Short Term International Individual Consultancy for Developing Comprehensive Social and Behaviour Change (SBC) Strategy for Turkey CO

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For every child, an advocate

Turkey has made great strides in social and economic development, achieving significant results in terms of reduction of poverty and inequality, as well as improvement of access to basic services for the most vulnerable[1]. Nevertheless, some areas of the Sustainable Development Agenda require accelerated efforts to maintain progress already achieved and address remaining gaps, especially in terms of gender equality (SDG 5), and boys’ and girls’ access to quality education (SDG 4)[2]. Gender and Social and Behaviour Change (SBC) is intrinsic to UNICEF TCO’s Country Programme Strategy (CPD 2021-2025) aligned to UNICEF’s Strategic Plan as well as to deliver on sustainable developmental goals. Cultural beliefs, attitudes, behaviours and practices of individuals, families and communities may promote or act as critical bottleneck for in delivering results for programmes. In some cases, these may accelerate and promotes adoption or influence positive behaviours and establishes new norms including changing negative gender norms. Hence, an integrated, multi-level and inter-sectoral approach is needed to address deeply entrenched harmful gender and social norms and behaviours in the programmes. Responding to such needs, Gender and SBC is a key cross-cutting strategy in the UNICEF Turkey’s Country Programme Document (CPD) aims to (a) ac­celerate change in behaviours and social norms including around gender at individual, family, and community level, contributing to combating protection risks and increase in demand for and up­take of basic services and (b) strengthening systems for better inclusion of and engagement with marginalized communities through information, dialogue and participation. (Source Turkey CPD 2021-2025)

Under Outcome[3] for young children, SBC will be a key strategy to promote nurturing care behaviours and practices and demand for services. The recent Demographic and Health Survey show that the ECD index for both Turkish and Syrian children fell by about 62% among poorest household, depending on the mother’s education and in Eastern provinces. Similarly, the percentage of Turkish 2-4 years-old who had benefited from four or more stimulating activities varied from 39.8% to 88.2% depending on the mother’s education[4]. These indicates the limited understanding by some families on the importance of early stimulation and responsive care to help cognitive, physical and socio-emotional development. There are insufficient opportunities for caregivers to acquire correct information and

adequate skills to engage in these activities with young children. Another factor is the double/triple burden (work outside the house, in the house and care of children) especially on female caregivers, which leaves them with little time to dedicate to these activities. Consequently, engagement of children with fathers and mothers for learning is low and stands at 15.7% for fathers (3.2% for Syrian children) and 49% for mothers (15.8% for Syrian mothers) respectively. This confirms that these activities are left mostly to female caregivers, which has implications not only on the level of stimulation received by children, but also on the gender socialization (the process by which individuals internalize gender norms and roles as they interact with others) that the child receives[1]. Adverse childhood experiences linked to domestic and gender-based violence taking place in their household also significantly affect the development of young children. Data on children with disabilities (CwD) is limited and outdated, which hinders a more evidence-based analysis of the situation.

Under adolescent Outcome, evidence shows that there are limited opportunities for adolescents making them vulnerable to various protection risks linked to poverty, exclusion, and negative coping mechanism (child labour, child marriage, early school leaving, and gender-based violence (GBV) etc.). These challenges are exacerbated by the fact that most adolescents are not empowered with necessary skills to support their transition as active members of the community and are not supported by their parents and communities to participate in decision-making related to their own personal, social and economic empowerment. According to a Situation Analysis (2019), some of the key bottlenecks for adolescents and young people are harmful gender/social norms and practices; discrimination; tensions between different communities and groups; lack of a supportive environment at household, community and institutional levels for adolescents’ participation and decision-making adolescents are exposed to violence and risky behaviours. Additionally, the demand related bottlenecks are irregular school attendance by adolescents; adolescents missing years of education; lack of clear information about educational opportunities in Turkey; adoption of negative coping strategies by families such as child labour and child marriage; negative perceptions on education; demotivation or lack of adequate skills to participate; lack of belief in the efficacy of participation; inadequate knowledge on participation and children’s rights. Furthermore, Turkey continues to have a high share of children and young people in its demographic profile with the nature of its child poverty and youth unemployment continuing to evolve even during the ongoing COVID-19 pandemic and is witnessing an increasing number of young people not in employment, education or training (NEET). The education system does not provide sufficiently relevant skills for life, employment, social participation, or for further education opportunities. Whilst there is almost gender parity in education in Turkey, disparities are seen in early childhood, upper secondary and tertiary education levels[2]. Some of the poorest and most vulnerable children – including but not limited to the Syrian and Roma children and children in underdeveloped and remote regions – are missing out on upper secondary education. The expectation to be the “bread-winner” of the household is much higher from boys; girls are expected to undertake household chores, including taking care of sick family members and younger siblings, as well as preparing for marriage. Many women and girls are held back from acquiring the set of skills needed for employment, due to several factors ranging from school drop-out to social norms and attitudes to women and girls’ role in society, lack of role models to challenge gender stereotypes, structural barriers in the labour market and the “gender digital divide”. Also, gender norms lead to girls’ negative perceptions about their own skills, self-efficacy, and self-confidence. This results in girls not pursuing their education further, nor obtaining skills such as innovative and critical thinking, problem solving, and entrepreneurship, which are critical to succeed in 21st century jobs. In addition, they may not pursue their goals in some areas that are traditionally seen as “male areas”, including arts and sports, and choosing different occupational pathways than their own areas of interest.

Social behavioral change approach is intrinsic to programme results linked to the above thematic areas. It needs to be integrated into various elements of the programmes like action plans, activities, roadmaps, strategy documents, indicators, and accountability mechanisms to be able to reach and monitor the achieved results with this approach. Yet only some programmes have SBC activities articulated in their Rolling Work Plan (RWP). This signifies the need for developing programme staff understanding of behavioral bottlenecks/analysis to ensure inclusion of demand-side intervention along with enabling environment and supply related interventions. Integration of an evidence-based SBC in the programme action plan with specific intervention activities will enable programmes to achieve their planned results for children. To facilitate this, UNICEF Turkey proposes to hire a consultant to develop a comprehensive multi-sectoral SBC strategy. The consultant will conduct a thorough literature review, in-depth interviews with key stakeholders to develop a multi-sectoral strategy aligned to Turkey Programme Strategy Note.

How can you make a difference?

The proposed international consultancy is to develop a comprehensive multi-sectoral SBC Strategy for the office aligned to the CPD 2021-2025 and the Programme Strategy Note (PSN). The primary objectives will be to:

• Define opportunities and priority areas for SBC to strengthen program outcomes
• Lay out how support will be provided to integrate SBC into programming (including capacity development and systems strengthening)
• Create a roadmap for generating insights and evidence through the country programme cycle

It is envisaged that the strategy will strengthen integration and standardization of social behavior change interventions across programme outcomes to address demand related barriers, promote positive social norms and sustain desired behaviours.

DESCRIPTION of the ASSIGNMENT

Tasks:

1. • Conduct bilateral meetings with each programme section heads, key focal points, Field office staff, key implementing partners, to understand the SBC current practices, scope, current challenges, and opportunities for SBC to help co-create solutions and achieve in the programme objectives.
2. • Conduct meeting with senior management of the office to understand their vision and roadmap for SBC in the country office.
3. • Conduct an SBC co-creation strategy development workshop (online/offline based on COVID situation) with programme sections to hone SBC focus areas and approach including audience personas
4. • Prepare a comprehensive multi-sectoral SBC strategy document (with a TOC roadmap) in line with key document such as CPD, PSN, Global and Regional SBC Guidance and UNICEF TCO’s priority behaviours.
5. • Ensure inclusion of UNICEF feedback and finalize the document.

Sample Structure of the document:

• Acronym and Abbreviation
• Executive Summary
• Background/Context setting
• Methodology
• SBC strategic plan
  • Behavioural analysis
  • Theory of change roadmap
  • Programme priorities
  • Target audience
• Implementation strategies
  • SBC approaches
  • Monitoring and Results framework including indicators, targets, objectives
• Roles and responsibilities and accountability mechanisms included into the strategy
• Annexures of action plans, roadmaps, accountability frameworks

TABLE 1. TENTATIVE WORKLOAD FOR DELIVERABLES

TASKS

DELIVERABLE

TENTATIVE* PERIOD/DEADLINE

1

Bi-lateral meetings with key personnel in the office, programme and implementing partners

14 days

2

SBC co-creation workshop

1 Day

3

Draft structure and outline of the strategy document

2 days

4

Draft strategy document

10 days

5

Final strategy document with all feedback incorporated

7 days

6

Presentation on the SBC strategy (short and long version)

6 days

TOTAL

40 days

*Delivery dates are tentative. Detailed time plan is required together with the technical proposal.

1. METHODOLOGY

UNICEF proposes to contract an Individual consultancy to complete the above listed tasks. The consultant should comply with the ethics and visibility rules of UNICEF while preparing the documents, implementing the activities, and particularly seeking and incorporating the opinions of various stakeholders including implementing partners, programme sections in the process. While writing the strategy document, terminology, ethical rules and publication and citation guidelines of UNICEF should be followed. Necessary guidelines will be provided by UNICEF.

The strategy document produced shall respect equity and gender equality in line with the UN Convention on the Rights of the Child and other human rights instruments. Additionally, the Consultant is also expected to take full account of the principles stated in the General Comment No. 2 of UNCRC during their terms of office.

The intellectual property rights of the strategy documents shall separately appertain to UNICEF and the documents and materials should not be used by a consultant and/ or a third party with another purpose. To use the documents and materials by giving reference will be object to the written permission of the parties.

Applicants are expected to submit their technical and financial proposals and CVs to UNICEF in compliance with the format attached to this ToR.

As a part of the tender, the consultant might be invited to talk about the assignment and their proposed approach, and methodology.

The technical proposals are expected to explain the methodology to be utilized to perform the work in detail and should contain brief information on (including but not limited to) the below matters:

• Main objectives

• General methodology, in line with the methodology outlined in this TOR

• Timetable and logistic requirements (if any)

• Risks and Assumptions and mitigation

Duty Station:

Remote/home-based assignment is being proposed. For the SBC co-creation workshop, virtual modality will be adopted. If the COVID situation improves, a week’s (7 days) travel may be included to facilitate co-creation event with programme sections as well as to conduct F2F in-depth interviews with implementing partners.

Duration and Costs:

• Duration: Assignment will cover 40 days (tentatively covering from 18th of April 2022 to 30th June) and payments will be effected upon the delivery of outputs. In case of any unexpected delay in the estimated time frame (approval process, force majeure etc.) the duration of the assignment might be extended subject to the same conditions and mutual will of the parties.
• Estimated Cost: Consultant shall present a detailed financial proposal that elaborates on daily costs on the basis of the below mentioned programme and deliverables, including a total sum demanded. No travel or accommodation cost will be incurred since this is a remote home-based assignment.
• Payment schedule: The Contract will be issued in Dollars (USD) Bidders are required to specify their daily rates, the number of anticipated working days for each deliverable in the financial proposal ( Detailed Financial Submission.docx) and provide the breakdown of the lump sum amount for each deliverable as well as incidentals of each deliverable in TRY.
• Reservations: UNICEF reserves the right to terminate the contract without a prior notice and/or withhold all or a portion of payment if performance is unsatisfactory, if the rules and the regulations regarding confidentiality, ethics and procedures of UNICEF and the project partners are not followed, if work/outputs are incomplete, not delivered or for failure to meet deadlines.

Technical and financial proposals should be submitted in separate folders. After the technical evaluation, the financial proposals of qualified candidates will be evaluated. The technical evaluation will be completed based on the attached evaluation criteria form.

Criteria for technical evaluation

Max points

Having the desired qualifications as requested in the TOR (education background, language, and skills)

Max points: 15

Sample SBC strategy document (max. 2)

Max points: 05

Having the desired work experience as requested in the TOR

Max points: 30

Quality and relevance of the proposal submitted

Max points: 20

Maximum total points

Max points: 70

The financial proposals will be opened only for the candidates that reach or exceed fifty (50) points out of maximum seventy (70) points. Thirty (30) points will be awarded to the candidate that presented the lowest fee for the services requested. The remaining financial offers will receive proportional points ([lowest bid/bid] x 30 points).

BACKGROUND, QUALIFICATIONS and SPECIALIZATION REQUIRED FOR THE ASSIGNMENT

Qualifications:

Consultant is required to prove:

• At least 5-8 years of expertise in the area of social and behaviour change, community engagement, social & behavioural research, communication for change and/or human rights, especially in humanitarian context(s) as well as a multidisciplinary approach to the issues.
• Advanced degree in social sciences (education, law, social work, psychology, sociology, international relations, media, communication).
• Experience in developing Strategy Documents, results frameworks (share max. two sample SBC strategy document developed)
• Experience in culturally sensitive programming, UN agencies is advantageous
• Fluency in written English
• Familiarity with ECA, MENA and/or SA region is desirable/will be advantageous

Consultant is also required to have the following skills and personal traits:

• Ethics with regards to human and child rights, different cultures, local customs, religious beliefs and practices, personal interaction and gender roles, disability, age, and ethnicity
• Strong analytical, organizational, and inter-personal skills

For every Child, you demonstrate…

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

To view our competency framework, please visit here.

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:

Mobility is a condition of international professional employment with UNICEF and an underlying premise of the international civil service.

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 2 years ago - Updated 2 years ago - Source: unicef.org