Home based : Global WASH Cluster Strategic Plan 2022-2025 Midterm Review Consultant - 65 working days between January 2024 and June 2024 - Office of Emergency Programmes (EMOPS)

Consultant Crisis & Emergency Response

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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, an advocate

Background

The Global WASH Cluster (GWC) is one of the 11 humanitarian clusters established in 2006 and has since been operated by the Inter-Agency Standing Committee (IASC), following the Humanitarian Reform and further defined by the Transformative Agenda. At the global level, the GWC supports the cluster approach by strengthening system-wide preparedness and coordination of response capacity in humanitarian crises and providing clear leadership and accountability [1]. At the country level, the GWC supports National Coordination Platforms (NCPs) to strengthen partnerships, and the predictability and accountability of humanitarian action, by improving prioritization and clearly defining the roles and responsibilities of humanitarian organizations. As a priority, the GWC supports NCPs on the delivery of the 6+1 core functions, which guide cluster coordination, as outlined in the IASC’s Reference Module for Cluster Coordination [2].

The GWC is led by the United Nations Children’s Fund (UNICEF) as the cluster lead agency (CLA) and has two membership categories, including 89 members and two standing observers, working in the humanitarian water, sanitation and hygiene (WASH) sector across international organizations, United Nations agencies, international non-governmental organizations, academic institutes and donors. The GWC’s Cluster Advocacy and Support Team (CAST) was established to carry out the responsibilities of the CLA, including driving the GWC’s Strategic Plan and leading operational support. It fosters, develops and maintains partnerships to strengthen humanitarian WASH coordination and provides guidance and operational and surge support to NCPs. This is carried out in close collaboration with the Strategic Advisory Group (SAG), which provides strategic oversight and guidance to the CAST and represents the GWC’s members and NCPs. The GWC includes a Field Support Team that provides operational and surge support through in-country deployments, remote and virtual support to NCPs. The GWC consists of Working Groups that provide leadership in key technical and thematic areas, such as cash and markets, faecal sludge management, and hygiene promotion, and climate.

GWC’s Strategic Plan 2022-2025

In 2022, the GWC launched the Strategic Plan 2022–2025, which set out the direction for collective commitment around joint action to be achieved through a common vision, mission and objectives, supported by shared values. The GWC has renewed its focus on excellence in effective and accountable humanitarian WASH coordination for the people most affected by and vulnerable to crises and is spearheading the future of humanitarian WASH coordination. The strategy provides a common framework for collective action by the GWC’s members and NCPs to better position coordination within the humanitarian WASH sector. Through this strategic cycle, the GWC aims to achieve its vision and mission:

● Vision: Enhancing and strengthening effective and accountable humanitarian WASH coordination will result in timely, predictable and high-quality WASH outcomes that are inclusive and equitable, for the people most affected by and vulnerable to crises. ● Mission: The GWC exists to strengthen system-wide preparedness and coordination of response capacity, providing clear leadership and accountability in humanitarian crises. As a priority, the GWC supports National Coordination Platforms in the delivery of the 6+1 core functions [3].

The strategic principles articulated in the GWC’s Strategic Plan 2022 – 2025 put forward the shared values that guide the GWC to achieve its mission and underpin collective action.

● Strengthen the core: Renewing the focus of the 6+1 core functions, to enhance and strengthen the capacity and preparedness of NCPs to lead effective and accountable humanitarian WASH coordination [4].

● Deepen coordination: Enabling the localization of effective and accountable humanitarian WASH coordination with NCPs to deliver at the national and subnational levels, through active participation, meaningful representation, and decisive leadership in driving humanitarian WASH outcomes through the inclusion of local and national actors.

● Broaden collaboration: Increasing collaboration, synergy and complementarity across the broader humanitarian WASH sector, and sectors and clusters, from a diverse range of stakeholders – from local to national actors, to public and private partners and civil society – to ensure effective and accountable coordination of humanitarian crises and to foster innovation.

To achieve this, the GWC’s Strategic Plan 2022–2025 focuses on three strategic objectives and seven outcomes to support the delivery of the strategy:

Strategic objective 1: Coordination

Core: Strengthen the core of coordination

Strategic objective 2: Localization

Deeper: Enable the localization of coordination

Strategic objective 3: Collaboration

Broader: Extend collaboration across sectors and stakeholders

1.1 Operational Support 1.2 Capacity and learning 1.3 Knowledge, evidence and advocacy2.1 Active participation, meaningful representation, and decisive leadership of local and national actors 2.2 Joint advocacy for localization and inclusion3.1 Strengthened collaboration within the WASH sector 3.2 Enhanced collaboration beyond the WASH sectorBased on the evolving nature of the cluster approach, there is a recognized need, as part of the delivery of the 6+1 core functions, to increase focus on cross-cutting themes, including gender, gender-based violence (GBV), disability inclusion, accountability to affected populations (AAP), prevention of sexual exploitation and abuse (PSEA), age, environment and climate change, cash and markets, localization and the Triple Nexus. [5][6]

The Implementation Plan and Monitoring Framework for the delivery of the ambitious aims set out by the strategy defines the outcomes, outputs and measures progress. Given that the implementation of the strategy is a joint effort, with shared responsibility and accountability, the GWC, with its members and NCPs, under the strategic oversight and guidance of the Strategic Advisory Group (SAG), has been responsible for monitoring and reporting annually on the progress of the implementation of the strategy during the GWC’s annual meetings. A midterm review will be conducted to take stock of the progress of the implementation of the GWC’s Strategic Plan 2022–2025.

[1] Inter-Agency Standing Committee (ISAC), IASC Reference Module for Cluster Coordination at Country Level.

[2] Ibid.

[3] Inter-Agency Standing Committee (IASC), IASC Reference Module for Cluster Coordination at Country Level, revised July 2015, (OCHA), Geneva, 2015 <https://interagencystandingcommittee.org/iasc-transformative-agenda/iasc-reference-module-cluster-coordination-country-level-revised-july-2015>, accessed 17 December 2021.

[4] Inter-Agency Standing Committee (IASC), IASC Reference Module for Cluster Coordination at Country Level.

[5] Cross-cutting themes focus on areas of concern in humanitarian response and address individual, group or general vulnerability issues.

[6] The humanitarian-development-peace nexus or Triple Nexus is an approach that envisions stronger collaboration and coordination, along with interlinkages, among actors from development cooperation, humanitarian action and peacebuilding.

Purpose and Scope

The purpose is to provide a mid-term review of the implementation of the GWC’s Strategic Plan 2022 - 2025, this includes:

• Conducting a systematic review of progress of its implementation;
• Evaluating the key contributions by GWC’s members and NCPs in its implementation;
• Documenting best practices and key lessons learned in its implementation; and
• Assessing contextual shifts and changes to be considered.

This scope of work will include a comprehensive assessment of the implementation of the GWC’s Strategic Plan 2022 – 2025 and the achievements to date across the strategic objectives and outputs. It will also identify bottlenecks, challenges and opportunities and provide key findings and recommendations to inform the remainder of the strategy’s implementation.

Methodology The selected methodology will be framed by the Organisation for Economic Co-operation and Development / Development Assistance Committee (OECD/DAC) evaluation criteria of relevance/appropriateness, connectedness, coherence, coverage, efficiency, and effectiveness as well as issues around impact and sustainability. The final methodology to be chosen will be proposed by and agreed upon with the consultant based on a respective technical and financial proposal.

The methodology should include both summative and formative dimensions. The summative element will assess performance to date, to provide impartial evidence on how the coordination and capacity of the GWC have been efficient to achieve the strategic plan. The formative and forward-looking element is intended to incorporate learning to improve the implementation for the remainder of the strategic plan. Note that as an extensive number of reviews and analyses have been completed and/or are under way, the selected methodology should be designed in a way that this review draws upon these as references to avoid duplication of effort.

1. Briefing: the consultant will have briefings with GWC’s CAST and SAG.

2. Desk Review: the consultant will be expected to review all relevant cluster documentation, global and country level, including recent evaluations and reviews such as the Cluster Coordination Performance Monitoring, Minimum Requirements, Humanitarian Review, MOPAN, CLARE II, Realtime Assessment on Coordination, WASH Gaps Analysis, WASH Sector Road Map Midterm Review etc.

3. Key Informant Interviews: the consultant will have to undertake interviews with the GWC’s CAST, SAG, FST, WGs, GWC’s members, NCPs, key members from the Inter-Agency WASH Group, WASH Sector Road Map, and the Global Cluster Coordinator Group. It is estimated that 25 – 30 interviews will be conducted.

4. Stakeholder Survey: an online survey will be shared with all GWC members and NCPs. Other key stakeholders identified from inter-cluster/inter-sectoral collaboration will be requested to complete another online survey to ensure consultation beyond the WASH sector.

5. Webinars and workshop: a series of online webinars will be conducted to present initial findings and provide an opportunity to brainstorm with key stakeholders. Once the review is finalized, an in-person workshop will be hosted to develop an action plan, based on the key findings and final recommendations, to inform the remainder of the implementation of the GWC’s Strategic Plan 2022 - 2025.

Deliverables and Timeframe The consultant will produce the following outputs, that will be reviewed by the GWC’s CAST and SAG for approval prior to finalization and dissemination. These include:

1. Inception Report by 15th February 2024: that clearly presents the methodology for the desk review and data collection and analysis (including draft tools and list of key informants) and timeline for completion of key deliverables, of no more than 5,000 words (plus Annexes).

2. Review of the implementation of the GWC’s Strategic Plan 2022 - 2025: o Draft report that outlines clear evidence-based findings, conclusions and SMART recommendations. o Final report of no more than 10,000 words (plus Annexes), with an Executive Summary of no more than 2,000 words. This will address as appropriate comments on the draft report with tracker for comments (two rounds).

3. Webinars and workshops: develop content for presentations for the online webinar and in-person workshop, along with periodic meetings with GWC’s CAST, SAG etc.

The review of the implementation of the GWC’s Strategic Plan 2022 - 2025 will be undertaken from 1st January – 30th June 2024 over a period of 65 days. Following is a tentative work plan.

Deliverables

Work Assignments Overview****Deliverables/Outpouts****DeadlineInception Report

o Briefings with CAST and SAG o Carry out desk review of key documents o Develop data collection tools and analysis framework o Identify key stakeholders o Propose work plan

15 working days

By 15 February 2024

Implementation of GWC’s Strategic Plan 2022-2025

Review the implementation of GWC’s Strategic Plan 2022- 2025 o Collect data and analysis o Share key findings and recommendations o Host up to 2 online webinars, with presentations o Develop draft report

30 working days

By 01 April 2024

GWC Strategic Plan 2022-2025 Mid-Term Report

Produce the GWC’s Strategic Plan 2022 – 2025 Mid-Term Report o Conduct in-person workshop (linked to the GWC Annual Meeting 2024) o Create action plan/timeline for key recommendations o Host 1 online webinar with presentations o Share final report with revisions incorporated

20 working days

By 30 June 2024

Estimated Duration of the Contract

65 working days from 01 January 2024 to 30 June 2024

Consultant’s Workplace and Official Travel

This is a home based consultancy.

One trip to Geneva and one trip to the 2024 GWC annual meeting are anticipated, and will be paid upon invoice. Dates and duration of these trips will be defined during the implementation period. The consultant will arrange her/his travel as and when they take place and related costs will be reimbursed.

Estimated Cost of the Consultancy & Payment Schedule

Payment of professional fees will be based on submission of agreed deliverables. UNICEF reserves the right to withhold payment in case the deliverables submitted are not up to the required standard or in case of delays in submitting the deliverables on the part of the consultant. Please propose a Professional Fee for 65 working days from 01 January 2024 to 30 June 2024 to undertake this assignment.

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

• An advanced university degree (Master) in one of the following fields is required: humanitarian, development, international relations or related field.

Knowledge/Expertise/Skills required

• At least 5 years of progressively responsible work experience and expertise in the humanitarian and development sector in strategy development and planning, coordination and partnerships, monitoring, evaluation and research. Strong operational knowledge of the cluster system and the IASC is desirable.
• Proven experience and knowledge in carrying evaluations and reviews, particularly for the WASH sector an asset.
• Strong analytical and synthesis skills, with proven experience in design of data collection tools and analysis of qualitative and quantitative data. Experience using NVivo, MAXQDA, Dedoose or similar software is required.
• Good communications and facilitation/presentation skills, with proven experience of planning for and conducting webinars and workshop, online and in-person;
• Ability to write clearly and present complex strategies into synthesized reports and findings (two examples of similar work to be presented); with fluency in English required, and French as strong asset; and
• Ability to manage the available time and resources and to work to tight deadlines, with minimal supervision.
• Written and spoken fluency in English. Other languages, particularly French, Spanish, or Arabic, are strongly desirable.

For every Child, you demonstrate…

UNICEF’s core values of Care, Respect, Integrity, Trust, Accountability, and Sustainability (CRITAS), and core competencies in Communication, Working with People and Drive for Results.

View our competency framework at http://www.unicef.org/about/employ/files/UNICEF_Competencies.pdf

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, therefore, undergo rigorous reference and background checks, and will be expected to adhere to these standards and principles.

Remarks:

Please include a full CV, and a Financial Proposal in your application by indicating your availability and a lumpsum based on 65 working days to undertake the terms of reference above. Applications submitted without a professional fee will not be considered. 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. The selected candidate is solely responsible to ensure that the visa (applicable) and health insurance required to perform the duties of the contract are valid for the entire period of the contract. Selected candidates are subject to confirmation of fully-vaccinated status against SARS-CoV-2 (Covid-19) with a World Health Organization (WHO)-endorsed vaccine, which must be met prior to taking up the assignment. It does not apply to consultants who will work remotely and are not expected to work on or visit UNICEF premises, programme delivery locations or directly interact with communities UNICEF works with, nor to travel to perform functions for UNICEF for the duration of their consultancy contracts.

UNICEF offers reasonable accommodation for consultants with disabilities. This may include, for example, accessible software, travel assistance for missions or personal attendants. We encourage you to disclose your disability during your application in case you need reasonable accommodation during the selection process and afterwards in your assignment.

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Added 8 months ago - Updated 8 months ago - Source: unicef.org