Individual Consultancy on Mental Health for Managers : Supporting supervisors to promote wellbeing for their teams and themselves, Nairobi, Kenya, ESARO

Contract

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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, a future.

How can you make a difference?

Background:

Staff mental health and wellbeing challenges and their drivers are a long-standing issue at UNICEF, a multi-faceted dynamic that requires more regular and systematic institutionalized interventions and monitoring. The initiative to implement integrative approach through empowering leadership and management to promote staff mental health and wellness is aimed to increase staff overall resiliency, productivity, and engagement. The overall arching output is to increase the effectiveness of integrated mental health and wellbeing approach when managing the staff from a psychological informed framework by optimizing managers’ overall skills in addressing their mental wellness, increase their awareness on impact of mental health on working environment, provide skills on mitigating work-related risk factors for mental disorders to help staff stay healthy while taking care of the mental health and wellbeing of managers as well.

Developing specific mental health tool kits and trainings to be adopted and used by managers across the ESAR region, will enhance managerial skills from a psychologically informed framework. The overall emphasis is on achieving ongoing commitment by leadership and staff to implement a strengthened, institutionalized, systematic, comprehensive approach to mental health and wellness challenges, not only responding once these arise.

The new model of “Mental Health For Managers” focuses on the work environment and proactively engages senior leadership, managers, and staff in actions that strengthen individual knowledge, skills, and behaviors while promoting and implementing the mental health strategy within the working environment as detailed by WHO. Phase I of this initiative has been completed during which an assessment has been done of the specific role of the managers, their skills and their integration of wellbeing plans, including the challenges experienced and recommendations to develop psychologically safe and organizational mental health fitness informed working environment. The results included outcomes of the assessment of current leadership skills as it pertains to staff wellbeing management, the support of managers in improving the “quality of life within the working environment”. Both quantitative and qualitative means of assessment were used to collect comprehensive results covering a sample of the different typology of Country Offices in ESAR.

The Human Resources Development Committee (HRDC) of the Eastern and Southern African Region (ESAR) supported the earlier Phase I assessment of Mental Health for Managers in the region. The HRDC are now supporting the launch Phase II of this project.

An evaluative review following completion of Phase II will lead to informed decision making about further scale up of the programme.

Scope of Work

1. Goal and objectives

Under the direct supervision of the Regional Staff Counselor and with support from the Chair of the Human Resources Development Committee (HRDC), the consultant will initiate the second phase of the mental health for managers project aimed at designing, developing and delivering the tailored tool kits addressing the wide range and phases of the “mental health for managers”, conducting live webinars for trainings, complete an assessment and feedback through quantitative and qualitative measures of the trainings and provide recommendations for the scaling up.

The selected consultant will be expected to carry out the following tasks:

1. Review the outcomes and recommendations of the Phase I assessment and analysis in designing Phase II of this consultancy.
2. Review the existing WHO Mental Health at Work Guidelines and the UN Mental Health Strategy Implementation Plan. In addition, review existing training packages/literature and relevant resources related to resilience among managers and mental health fitness within the UN system, NGOs and/or large corporations with multicultural perspectives and diversity.
3. Develop and implement a tailored, culturally relevant training programme including mental health modules, guidelines and toolkits detailing strategies to be used by different categories of managers (Representatives, Deputy Representatives, Head of Sections and Head of Field Offices, Human Resources and team mangers) when addressing and destigmatizing mental health related issues with staff:
   1. Develop a toolkit that will encompass, inter alia, step-by-step suggestions, tip sheets and short videos on the mental health topics that will be selected. Managers can use and/or adapt the resources, considering the culture and diversity of individuals, teams, and offices (including hardship duty stations). The toolkits should be ready to equip in designing psychologically informed organizational mental health fitness approach with clear assessment tools, behavioral markers, and outcomes. It should include training on implementation of a well-being strategy in country offices through clear practical guidance, including but not limited to approaches on how to have conversations with team members about mental health; spotting early signs of mental health issues; managing critical mental health in the initial phase, and what to do; responsibilities as a manager when staff have mental health or and/psychosocial needs/return to office after leave due to mental health; strategies to use for their own self-care as managers while supporting others; best practices/approaches to maximize benefiting from referrals, prevent and manage burnout within their respective roles.
   2. Conduct a series of live webinars for managers on selected topics with worksheets and assessment tools and using different methodologies.
   3. Develop tailored ready to use toolkits for “caring for leadership and manager’s wellbeing” that will be utilized by managers and embedded in the system for duty of care.
   4. Develop psychologically informed orientation toolkits that can be provided during the onboarding process for new managers joining offices/duty stations to support in enhancing mental health and wellbeing within their respective teams.
4. Develop and share a mental health and self-care framework for ESAR to be integrated into overall workplans and work environment culture to be utilized by managers and leaders making Mental Health and Wellbeing strategy as central to UNICEF mission, core values and code of ethics. The framework should :
   1. Include short term, medium term and long-term sequencing of rolling out the strategy with clear mechanisms for measuring outcomes.
   2. Emphasize the role of psychosocial risk management and the ethos that mental health and well-being are shared responsibilities among individual staff, managers, and leaders across the organization through developing a series of messaging strategies and mechanisms that will enhance overall accountability that includes management of psychosocial risks as an element of managers’ performance and expectations.
   3. Develop an assessment tool in mapping external referrals, effectiveness of interventions and guidelines for referrals to be used by leadership and managers.
   4. Design a framework that can be implemented/integrated by managers when supporting staff returning from leave due to a mental health condition while managing performance challenges linked to mental health challenges.
   5. Support managers through integrating mental health into existing initiatives to enhance the working environment.
5. Provide a series of group coaching sessions for managers enrolled in the training programme to promote trust, acceptance, and engagement to create a robust culture of mental wellness throughout their offices. The number of coaching sessions to be conducted will be determined by the Regional Staff Counsellor, HRDC and other key stakeholders.
6. Conduct focus groups targeting different groups across the region to support certain groups of managers in handling mental health and staff issues (e.g., Human Resources, Chief Field Offices, Deputy Representatives, Representatives and Head of Sections).
7. The roll out of the training should take a sequential, hybrid, integrative approach whereby the delivery of training will be based on utilizing the consultant and in-house counseling capacities.
8. Ongoing reports for every stage of implementing the project will be submitted by the consultant to ensure timely, effective, and efficient delivery of outcomes.

9. The consultant will be expected to develop ongoing assessment and feedback mechanisms through the delivery phases to ensure quality and tailoring of interventions for optimal outcomes.

10. Outputs/Deliverables:

Based on the above work assignment, the consultant will be expected to produce the following deliverables, within the indicated provisional timelines below.

Deliverables

Timeline/Deadline

1. Review the outcomes, recommendations, and incorporation of Phase I assessment and analysis in designing Phase II.

Review the existing Mental Health Strategy developed by WHO, examining effective existing training packages/literature and assessing relevant resources focusing on resilience among managers and mental health fitness within the UN system, NGOs and large corporations with multicultural perspectives and diversity.

Provide a summary of the review detailing which aspects will be integrated, including the online trainings existing in the Online UN training modules related to mental health for managers.

28th Feb

2. Develop and pilot a mental health and self-care framework to be integrated into overall workplans and work environment culture and used by managers and leaders making Mental Health and Wellbeing-strategy as central to UNICEF’s mission, core values and code of ethics.

30th June

3. Complete the mental health and self-care framework for review and adjustment.

31st July

4. Develop and implement a tailored, culturally relevant training programme including mental health modules, guidelines and toolkits detailing strategies to be used by different categories of managers (Representatives, Deputy Representatives, Heads of Sections and Field Offices, HR and team supervisors) when addressing and destigmatizing mental health related issues with staff. The roll out of the piloted training will take a sequential, hybrid and integrative approach whereby the delivery of training will be based on utilizing the consultant and in-house counseling capacities. Participants should be selected from different Country Offices to ensure representation from across the ESAR region.

30th August

5. Assess and provide feedback on toolkits and live trainings with adjustments and updates.

30th September

6. Provide a series of follow-up group coaching sessions for managers enrolled in the training Programme to promote trust, acceptance, and engagement to create a robust culture of mental wellness throughout their offices.

30th October

7. Develop ongoing assessment and feedback mechanisms through the delivery phases to ensure quality and tailoring of interventions for optimal outcomes.

A final report with all the different phases of assessments and feedback is expected at the end of the consultancy.

15th November

3. Work relationships:

The consultant will work under the close supervision of, and will report directly to, the Regional Staff Counselor in collaboration with the focal points representing the leadership for the agreed upon phase of the project (Assessment and designing of training packages).

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

Interested applicants should have the following academic qualifications, experience and competencies:

1. An advanced university degree, preferably a Ph.D., in Clinical Psychology/organizational psychology or an related academic area.
2. A minimum of eight years working experience in mental health/leadership in a large organization.
3. Must exhibit the UNICEF Core Values of:
   1. Care
   2. Respect
   3. Integrity
   4. Trust
   5. Accountability
   6. Sustainability
4. Competencies include the following:

• Builds and maintains partnerships
• Demonstrates self-awareness and ethical awareness
• Drive to achieve results for impact
• Manages ambiguity and complexity
• Thinks and acts strategically
• Works collaboratively with others

5. Developing country work experience and/or familiarity with emergency is considered an asset.
6. Proficiency in English language is a requirement. French would be an added advantage.

Administrative issues

This consultancy will be conducted remotely. However, it is important for the selected consultant to be available and working between 10am and 4pm Nairobi time for facilitated coordination with the supervisor of the assignment, and for meetings and delivery of workshops.

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.

UNICEF is here to serve the world’s most disadvantaged children and our global workforce must reflect the diversity of those children. The UNICEF family is committed to include everyone, irrespective of their race/ethnicity, age, disability, gender identity, sexual orientation, religion, nationality, socio-economic background, or any other personal characteristic.

UNICEF offers reasonable accommodation for consultants/individual contractors 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.

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.

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.