Consultancy to implement an internal review of Supply Division’s Technical Function in Support of Supply-Programme Integration - MSDEC- Part Time - 80 days (1 Jul 2022 - 01 Jan 2023) - Home

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UNICEF works in some of the world’s toughest places, to reach the world’s most disadvantaged children. To save their lives. To defend their rights. To help them fulfill their potential.

Across 190 countries and territories, we work for every child, everywhere, every day, to build a better world for everyone.

And we never give up.

For every child, hope

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How can you make a difference?

Purpose of Activity/Assignment: The overall purpose of the review is to gather and systematize evidence on the experience and lessons learned from the work of SD’s Technical Function (TF), and to propose an evidence-based approach for the TF to become more strategic and to strengthen links between supply and programme. This will ultimately help UNICEF to accelerate equitable and sustained access to essential supplies for children, contributing toward achievement of the SDGs by 2030.

Specific objectives of the review are:

Looking back: To systematize how the TF has performed so far, generating evidence on what has and has not worked well in the way it has been organized and in its delivery.

Looking forward: o To generate evidence-based recommendations to inform future decisions regarding how to organize and manage the TF to maximize its contribution to results for children through UNICEF programmes; o To prepare a Theory of Change for the next four years of the TF, clarifying its role, objectives, how to achieve them and how to monitor progress and results, in support of the SD OMP and strengthening the links with UNICEF’s Strategic Plan (2022-2025); o To advise on potential tools that should be adopted to enhance the function’s capacity to provide appropriate guidance to procuring countries and to continuously learn from monitoring.

Scope of Work:

UNICEF Supply Division - SD, based in Copenhagen, manages the organization’s “supply function”, procuring and delivering goods and services from around the world to support country, regional and global programmes for children. In 2020 , this procurement totaled over USD 4.4 billion across 155 countries, broken down as $3.2b in goods and $1.2b in services. Among goods, major commodity groups include vaccines, nutrition supplies, pharmaceuticals, diagnostics, medical supplies and equipment and water/sanitation supplies. This reflects SD’s efforts to ensure access to critical and life-saving supplies and services both in development programmes and during emergencies.

Among these totals, UNICEF also has a significant “procurement services” element of the supply function, which aims to provide sustainable and cost-efficient support to the procurement of critical supplies for national governments, other UN agencies, civil society organizations, international development banks and global funding partnerships. In 2020, these services totaled over $1.8b in support of organizational targets and resulting fees generated substantial direct and indirect revenue.

UNICEF globally operates under the guiding framework of the Strategic Plan 2022-2025 , which focuses on synchronized action towards an inclusive recovery from COVID-19, acceleration towards achievement of the SDGs and the attainment of a society in which every child is included, without discrimination, and has agency, opportunity and their rights fulfilled. The Plan outlines key programmatic goals and a related set of result areas, change strategies and enablers, including new or accelerated approaches on topics like climate action, mental health and social protection. Across all areas of implementation of the Strategic Plan, supply is a key component of effective delivery, with “equitable and inclusive access to essential supplies and services” featured prominently as a cross-cutting output of the plan.

THE SD TECHNICAL FUNCTION

Among its staff, SD counts on numerous professionals that compose its Technical Function (TF), a critical group for the division’s strategic intent and implementation of procurement that maximizes its added value to the advancement of child rights. In 2008 SD formalized the Technical Function Group (TFG), consisting of product experts (engineers, pharmacists, medical laboratory technologists, architects, food scientists, among others) across multiple centres under the programme, supply chain and operations pillars of SD. The TF aims to facilitate a discussion on programme supply and product quality by providing a forum to “share best practices, common interests, develop common methodologies, optimise processes, address technical training needs, and respond with one voice to external queries” (ref: Terms of Reference for the TFG, 2014). The TF is complemented by the Contracting Function (CF), which represents the staff that handles procurement and contractual relations with suppliers.

Membership of the TFG is diverse: from general services to professional staff, originally involving staff members working on the technical side of products and chaired by a senior specialist or centre chief. Over time, membership has expanded to include other staff in the division, such as procurement services and IT staff.

While the TFG meets regularly, their discussions over the past few years have mostly focused on operational issues. Strategic approaches in areas such as the integration of products and programmes, advocacy for quality assured products for children and a routine strategic dialogue with UNICEF’s headquarter-based Programme Group and Regional Offices are potential action topics that have been missing. In addition, a perceived lack of clarity on the group’s role and a sentiment of overlapping with other divisional arrangements have amplified the challenges and uncertainty. One consequence of this situation is that there is little or no guidance to countries on the programming of specific products for children.

Under SD’s new planning cycle (Office Management Plan - OMP 2022-2025), there are many opportunities to make the TF more strategic. SD has an opportunity to strategically leverage the wealth of knowledge, expertise and skills of its highly specialized technical experts. However, for this to happen effectively, the TF needs to overcome the challenges faced so far and strengthen its strategic character. To prepare a proper strategy for the next years and align with the OMP, there is a need to review what has been done and achieved so far, how the TF has been organized and managed, and to identify the key challenges and lessons learned. This will be a critical piece of evidence to inform the future direction of the TF.

Note that initial review questions are included in Annex 1. This and the proposed methodology in Annex 2 are subject to review and refinement during the inception phase.

Tasks/Milestone: Stage 1: Desk review / inception phase • Kick-off call(s) with the contract manager and reference group • Desk review of key documents and data to be provided • Refine review questions and methodology • Prepare inception report • Online or in-person inception workshop with the reference group Deliverable #1: Inception Report A short report, from 10-20 pages (excluding annexes), including initial reflections, further refinement of methodology, proposed templates, final list of review questions (building on Annex 1), proposed format for the draft/final reports, and a workplan for the review. A powerpoint should also be provided for the workshop. A final version of the inception report will be provided with any updates following the inception workshop. Timeline: July 2022

Stage 2: Data collection and analysis • Data collection: survey, interviews, participatory discussions or other • Analysis and preparation of draft report • Online or in-person workshop with the reference group and selected key informants to validate initial findings. Options for smaller meetings should be considered to facilitate discussions on draft report. Deliverable #2: Draft report A concise report of up to 40 pages (excluding annexes) that follows the format agreed in the inception phase. An accompanying powerpoint should also be included for the workshop. Timeline: August-October 2022

Stage 3: Reporting and dissemination • Preparation of Final Report, including meetings and discussions to validate conclusions and recommendations with relevant stakeholders as needed • Preparation of Review Brief • Online or in-person evidence to action workshop to take forward key findings and recommendations Deliverable #3: Final report, supporting documentation and dissemination package A concise final report of up to 50 pages (excluding annexes) that follows the format of the draft report. The final report will be first provided in draft form and only finalized after the validation meetings. In addition, the following elements will be included. • Executive summary • Recommendations that draw from the findings and conclusions of the review A separate file with the raw data collected and analyzed. This may be used by contract managers to substantiate the research findings, if necessary. A designed review brief of up to 4 pages, including: • Summarized highlights of the review and key findings • Summarized conclusions and recommendations

An evidence to action workshop, in the form of one or various meetings adding up to one day, as an opportunity for the consultant to do final presentations, answer questions on the report, discuss the recommendations and ideas on how to take them forward in the form of an action plan. The workshop(s) will be aimed at SD staff and other stakeholders within UNICEF that may be affected by and/or engaged in the implementation of future actions resulting from the review. Timeline: November-December 2022

ANNEX 1: QUESTIONS TO BE ADDRESSED IN THE REVIEW

The key questions to be addressed in this review were developed based on the specific objectives above and are provided below. However, the full and final list of questions will be discussed and agreed with the selected consultant during the inception phase.

Looking back:

To systematize how the TF has functioned so far, generating evidence on what has worked and what has not worked well in the way it was organized and in its delivery

• To what extent has the TF been able to achieve the original intent articulated in its ToR?
• What have been the success factors and challenges behind achievements or lack thereof?
• Considering different management arrangements of technical staff in the various SD centres, to what extent has the organizational structure contributed to or challenged implementation of the TF?

Looking forward:

To generate evidence-based recommendations to inform future decisions regarding how to organize and manage the TF to maximize its contribution to results for children through UNICEF programmes

• How can the TF best contribute to achieving SD’s goals and implementing strategies as articulated in the OMP?
• How should the TF be composed and managed, including the organization of technical staff within SD’s centres?
• What structures, policies and processes must be in place within SD to create an enabling environment to maximize the potential of the TF?
• What other structures, policies and processes should SD seek to influence in wider UNICEF to facilitate integration of the TF with programmes and emergency response? For instance, how can the TF strengthen linkages with and enhance contribution to other UNICEF programme acceleration platforms such as the Global Technical Teams (GTTs) and Multi Functional Technical Teams (MFTTs)?
• What partnerships and engagement models, within UNICEF and externally, are critical for the TF to strategically influence products for children within programming and emergency response?

To prepare a Theory of Change for the next four years of the TF, clarifying its role, objectives, how to achieve them and how to monitor progress and results, in support of the OMP

• What should be the purpose, goals and key activities of the TF?
• How can progress, results and challenges be measured and followed up during the OMP period?
  • In terms of impact on SD’s and UNICEF’s policies and practices; and
  • In working with countries and strategically influencing their supply planning and implementation?

To advise on potential tools that should be adopted to enhance the function’s capacity to provide appropriate guidance to procuring countries and to continuously learn from monitoring itself

• To be more strategic and contribute to better alignment between UNICEF programmes and supplies, what tools should the TF develop and employ in supporting country and regional teams in their supply planning?

• What tools can the TF employ to continuously document its decisions and use good practices and lessons learned from the implementation of the function’s work?

  ANNEX 2: METHODOLOGY

The review will take a predominantly qualitative approach focusing on desk review of key documents and some quantitative data, key informant interviews with UNICEF staff and other stakeholders as appropriate, a survey with UNICEF staff and participatory discussions/ workshops with stakeholders. Documentation will be provided to the consultant during the inception phase, while a few have already been identified and are available through public links in this ToR.

UNICEF staff to be interviewed will include Supply Division (approximately 25), other divisions in UNICEF (approximately 10), Regional Offices (approximately 5) and Country Offices (approximately 5). External stakeholders may be interviewed, based on a sample from among SD partners (up to 5). Exact numbers will be confirmed during the inception phase.

Applicants are requested to explicitly acknowledge the scope and objectives of the review in their own words to ensure alignment with UNICEF’s goals. Additionally, applicants can propose an approach that they deem appropriate and workable, respecting the specific scope of the engagement. They may decide to include additional activities and elements at their discretion. For example, demonstrated applicability of innovative review topics, methods or approaches that the applicant wishes to incorporate will be favorably reviewed.

Depending on the consultant’s home base, most interaction with the contract manager, reference group and key stakeholders may be online/virtual. Availability for in-person meetings and interviews, however, may be expected and if so will be budgeted separately.

ANNEX 3: RESPONSIBILITIES

The contract manager and MSDEC team will:

• Establish a Reference Group for the review
• Compile the necessary documents for review
• Provide contacts for key informants in and outside of UNICEF
• Organize feedback sessions on key review products
• Oversee quality assurance and ensure finalization of all review products
• Keep stakeholders informed of progress or any challenges that arise
• Organize and co-facilitate virtual workshops

• Function as the review secretariat throughout the assignment.

  The consultant will have the following responsibilities:

• Finalize data collection instruments

• Carry out data collection and analysis, including the implementation of key informant interviews, on a remote/virtual basis
• Prepare inception, draft and final reports, and the review brief
• Co-facilitate virtual or in-person workshops to discuss progress, findings, conclusions and recommendations.

A reference group will be established with senior staff from SD to advise on key steps throughout the review process. A flexible approach will be applied wherein relevant or additional members are invited to participate in key steps or products based on their respective areas of expertise. The reference group will be convened as necessary by the contract manager (review secretariat).

To qualify as an advocate for every child you will have…

The consultant should have the minimum qualifications listed below:

• Advanced university degree in management, social sciences, development studies or other relevant areas;
• At least five years of experience in leading assessments, evaluations or reviews of similar scale;
• Experience with and strong skills in qualitative and mixed-method research and approaches;
• Experience in designing Theories of Change and tools for humanitarian and development organizations;
• Advanced knowledge of global supply chain management and supply operations in international development and humanitarian agencies;
• Working knowledge of the UN and UNICEF experience is preferred;
• Fluency in written and spoken English required; advanced knowledge of other official UN languages would be an advantage (especially French and/or Spanish);
• Excellent skills in organizing, communication, reporting and presentation.

For every Child, you demonstrate…

UNICEF's values of Care, Respect, Integrity, Trust, Accountability and Sustainability (CRITAS).

To view our competency framework, please visit here.

EVALUATION PROCESS:

Qualified candidates are requested to submit:

1. Cover letter
2. Financial quote at a daily rate in US Dollars including all taxes
3. Highest Education Degree (scanned copy)
4. UN P11
5. Detailed technical proposal
6. Examples of previous, relevant work
7. At least 3 References from previous direct Supervisors ( email and phone contact if applicable)

Technical Proposal

Applicants should submit a detailed cover letter that outlines their relevant experience and qualifications, and explains their approach to completing the key deliverables outlined above. Any specific experience with similar reviews or assessments should be highlighted (e.g. function positioning or product-programme integration within humanitarian and development organizations).

If needed, UNICEF may request applicants to conduct a brief presentation of their proposals and clarify details before making a final decision on contract award.

Financial Proposal

Applicants should propose an all-inclusive lump-sum amount, expressed through a daily rate, for this assignment. Travel fees, if any, will be budgeted separately based on discussion with the contract manager. Fees with shortlisted candidates are subject to negotiation prior to contract award.

Applications must be submitted through the UNICEF electronic application system by 26 June. Please indicate your availability and daily rate to undertake the terms of reference above. Applications submitted without a technical proposal and daily rate will not be considered.

UNICEF considers best value for money as a criteria for evaluating potential candidates. As a general principle, the fees payable to a consultant or individual contractor follow the “best value for money” principle, i.e., achieving the desired outcome at the lowest possible fee. Please note that consultants and individual contractors are responsible for assuming costs for obtaining visas and travel insurance.

Successful applicants will be evaluated by the following criteria:

TECHNICAL QUALIFICATION (max. 75 points) Overall Response (25 points) Understanding of tasks, objectives and completeness and coherence of response Overall match between the TOR requirements and proposal Technical Capacity (50 points) Relevance of consultant’s experience with similar projects and as per required qualifications References FINANCIAL PROPOSAL (max. 25 points) Daily rate Travel costs Total estimated cost of contract (proposed contract fee only) FINANCIAL PROPOSAL - Weight Combined Score TOTAL SCORE (max. 100 points)

Shortlisted candidates will be contacted for an interview.

UNICEF is committed to diversity and inclusion within its workforce, and encourages all candidates, irrespective of gender, nationality, religious and ethnic backgrounds, including persons living with disabilities, to apply to become a part of the organization.

UNICEF has a zero-tolerance policy on conduct that is incompatible with the aims and objectives of the United Nations and UNICEF, including sexual exploitation and abuse, sexual harassment, abuse of authority and discrimination. UNICEF also adheres to strict child safeguarding principles. All selected candidates will be expected to adhere to these standards and principles and will therefore undergo rigorous reference and background checks. Background checks will include the verification of academic credential(s) and employment history. Selected candidates may be required to provide additional information to conduct a background check.

Remarks:

Only shortlisted candidates will be contacted and advance to the next stage of the selection process.

Individuals engaged under a consultancy or individual contract will not be considered “staff members” under the Staff Regulations and Rules of the United Nations and UNICEF’s policies and procedures, and will not be entitled to benefits provided therein (such as leave entitlements and medical insurance coverage). Their conditions of service will be governed by their contract and the General Conditions of Contracts for the Services of Consultants and Individual Contractors. Consultants and individual contractors are responsible for determining their tax liabilities and for the payment of any taxes and/or duties, in accordance with local or other applicable laws.

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Added 1 year ago - Updated 1 year ago - Source: unicef.org