Scope of Work and Key Responsibilities
The management review will have three interconnected components with specific scopes and responsibilities.
Establish an analytical aid to support COs/ESARO to navigate commonly faced challenges in transitioning to the programming in MIC/UMIC [Note: Programmatic review of the BNLE-C country programmes is not within the scope of the assignment. Programmatic reviews are conducted as part of COs’ respective strategic planning milestones. The consultant will desk review each of the country programmes involved in this exercise to ensure he/she acquires clear understanding of the programmes’ results, strategies, enablers as a basis of undertaking analytical processes of the assignment.]
Building on the observations of ESARO review in 2016 on ‘the programme and operations business model of UNICEF BNLSS Programme’ and in-depth consultations with COs, ESARO and PG/HQ, identify commonly faced barriers to fully transitioning to fit-for-purpose programming in MIC/UMIC context, where resources are limited.
Conduct desk review of global learning from other regions (UNICEF LACR, ECAR and EAPR), other UN Agencies in the BNLES-C and the global guidance on UNICEF programming in Middle-Income Country contexts to distil experiences that can be applied in ESAR, taking into account the global Business Model Review.
Provide a succinct CPD/CPMP ‘aid’ for ESARO/COs, compiling the common challenges and solutions in MIC/UMIC programming shifts, as well as a set of criteria to enhance related reviews during strategic planning milestones.
Conduct a review of the management/staffing structure in Botswana, Namibia, Lesotho, Eswatini and Comoros to identify a reference structure that is fit-for-purpose in the MIC and UMIC context of southern Africa, in line with the Governments priorities & development plans and the UNSDCF, and taking into account the differentiated contexts between the MICs and UMICs.
Apply a structured review methodology on how the resources are matched to the needs of the COs (staff identification and mobilization of funds) with a view to improving efficiency and effectiveness of the resource allocation and impact of the country programmes.
Identify the degree to which the operational and technical capacity is supplemented from the “Hub” and outposted RO colleagues for each of the concerned COs.
Provide a comparative analysis of staffing structures among BNLE-C COs, and against reference COs in other regions and other UN agencies in BNLE-C.
Analyse generic skills and competency gaps in BNLE-C COs required of upstream programming in MIC/UMIC contexts in southern Africa, based on discussions with COs’ management and staff.
Provide a compendium of resources for ESARO PBR/COs including the optimal reference staffing structure for MIC/UMIC in southern Africa and skill and competency requirements, with a view to supporting CPMP and PBR process in ESAR, whilst acknowledging the unique programming context of each country.
Establish evidence and scenario-based recommendations to facilitate decision-making on an optimal approach for shared resources set-up for effective/efficient programmes and operations for BNLE-C COs, other COs in southern Africa and for the region.
Conduct a desk review of past documentation to capture the evolution of the RO presence in Johannesburg. [The assignment should not include re-examination or re-inquiry into the past decisions that have been made]
Conduct cost benefit analysis of shared support services and its impact on efficiencies and effectiveness of programme delivery (An analysis of the current business model and the recommended business model).
Undertake consultations with all the BNLE-C COs/ESARO/Madagascar CO / South Africa CO and strategic partners to arrive at an updated rationale/configuration for a ‘shared-resources approach’ for BNLE-C COs, other southern Africa COs and the region, along the following inquiry:
Shared operations resources [currently composed of Operations, HR, Security, Staff counselling, Procurement]:
Given UNICEF’s evolved corporate effectiveness and efficiency undertaking in the past several years, operating context in the region/sub-region, and the evidence of value offering from the RO presence in Johannesburg, is there relevant and strong rationale to maintain RO’s shared operations-related resources in Johannesburg?
Can Nairobi-based operations support provide more intentional and comparable value-offering for the operations functions in the BNLE-C?
Can some of the operations functions be consolidated within the South Africa Country Office, and possibly in any of BNLE-C COs?
Shared programme resources [Currently composed only of HIV and Evaluation]:
Is there a coherent/comprehensive ESARO-wide conceptualization and strategy that the current shared resources deployment follows?
What should frame the future conceptualization and strategy to support BNLE-C COs and other COs in southern Africa to optimize their programming (inclusive of programming excellence hub function that can also be found in other COs) to stay fit for future purpose
What optimal programming/technical resource support for BNLE-C COs can we identify from South Africa and Madagascar COs, as well as from the Global Technical Team approach to complement ESARO current TA function?
Shared strategic partnership resources [Currently, Africa Services Unit for Communication]
To what degree is ESARO’s deployments in Johannesburg maximizing the leveraging opportunities besides media outlets, such as regional and sub-regional partnerships and diplomatic channels in South Africa?
How can we better capitalize on the South Africa Country Office and Botswana CO senior management and other CO Representatives to fulfill representational roles in inter-governmental initiatives, meetings, relations, such as AU NEPAD, SADC?
Management of shared resources
What has been the experience of establishing leadership, management and accountabilities among the Johannesburg-based shared resources?
What measures are recommended to strengthen the management of shared resources, under the new proposal/configuration?
Prepare a set of decision-support options and recommendations on the optimal configuration of the shared resources approach for ESAR.
The senior consultants will act as advisors to the steering committee of UNICEF ESARO, presenting the outputs of the assignment along with potential risks and mitigation strategies.
Management of Contract
Under the guidance of the ESA Regional Director, the team of consultants will directly report to one Deputy Regional Director, with the matrix line to the other DRD, ESARO. The dedicated DRD will lead a regional steering group composed of
senior management of ESARO;
one Country Representative representing the group of BLNE-C, Madagascar and South Africa COs; and one Country Representative to represent other countries’ perspective. The steering group’s deliberations will be shared with the wider ESARO management team.
The steering group will establish a reference group with greater participation among senior managers and staff of concerned countries, including the staff association, to seek substantive comments and maintain transparency.
Key Skills, Technical Background and Experience Required
UNICEF is looking for a experiences team of consultants (either contracting as individuals or an internationally recognized institution with the capacity to undertake quality work within a short space of time. The institution/individuals should have proven knowledge, expertise and experience in the area of programme reviews, mid-term reviews, country programme development as well as organizational change with UN agencies, preferably including UNICEF. Interested companies should meet the following minimum qualification criteria:
If Institution:
Officially registered legal entity.
At least 7 years proven relevant experience in conducting management and programme reviews, mid-term reviews, country programme development and supporting organizational change processes.
The company should share at least 3 samples of previous work done.
Team composition:
The proposed team should comprise of at least two professionals, including a team leader who should be experienced in organizational change management. The team members’ qualifications should meet the following criteria:
Team lead:
Advanced university degree in business administration or related field.
At least 10 years in supporting organizational change processes, organizational design, skill mapping and workforce planning, including within the UN. Relevant experience within UNICEF will be considered an asset.
Previous work experience at a senior level with UNICEF is strongly preferred; experience with another UN Agency is an asset.
Excellent communication skills – both written and verbal.
Excellent active listening skills.
Problem-solving and root cause identification skills.
Strong analytic and decision-making abilities.
Must be a team player and able to work with and through others.
Second team member – programme review expert:
Advanced university degree in Social Science, Sociology, Development Studies or related field.
At least 8 years of experience in leading strategic planning processes, including demonstrated experience in leading UNICEF CPD development processes, strategic prioritization, ToC development.
Strong understanding of results based management.
Familiarity with UNICEF mandate, programming principles, planning tools, approaches, and guidelines.
Excellent communication, facilitation and writing skills
Terms and Conditions
UNICEF will not provide laptops or desk top computers. The consultant/institution will provide own laptops.
The consultants will work from their own office.
As per UNICEF DFAM policy, payment is made against approved deliverables. No advance payment is allowed unless in exceptional circumstances against bank guarantee, subject to a maximum of 30% of the total contract value in cases where advance purchases, for example for supplies or travel, may be necessary.
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