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, dedication.

Purpose of Activity/Assignment

UNICEF’s Standby Arrangements encompasses the deployment of standby partner personnel to UNICEF country, regional and headquarter emergency operations in support of programme, cluster, operational and strategic functions. In 2023, UNICEF’s standby partners supported 203 deployments to 52 offices, representing an in-kind value of USD13.4 million.

Standby Arrangements forms UNICEF’s external surge pillar, with internal missions and fast track hire. Each year, Standby Arrangements forms roughly one third of all the deployment days delivered through surge to humanitarian crisis, evidence of the critical and central role of the program in UNICEF’s ability to scale up, and to provide much needed technical expertise in protracted crisis. Standby Arrangements, through its broader mandate and long established partnerships, can also provide support to preparedness, capacity building, support government and cluster partners, and strategic expansion areas such as Cash, Accountability to Affected Populations and Gender Based Violence.

Since 2005, UNICEF has signed the current form of the Standby Agreement with 32 organisations. These encompass Non Governmental Organisations, Government partners, private sector organisations and inter-governmental organisations. Partners engage with UNICEF Standby Arrangements through three modalities – supporting single, one-off standby deployments, supporting 1-2 members of the cluster Rapid Response (also called Field Support) Teams, and providing Service Packages, or a combination of all three.

In addition to the current partners, UNICEF often holds partnership discussions with 3-5 new potential partners each year. EMOPS Geneva is regularly approached by colleagues from particular programmes or clusters, or through Country Offices, as well as directly by NGOs and private companies, to sign with suggested partners.

In particular, UNICEF has invested in mapping increased private sector engagement and sees a strong possibility for the development of Shared Value Partnerships with the private sector. These partnerships would involve both the donation of financial resources and the in-kind deployment of expertise or services.

Secondly, EMOPS wishes to expand the diversity of partnerships and provide opportunities for national NGOs and partners from the Global South to deploy in support of emergency responses in their own country, regionally, or globally.

Finally, there is an opportunity to further enhance strategic relationships with international NGOs (INGOs), who are significant existing partners, to develop more local chapters and country offices capable of offering international deployments.

EMOPS Geneva requires a more robust approach to assessing and forming Standby Partnerships to meet future needs.

In 2023, UNICEF began implementing the Surge Strategy. Implementing this new key element has been crucial to the performance of the SBP mechanism. It is essential to define and prioritize the available options, along with clearly defining the decision-making process.

In addition, the consultant will need to be familiarised with the concepts following policies and documents:

1. Humanitarian Review
2. Surge Strategy
3. Talent Cluster Strategy
4. GOARN
5. Core Commitments for Children and other strategic framework documents related to Humanitarian Action.

Since June 2013, potential new partnerships have been assessed against these criteria, alongside a mapping of the current and emerging needs to target new partnerships at critical gaps. Developments in UNICEF’s overall partnership process such as due diligence processes and the 2015 Simplified CSO Procedures, 2018 Partner Portal and PSEA requirements have been added to new standby partner assessments.

Scope of work

In order to effectively support the current and changing needs of UNICEF’s external surge needs, and increase the impact of UNICEF’s Standby Arrangements, it has been identified that a more formalized Partnership Strategy is required. This would incorporate:

1. Global assessment of the Standby Partner mechanism
2. Assessment of the legal frameworks
3. Cost-sharing analysis
4. Framework methodology for continual gap analysis of external surge needs
5. Strategy for seeking and mapping potential new partners
6. Global South and Private Sector Partners
7. Assessment process and criteria for new partners
8. Engagement strategy for new and existing partners based on their engagement modality
9. Key performance monitoring indicators for the strength of the partnerships

Work Assignment Overview

Tasks / Milestone	Deliverables / Outputs	Timeline / Deadline
Understand and evaluate the current ecosystem of the SBP mechanism. This includes a thorough analysis of the current policies and strategies in place and under development, such as the surge strategy. It should include: Provide recommendations for maximizing buy-in for this mechanism. Develop a SWOT analysis and a roadmap of activities and solutions needed to enhance the performance of our SBP mechanism	To produce a document (10 pages) with a clear mapping of surge streams and a roadmap of work.	45 working days
Assessment of the legal frameworks Analyze trends in deployments compared to the current parameters defined in the MoU. Evaluate the effectiveness of the current MoU and Single Deployment Framework (SDF). Analyze the cost-sharing component and establish criteria in line with internal policies and market practices. Propose a potential workflow for implementing the Cost-Sharing methodology. ie. Recommend modifications to both documents. Collaborate with the legal section and inter-consular stakeholders (internal and external, such as Clusters and the Steering Committee).	To produce a 20 pages document that encompasses the points addressed in this deliverable.	20 working days
Cost-sharing analysis 1. Identify the most efficient, sustainable and evidence-based mandate and composition and funding mechanisms (including through Programme Cooperation Agreements currently being utilised) as well as their viability, sustainability, and relation with other UNICEF surge and staffing mechanisms. This is particularly linked to Rapid Response and Field Support Teams supporting UNICEF led Global Clusters; a. Examine current management processes, workflows and tools and make recommendations therein; b. Make recommendations of optimal arrangements for FST and RRT mechanisms in line with current humanitarian needs and UNICEF’s emergency strategy and mandate (and framework documents	To produce a document (10 pages) which addresses the points described in this deliverable.	20 working days
Framework methodology for continual gap analysis of external surge needs a. Design a methodology to efficiently and effectively source and incorporate key data on profile gaps which will include: i. Feedback from HQ profile focal points; ii. Feedback from DHR and RO surge focal points; iii. Interrogating the current (Salesforce) database; iv. Interrogating global Surge Tracking System; v. Exploring upcoming and expanding needs; and vi. Assessing language needs. b. Establish a process for conducting regular gap analysis; c. Design a presentation tool for communicating the gap analysis internally and externally; and d. Validate the methodology by conducting a current gap analysis	To produce a document (5 pages) which addresses the points described in this deliverable.	15 working days
Strategy for seeking and mapping potential new partners a. Map key referral pathways for new partners to be identified, including through: i. Country Office, Regional Office and HQ programme and cluster sections; ii. NGO consultations and existing strategic NGO partnerships, including international organisations who could support especially global south branches (see #5. below); iii. Private Fundraising and Partnerships (PFP) for private sector partners; iv. Public Partnership Division (PPD) for government partners; and v. Standby Network consultations and other UN Standby counterparts. b. Include additional focus on increasing global south deployments and partnerships; c. Establish planning and processes to conduct annual new partnership mapping; and d. Validate the strategy by conducting a current mapping of potential new partners	To produce a document (5 pages) which addresses the points described in this deliverable.	10 working days
Global South and Private Sector Partners a. Analyse current Global South and private sector standby partners in UNCIEF with a sample from wider Standby network b. Consult with key stakeholders (regions, divisions, externally) on keys to partnership engagement with non traditional standby partners c. Propose broad engagement strategy and roadmap for this process	To produce a document (5 pages) which addresses the points described in this deliverable.	10 working days
Assessment process and criteria for new partner a. Draft an assessment process to follow with new partners, specific to the type of partner (NGO, Govt or private sector) including but not limited to: i. Due Diligence procedures; ii. Core Values Screening; iii. PSEA assessment; iv. UN Partner Portal completion; and v. Engagement with relevant internal lead for the partner. b. Draft a criteria for new partners, building and expanding on the existing Strategy for New Partnerships, including but not limited to: i. Roster strength and diversity; ii. Deployment ability; and iii. Funding	To produce a document (5 pages) which addresses the points described in this deliverable.	5 working days
Engagement strategy for new and existing partners based on their engagement a. Document a new partner launch and operationalisation plan to induct and commence a new standby partnership; and b. Document an engagement strategy for existing partners to ensure that new partners can be absorbed and incorporated into regular partnership management with the appropriate level of partnership activities	To produce a document (5 pages) which addresses the points described in this deliverable.	5 working days
Key performance monitoring indicators for the strength of the partnerships Assess and nominate a short list of key performance indicators to monitor and document the strength of the partnerships	To produce a document (5 pages) which addresses the points described in this deliverable.	5 working days

Estimated Duration of the Contract

135 working days between May 2024 and February 2025.

Consultant’s Work Place and Official Travel

The Consultant will be remote/home-based.

Should the selected candidate be based outside of Switzerland, three (3) international travels to Geneva are foreseen as part of this assignment. The consultant will arrange her/his travel as and when they take place, and related costs will be reimbursed per UNICEF travel policy.

Travel Clause

• All UNICEF rules and regulations related to travel of Consultants apply.
• All travels shall be undertaken only upon the prior written approval by UNICEF.
• The consultant must be fit to travel, be in a possession of the valid UN BSAFE certificate, obligatory inoculation(s) and have a valid own travel/medical insurance and an immunization/vaccination card.

Estimated Cost of the Consultancy & Payment Schedule

Payment of professional fees will be based on submission of an invoice and satisfactory completion of the above-mentioned 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 submit a professional fee (in USD) based on 135 working days to undertake this assignment, without travel fees as this will be reimbursed as and when they take place.

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

• Master or advanced university degree in the disciplines relevant to the following areas: administration, social work, social welfare, social policy/protection, sociology, political science or other field relevant to international child protection related development/humanitarian action.
• Minimum eight (8) years of progressively responsible professional experience in strategy development, public sector management, development and/or humanitarian projects, operational analysis and partnerships management.
• Experience developing partnerships strategies and engagement plans.
• Experience in drafting HQ Global strategies.
• Experience working in UN agencies, with focus at HQ and RO level is highly desirable.
• Experience in HR and surge coordination is considered an asset.
• Fluency in English.

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 Cover Letter in your application. Additionally, indicate your availability and professional fee (in USD) 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.