional strengthening and adaptive management. 

The specific objectives are to: 

1. Establish baseline values for the project’s outcome, output and activity indicators as set out in the Project Design Document (PDD), Monitoring, Evaluation, Research and Learning (MERL) framework, including those currently marked “TBD”. 
2. Validate and, where necessary, correct the baseline values already recorded in the PDD (see Section 4.3), so that a single baseline set is established. 
3. Propose SMART, evidence-based targets for all PDD indicators whose targets are currently marked “TBD”, benchmarked against national commitments. 
4. Assess the current institutional and training capacity of UR, RIIO and affiliated teaching hospitals against national, regional (COECSA) and international accreditation standards, including faculty numbers and skill mix, equipment and infrastructure, simulation/wet-lab capacity, educational resources, and quality assurance and student support systems. 
5. Assess the current status of workforce specifically ophthalmology deployment, distribution, retention and motivation across the public health system, including gaps affecting equitable placement beyond Kigali. 
6. Assess the baseline status of professional leadership, partnerships and locally led research capacity in the eye health sector.
7. Review and align findings with existing national and sectoral evidence sources, and triangulate baseline values against these sources with clear references (see Section 3). 8. Identify key implementation gaps, risks, opportunities and priority actions the project should focus on to achieve its intended outcomes, ensuring alignment with national priorities and integration into Rwanda’s broader health workforce development system strengthening agenda. 
8. Provide practical recommendations to strengthen project design, targeting, sequencing, implementation, and the MERL framework. 

3. SCOPE OF WORK / TASKS 

The evaluation covers the full scope of the Rwanda Eye Health Workforce Project (2026–2030) at national level, encompassing the two national training institutions (UR and RIIO), affiliated teaching and clinical training sites, and the public-sector deployment and retention environment for ophthalmologists across Rwanda’s 30 districts. The consultant will assess the baseline situation against each of the three project outcomes and will have autonomy to expand the indicative questions below to suit the evaluation. 

Alignment with existing evidence sources 

The consultant must review and align baseline findings with existing evidence sources, ensuring consistency, avoiding duplication of data collection, and clearly referencing the source of each baseline value. These sources include, but are not limited to: 

• The Eye Care Service Assessment Tool (ECSAT) – for facility- and system-level service capacity, human resources and infrastructure data. 
• Rwanda’s Eye Health Strategic Plan – the National Strategic Plan for Eye Health (NSPEH 2018–2024 and the successor plan 2025–2030 for national targets, priorities and coordination structures. 
• Other available national and sectoral evidence, including the National Strategy for Health Professions Development (NSHPD 2020–2030) and the 4x4 Health Workforce Initiative; HSSP V (2024–2029) and the National Health Policy; RAAB (2015); the Gender Equity and Inclusion Analysis of Eye Care (2022); the Cataract Surgery Business Case (2023); UR and RIIO partner capacity assessments; COECSA minimum equipment and accreditation standards; the WHO IPEC framework and WHA 74.13; HMIS/DHIS2, PBF and CBHI/RSSB records; and ROS workforce records. 

Findings must be interpreted in a way that emphasizes alignment with national priorities and integration into Rwanda’s broader health system strengthening agenda, including the health workforce, service delivery, leadership and governance, and medical products and technologies pillars. 

Indicative evaluation of core and exploratory questions by outcome 

Outcome 1: Increased supply of highly competent ophthalmologists graduating from nationally accredited training programs. 

• What is the current institutional and training capacity of UR, RIIO and affiliated teaching hospitals relative to COECSA and national accreditation standards (faculty numbers and skill mix, equipment and infrastructure, simulation/wet-lab capacity, educational resources, quality assurance and student support)? 

• What is the current faculty-to-resident ratio, number of residents enrolled and graduating (disaggregated by gender and institution), and pass rate in regional/international certification examinations? 
• What are the main gaps in training quality, standardization, surgical exposure (including MSICS) and subspecialty capacity that the project should prioritize? 
• How effectively do the current training arrangements support the equitable recruitment, retention, and completion of residency training for women and residents with disabilities? 
• What funding and financing mechanisms are available through the Government/MoH to support the training, deployment, and retention of ophthalmologists and other eye health. 
• What is the current institutional and training capacity of relevant training institutions and affiliated clinical training sites to produce competent allied ophthalmic cadres (ophthalmic nurses, optometrists, ophthalmic clinical officers, refractionists), relative to national accreditation and professional standards including faculty availability, equipment and infrastructure, clinical training opportunities, educational resources, quality assurance systems and student support mechanisms? 
• What is the current number of allied ophthalmic personnel enrolled in training programmes, graduating annually, and employed in the eye health sector (disaggregated by cadre, gender and institution), and what proportion successfully achieves professional certification, registration or competency assessment requirements? 
• What are the main gaps in training quality, standardization, clinical exposure, practical skills development, continuing professional development, mentorship and specialized competencies among allied ophthalmic personnel that should be prioritized? 
• How well do strengthened training arrangements support equitable access, progression, and successful completion of training for women and persons with disabilities across ophthalmology and allied eye health cadres? 
• What is the status of the proposed OCO upgrading pathway and University of Rwanda Bachelor of Optometry programme, including their approval, implementation timelines, and confirmed positions of the MoH and other relevant regulatory bodies, in relation to NSPEH 2025–2029 workforce targets? 

Outcome 2: Improved deployment, retention, and motivation of ophthalmologists in public health facilities. 

• What is the current number and distribution of ophthalmologists across provinces and rural/urban areas (disaggregated by gender and region), and how does this compare with population need, disease burden and NSHPD targets? 
• What is the current retention rate of ophthalmologists in public service, and what factors (remuneration, working conditions, career pathways, incentives) drive attrition? 
• To what extent are national deployment, bonding and compulsory-service policies in place and enforced, and how ready are receiving hospitals (eye team, equipment, consumables, maintenance and data systems) to support specialist practice?

• What deployment, retention and motivation mechanisms and/or strategies should the project prioritize to strengthen equitable distribution beyond Kigali for eye health professionals (e.g. ophthalmologists, allied cadres? 
• What is the current number, cadre mix and geographic distribution of OCOs, ophthalmic/PEC nurses and optometrists (disaggregated by gender, province and facility level); how does this compare with NSPEH and NSHPD targets; and to what extent do reported changes in the OCO workforce reflect genuine attrition as opposed to register updates or reclassification,
• What are the deployment, retention and attrition patterns for allied cadres; what factors (remuneration, career progression, supervision, workload, working conditions, recognition) most influence them; and how well do current employment arrangements support equitable retention and career progression for women and persons with disabilities? 
• What CPD and in-service training opportunities currently exist for OCOs and other allied cadres and how are they financed and quality assured; what has previously been delivered through The Foundation’s Accelerate and HSS/SSEH projects and by other partners; and where are the most significant unmet gaps that could be addressed through targeted, low
• cost interventions? 

• What is the current number, cadre mix and geographic distribution of OCOs, ophthalmic/PEC nurses and optometrists (disaggregated by gender, province and facility level); how does this compare with NSPEH and NSHPD targets; and to what extent do reported changes in the OCO workforce reflect genuine attrition as opposed to register updates or reclassification, verified against regulatory council and MoH registers? 
• What are the deployment, retention and attrition patterns for allied cadres; what factors (remuneration, career progression, supervision, workload, working conditions, recognition) most influence them; and how well do current employment arrangements support equitable retention and career progression for women and persons with disabilities? 
• What CPD and in-service training opportunities currently exist for OCOs and other allied cadres and how are they financed and quality assured; what has previously been delivered through The Foundation’s Accelerate and HSS/SSEH projects and by other partners; and where are the most significant unmet gaps that could be addressed through targeted, low cost interventions? 

Outcome 3: Strengthened leadership, partnerships, and research capacity addressing Rwanda’s eye health priorities. 

• What is the current status of professional leadership and networks (including ROS) and of active institutional and international partnerships supporting ophthalmology training and standards? 
• What is the baseline level of locally led operational and clinical research capacity, output and evidence use for quality improvement? 
• How effectively is eye health workforce development currently coordinated among MoH, UR, RIIO, ROS, ROCOCs, teaching hospitals and partners, and how well does it integrate into national planning, review and accountability mechanisms? 
• How are allied and mid-level cadres registered, licensed and regulated; are career grade frameworks and progression pathways clearly defined; how effectively are these cadres represented by professional bodies (including ROCOCS); and to what extent are they reflected in national workforce planning, HRH information systems and performance-based financing arrangements? 

• What are the most promising opportunities for The Foundation to support workforce development among allied cadres; which are sufficiently clear and MoH-aligned to be actionable in the near term and which require further clarity on national direction; which other partners are active or planning investment, and where are the risks of duplication or opportunities for complementarity; and what would be the indicative scale, cost, feasibility and likely service-delivery return? 

The consultant should consolidate findings from the exploratory questions into a standalone chapter or annex, concluding with a concise, prioritized summary of options for potential future engagement clearly distinguishing those actionable now from those contingent on further MoH clarity, and noting explicitly where the evidence base remains insufficient. 

Specific tasks 

1. Prepare an inception report and detailed methodology, including a baseline indicator matrix mapping each PDD indicator to its data source, and secure any required ethics review/approval. 
2. Conduct a structured desk review of the evidence sources listed above and extract baseline values, clearly referencing each source. 
3. Undertake targeted Focus Group Discussions and key informant interviews with MoH, UR, RIIO, ROS, teaching hospitals including ophthalmologists in training and practice, and relevant partners, and technical consultations to obtain any missing information required to finalize baseline values/number. 
4. Populate the baseline column of the PDD MERL framework, resolving “TBD” values where feasible and flagging any that require future primary data collection. 
5. Reconcile and validate the baseline values already recorded in the PDD, documenting any correction with justification. 
6. Analyse and triangulate findings, identify gaps and priority actions, and validate preliminary findings with FHF and stakeholders. 
7. Test the project assumptions and risks set out in the project design document 8. Produce draft and final baseline reports and disseminate findings to project stakeholders. 

Key Project Partners:

• Ministry of Health (Directorate responsible for Health Workforce; Department of Clinical Services) 
• University of Rwanda (UR) – School of Medicine and Pharmacy / Department of Ophthalmology 
• Rwanda International Institute of Ophthalmology (RIIO) 
• Rwanda Ophthalmological Society (ROS) 
• Rwanda Medical Council (RMC) and Rwanda Health Accreditation Agency (RHAS) • Rwanda Medical Association (RMA) and Human Resources for Health Secretariat (HRHS)

• Teaching and clinical training sites (CHUK, Kabgayi Eye Unit, Rwanda Charity Eye Hospital, Rwanda Military Hospital) 
• Eye health partners including Cure Blindness Project (CBP), CBM, Fondazione Leonardo Del Vecchio, Orbis International and OneSight 
• WHO Rwanda Country Office 

4. METHODOLOGY AND APPROACH 

4.1. Overall design

Given the nature of this workforce project and the availability of substantial existing evidence, the baseline is designed principally as a desk-based assessment complemented by targeted qualitative consultation. The selected consultant will prepare a detailed methodology in collaboration with The Foundation teams (Rwanda and global teams) and will propose the most appropriate design; at a minimum, the methodology should be broad enough to accommodate both quantitative and qualitative methods. Information to answer the evaluation questions will be gathered through the following processes: 

• Structured review of secondary data and existing evidence, including ECSAT outputs, the Rwanda Eye Health Strategic Plan (NSPEH), NSHPD 2020–2030, the 4-by-4 Initiative, RAAB (2015), the Gender Equity and Inclusion Analysis of Eye Care (2022), the Cataract Surgery Business Case (2023), UR and RIIO partner capacity assessments, and COECSA accreditation standards. 
• Review of routine data systems, including HMIS/DHIS2, PBF, and training-institution and MoH/ROS, Rwanda Medical and Dental Council (RMDC) workforce records, the MoH-Health Workforce Management Systems (HWMS). 
• Key informant interviews with MoH, UR, RIIO, ROS, RMDC, teaching hospitals and relevant eye health partners. 
• Focus group discussions or technical consultations with faculty, residents and eye care teams, as appropriate, and sequenced after the key informant interviews so that emerging findings can be tested.

4.2 Equity and disaggregation 

The Fred Hollows Foundation will recruit an independent research consultant or institution to conduct the baseline evaluation. The consultant is expected to apply gender- and disability responsive approaches throughout, disaggregating data by sex, institution and region wherever feasible, and to triangulate across sources to ensure the reliability of baseline values. 

5. KEY DELIVERABLES 

The following deliverables are expected from the consultant in completing the assignment: 

• An inception/evaluation plan and methodology, including a baseline indicator matrix and timelines. 
• Proposed quantitative and qualitative data collection tools (as part of the inception report) • Evaluation of ethics review and approval (where applicable). 
• Completed data collection tools aligned to the evaluation questions and PDD indicators.

• A populated baseline indicator matrix (PDD MERL framework baseline column) with referenced sources. 
• Presentation and validation of preliminary findings. 
• Draft and final baseline evaluation reports, including an executive summary and a summarized slide deck for dissemination of findings. 
• All raw data collected/generated during the evaluation, provided in an agreed and accessible format, with a backup provided to The Foundation. 

The Foundation will provide the following: 

• A designated focal person to coordinate and support, the consultant.
• Documents required for the desk review in its possession include the project design documents and reports, MERL framework, and advocacy plan. 
• Consolidate feedback on all draft deliverables including the evaluation plan, methodology, data collection tools, reports, and other deliverables. 
• Support for introductions and coordination between the consultant and partners/stakeholders throughout the evaluation. 
• Support for the logistics of the validation session(s). 

6. DURATION AND TIMELINE 

The baseline evaluation is expected to commence in December 2026 for an estimated duration of 45 working days, covering desk review, key informant interviews, analysis, report writing, and final presentation to FHF. The indicative schedule is set out below.

No	Activity	Person Responsible	Indicative Date
1	Finalization of Baseline Evaluation TOR	MERL Team	20th October 2026
2	Contracting / consultant recruitment	Contracts & Procurement Team	15th November 2026
3	Ethics review (as applicable)	Consultant	20th November 2026
4	Inception report and methodology	Consultant	30th November 2026
5	Review of secondary information (desk review)	Consultant	07th December 2026
6	Focus Group Interviews	Consultant	15th December 2026
7	Key informant interviews / technical consultations	Consultant	15th December 2026
8	Data analysis and synthesis	Consultant	20th December 2026
9	Draft baseline report and validation of findings	Consultant	10th January 2027
10	Internal dissemination of Baseline Evaluation Results	Consultant	20th January 2027
11	Final baseline report and presentation to stakeholders	Consultant	30th January 2027

7. REPORTING AND SUPERVISION 

The evaluation is commissioned by The Fred Hollows Foundation. The consultant will work under the day-to-day guidance of and report to the FHF MERL Manager, who will coordinate access to documents, partners and stakeholders and consolidate feedback on all deliverables, with technical oversight from the FHF Global Support Team (Development Effectiveness / MERL), and in close collaboration with the Senior Workforce Project Manager and Senior Program Manager. 

The primary intended users of the baseline report are The Foundation’s Programs Division (including the Program Development Team and country program teams), the Rwanda Team, the Country Support Network, and the Development Effectiveness Team. Secondary users include the Ministry of Health, the University of Rwanda, RIIO, ROS, and other eye health sector partners. All deliverables are subject to FHF review and approval, and the consultant is expected to incorporate feedback within agreed timelines before signing off. 

8. REQUIRED QUALIFICATIONS AND EXPERIENCE 

This evaluation will be contracted to an independent evaluator or team who will work closely with The Foundation staff in the design and implementation of the evaluation. Where a team is proposed, it must collectively demonstrate the capabilities below, and the technical proposal must name each member with their specific role and level of effort.

The Foundation seeks to engage an independent individual or registered organization with the following experience and expertise: 

• At least a master’s degree in medicine, Public Health, Ophthalmology, Health Workforce Development/Human Resources for Health, or a related health-sciences discipline. Possession of a PhD in a relevant field will be an added advantage. 
• Demonstrable experience in the evaluation of public health programmes, including health systems and health workforce assessments, particularly in Eye Health. 
• Demonstrated understanding of higher education systems and health professional training institutions, including faculty development, residency and postgraduate training programmes, accreditation standards, curriculum implementation, and academic governance.
• Experience working within a university, teaching hospital, academic department, or professional training institution will be considered a strong advantage. 
• Proven experience in developing and using quantitative and qualitative data collection tools and evaluation methods, including desk-based and mixed-methods approaches. • Strong knowledge of and experience working with the Rwandan health care system, health workforce reforms (including the 4x4 reform Initiative and NSHPD) and health sector policies. 
• Familiarity with eye health, ophthalmology training/accreditation standards (e.g., COECSA) and workforce planning are an added advantage. 
• Strong analytical skills and demonstrated ability to synthesize evidence from multiple sources. 
• Excellent spoken and written communication skills in English, and demonstrated Kinyarwanda fluency within the team

9. APPLICATION PROCESS AND EVALUATION OF PROPOSALS

9.1: Submission requirements 

Interested individuals or institutions should submit a cover letter, curriculum vitae/company profile, and technical and financial proposals to The Foundation office in Rwanda. Submissions should reference “Consultancy to Conduct the Baseline Evaluation for the Rwanda Eye Health Workforce Project (RW26-01)” and send to the following address: rwanda@hollows.org. Only submissions with complete documents as stated in the TOR and those meeting minimum requirements will be considered. Qualified consultants will be subjected to a background check for compliance including on child protection, as a condition for engagement. 

Qualified consultants may be subject to a background check on child protection as a condition of engagement. The Foundation reserves the right to accept or reject any application and is not bound to provide reasons for its decision. 

9.2: Evaluation criteria 

Proposals will be assessed on a combined technical and financial score, weighted by 70:30. Only proposals scoring 70 or above on the technical criteria will have their financial proposal opened.

Evaluation Criterion	Weight (%)	Component
Understanding of the assignment, the Rwandan eye health sector, and the health workforce development context	15	Technical
Soundness and feasibility of the proposed methodology, including data collection, analysis approach, validation process, and approach to resolving TBD indicators and setting targets	25	Technical
Team composition, relevant qualifications, academic and technical expertise, understanding of health professional education and faculty development, health workforce capability, report writing and language proficiency (English and Kinyarwanda)	20	Technical
Demonstrated experience conducting comparable evaluations of health workforce, health systems strengthening, medical education, specialist training, or public health programmes	20	Technical
Realism and quality of the proposed workplan, staffing plan, and level of effort against the stated timeline	10	Technical
Equity, gender, disability inclusion, and stakeholder engagement approach	10	Technical
Technical Subtotal	100	Weighted 70%
Itemized financial proposal demonstrating value for money and cost realism	100	Weighted 30%
Final Combined Score	100	70% Technical + 30% Financial

Note: The successful consultant(s) will be required to satisfactorily complete compliance, safeguarding, and due diligence screening prior to contract award. The Foundation reserves the right to accept or reject any proposal without obligation to provide justification. Experience working with academic institutions, teaching hospitals, postgraduate medical and public health education, faculty and curriculum development, accreditation systems, specialist health workforce training programmes, or health professional education systems will be considered an asset during the evaluation process.

10. MANAGEMENT AND LOGISTICS 

This evaluation is being commissioned by The Fred Hollows Foundation Rwanda. The Rwanda program team will work closely with the selected consultant(s), providing coordination support, access to documentation and facilitation of stakeholder engagement throughout the assignment. The technical proposal should demonstrate understanding of the assignment, a proposed methodology and workplan, and relevant experience. The financial proposal should present a detailed, itemized budget. 

11. CONFIDENTIALITY 

The consultant(s) agree not to divulge confidential information to any person for any reason during or after completion of this contract with The Foundation. Upon completion or termination of this contract, the consultant(s) undertake to return to The Foundation any materials, files or property in their possession that relate to the work of The Foundation. The consultant will be responsible for the safety, security and administration of primary and secondary data collected from FHF or otherwise. 

12. INTELLECTUAL PROPERTY 

All intellectual property and/or copyright material produced by the evaluator(s) whilst under contract to The Foundation remains the property of The Foundation and will not be shared with third parties without the express permission of The Foundation. The evaluator(s) are required to surrender any copyright material created during the term of the contract to The Foundation upon completion or termination of the contract. 

13. SAFEGUARDING PEOPLE 

The Fred Hollows Foundation is committed to ensuring that its activities are implemented in a safe and productive environment which prevents harm and avoids negative impacts on the health and safety of all people, particularly children, vulnerable people, and disadvantaged groups. The Foundation has a zero-tolerance approach to sexual exploitation, abuse, and harassment of any kind. All personnel, including contractors/consultants, are expected to uphold and promote high standards of professional conduct in line with The Foundation’s Safeguarding People Policy including Code of Conduct. Contractors/consultants will be expected to sign and adhere to The Foundation’s Safeguarding Code of Conduct and provide any background checks as required. 

14. INSURANCE 

Any consultants involved in this evaluation will be required to have in place insurance arrangements appropriate to provision of the requirements in this Terms of Reference, including travel insurance. 

15. ETHICAL AND OTHER CONSIDERATIONS 

The evaluator and evaluation team are expected to maintain high professional and ethical standards and comply with The Foundation’s Research and Evaluation Policy. The Foundation is committed to ensuring a safe environment and culture for all people, including children, with whom we come in contact during our work. All members of the evaluation team will be required to comply with The Foundation’s Safeguarding People Policy and sign the Safeguarding Code of Conduct.