Pakistan Portfolio Monitoring, Evaluation and Learning (PMEL)

Tender description

This EME focuses on programme design of Pakistan Portfolio Monitoring, Evaluation and Learning (PMEL) Programme, which will strengthen delivery of the UK development portfolio in Pakistan by enabling a more coherent, portfolio‑level approach to evidence, learning and accountability. It will provide independent monitoring and verification, proportionate programme‑level evaluations where gaps or risks exist, and portfolio‑wide synthesis and analysis (including dashboards and thematic reviews) to support Country Business Plan delivery, Portfolio Strategy oversight and senior decision‑making. PMEL will support adaptive management, improve value for money and avoid duplication where programmes already have active MEL arrangements. PMEL will be procured as a single contract through the Global Evaluation and Monitoring Framework Agreement (GEMFA 2). The contract will deliver two complementary components over an indicative five‑year period (FY 2027–28 to 2031–32): • Programme‑level monitoring, evaluation and learning support for eligible programmes where gaps or risks exist, including third‑party monitoring and verification, data quality and value for money checks, quality assurance of results frameworks and theories of change, and proportionate evaluations and learning reviews; and • Portfolio‑level strategic evidence and learning, including cross‑programme synthesis of Annual Reviews and evaluations, thematic and contribution analysis (including for technical assistance and influencing work), portfolio dashboards, learning products and risk assurance covering governance, fiduciary, safeguarding and results. The contract will follow a core plus demand‑led model, with priorities agreed through existing portfolio governance. What are the expected results ? Outcome: Improved accountability, coherence and value for money across the UK development portfolio in Pakistan, supported by credible, synthesised evidence that informs senior decision‑making, programme design, resource allocation and adaptive management across ODA and non‑ODA activity. Outputs: Programme level outputs • Verified, high quality monitoring data through independent monitoring and verification. • Independent, proportionate evaluations and learning products. • Targeted support to strengthen programme level MEL systems. Portfolio level outputs • Synthesised evidence and cross programme insights. • Strategic analysis aligned to the Country Business Plan and Portfolio Strategy. • Portfolio dashboards and digital knowledge platforms. • Learning products, learning forums and knowledge sharing mechanisms. • Long term portfolio impact evaluations. Key expected results / outcomes • British High Commission Islamabad has a more coherent and strategic portfolio, with harmonised MEL standards and clearer articulation of results across programmes, provinces and themes. • Senior leadership has a stronger shared understanding of contribution to portfolio level outcomes, supported by integrated data and analysis. • Evidence is used more consistently to support resource allocation, adaptive programming, performance discussions, budgeting and planning. • Accountability, transparency, and compliance with FCDO standards are strengthened, alongside delivery, fiduciary and safeguarding risk management.