Consultancy: Evaluability Assessment of UNICEF ESARO’s Private Partnerships at UNICEF

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.Background and Justification
An Evaluability Assessment (EA) is being led by UNICEF Eastern and Southern Africa Regional Office (ESARO)'s Evaluation Section, in support of UNICEF ESARO's Public and Private Partnership (PPP) Team to assess the extent to which their Business for Results (B4R) and other private sector engagement activities and approaches can be evaluated in a meaningful, credible and reliable way. The regional PPP Team aims to develop regional private sector engagement/partnerships as well as support country offices, in building and managing private sector engagement/partnerships that generate meaningful impact and results for child rights. Such partnerships have financial and non-financial components and are developed in close coordination with country offices, regional sections and relevant headquarters (HQ) teams. In order to achieve high impact and high return-on-investment partnerships, the regional PPP Team provides capacity strengthening to country offices and holds a light oversight role. The regional PPP Team is particularly interested in increasing the evaluability to answer the following question: what is the non-financial value of private partnerships, and how do we measure their contributions to achieving results in child rights?
The regional PPP Team's work is guided by the UNICEF Private Sector IMPACT Plan 2018-2021 (the IMPACT Plan), as well as the newly developed Business for Results (B4R) approach. The IMPACT Plan was developed in support of UNICEF Strategic Plan 2018-2021 and in recognition that the private sector plays a crucial role in UNICEF's ability to deliver results for children (in raising revenue and making progress on child rights agenda). The IMPACT Plan is led by the Division of Private Fundraising and Partnerships (PFP) at UNICEF Headquarters (HQ) and lays out a vision and key strategies for private sector fundraising and partnerships across UNICEF. In parallel, support for the Strategic Plan and the IMPACT Plan, UNICEF developed a key corporate approach Business for Results (B4R) in 2018 that recognizes the business sector's growing role in impact on children and families and in achievement of outcomes for children and the SDGs. B4R looks to go beyond engagement and partnership with private sector for resource mobilization and procurement - it seeks for systematic and strategic engagement of businesses to maximize their power and potential in accelerating programmatic progress and to bring a new dimension of expertise, innovation and impact at scale.
B4R and related private sector engagement approaches will be at the centre of this EA. The regional PPP team's role in B4R is to support country offices (COs) in determining how to engage with business programmatically and promote business respect and support for child rights for the larger purpose of enhancing programme effectiveness and achieving positive outcomes for children. Through this Evaluability Assessment and following evaluations, the regional PPP Team hopes to explicitly identify and gather data on non-financial value-add of private partnerships (i.e. beyond their monetary contributions); and use the information gathered to strategically engage the private sector and strengthen the role and contribution of private sector engagement in promoting child rights and making progress on UNICEF's agendas and programmes.
The B4R approach is in its early stages of operationalization and it is an opportune time to conduct an EA. The intention of this EA is to strategically embed evaluative thinking in B4R's planning and implementation, to strengthen its results-based management and promote evidence-driven decision-making. Findings from the EA can be used to support planning and enable the regional PPP Team to establish systems and mechanisms to collect meaningful data from early stages. Furthermore, EA findings can support the PPP Team in developing a consistent and harmonious approach when guiding the COs on how to be more strategic in engaging private sector and how to integrate private partnerships from planning stages to the end of programme cycles.
Onboarding a consultant to conduct this EA in line with an upcoming training on private sector engagement in February 2020 being held for the staff of ESARO and Kenya CO can also strengthen UNICEF ESARO's thinking on evaluability. Introducing evaluation during this training can provide attendees with a foundation to integrate evaluation in their private sector engagement from early stages, further increasing coherence and streamlining of evaluation activities and key indicators across the region.
Most importantly, the EA will allow the regional PPP Team to adjust the operationalization of B4R as needed to ensure availability of relevant data and build capacity to establish evaluations to systematically determine the non-financial value of private partnerships and assess how private sector engagement contributes to child rights.
Scope of Work

Goal and Objective:

The purpose of this EA is to assess, and provide recommendations on, the extent to which the B4R initiative and related private sector engagement approaches can be readily and reliably measured, monitored and evaluated, particularly in relation to their non-financial value and contribution in achieving UNICEF's programmatic results and promoting child rights.
The findings from this EA will be used to make clear and strengthen the UNICEF ESARO's PPP Team's monitoring and evaluation goals and agendas in relation to the B4R and related private sector engagement approaches and increase evaluation readiness by identifying necessary conditions required to collect quality and meaningful evaluation data to inform future programming and decision-making.
The UNICEF ESARO's PPP Team is the primary users of the EA findings; however, the EA findings will also be of benefit to the Regional Management Team (RMT) and CO PPP staff in ESAR. In addition, the findings and lessons learned from this EA and future evaluations can be shared at the global (e.g. the PFP Division in HQ) and regional (e.g. PPP teams in other regions) levels to inform their evaluations and evidence generating activities.
Objective 1: Assess the clarity, relevance and coherence of the B4R initiative and related private sector engagement approaches, including its Theory of Change (ToC) and its alignment to the ESAR context and UNICEF Strategic Plan.

Is there a clear theory of change (ToC) for B4R and related private sector engagement approaches? Is there a clear identification of risks and assumptions?
Is the results framework coherently articulated and aligned with the goals and outcomes of IMPACT Plan and the Strategic Plan? What are some gaps?
To what extent have the B4R and related private sector engagement approaches already been operationalized in practice? Do the outputs, outcomes and goals of the approaches follow results chain logic? Are adjustments needed in ToC and/or results framework?
What are the data needs of the regional PPP Team beyond private partnerships' non-financial value and contribution to making progress on child rights, from both the perspective of UNICEF and private partners/other external stakeholders?

Objective 2: Assess the availability, adequacy and validity of the indicators, tools and systems for monitoring, measuring and verifying results.

What credible, reliable and innovative indicators and tools are currently available, in literature and in use, both external and internal to UNICEF, to measure the non-financial value of private partnerships and their contribution in achieving results for child rights?
Are baselines and targets in place for the indicators at the regional level, or in those countries where a B4R approach is being operationalized?
What are the currently available or collectible data related to the key indicators? What are significant foreseeable data gaps?
Are there systems in place for data verification and quality assurance?

Objective 3: Assess the conduciveness of context and adequacy of resources and capacity, including but not limited to human and financial resources, to meet the expected results.

Is there a Monitoring and Evaluation (M&E) Plan in place for the B4R and related private sector engagement approaches?
Are M&E responsibilities and lines of accountability clearly outlined? Are involved stakeholders (PPP, Programme and Supply Teams at the regional and country levels; private partners; HQ; etc.) aware of their roles within these lines of accountability?
Are there modalities for M&E collaborations between agencies/partners?
What are the likely resources and capacities required for necessary evaluation planning, data collection, analysis and reporting/sharing? Are these resources accounted for in the budget?
Are there any successful cases or standardized indicators to measure non-financial value and contribution of private partnerships in achieving results for child rights that UNICEF ESARO's PPP Team can model and refer to?

Objective 4: Provide guidance and recommendations on tools and approaches to support the evaluation of the B4R and related private sector engagement approaches with a view to measure results for children.

How can the ToC, risks and assumptions for B4R and related private sector engagement approaches be sharpened? If none exists, develop - in close coordination with relevant ESARO staff - a possible ToC and engagement options.
What are the essential steps to be taken by the regional PPP Team to ensure that their B4R and related private sector engagement approaches can be monitored and evaluated in the future, with a focus to determine the non-financial value of private partnerships and their contributions to achieving results in child rights, and in consideration of relevant human rights and gender equality aspects of private sector engagement?


Provide details/reference to AWP areas covered: Explain briefly how this assignment links to the AWP/IR number.


Outcome: Programme Effectiveness - ESAR Country Office programmes are results-oriented, affordable, fit for purpose and represent value for money by 2021
Output: Evaluation - Timely and rigorous evaluations yield findings and recommendations that are used by UNICEF, governments, civil societies and development partners to strengthen programmes and support advocacy for children
Activity 1: Oversight and quality assurance of ESARO evaluations


Activities, Deliverables and Payment Schedule:

The EA will focus on the evaluability of B4R (as the primary private sector engagement approach). However, the EA will also explore any precursors of B4R as well as other private sector engagement approaches similar to B4R used by external agencies (e.g. other UN agencies, international NGOs, etc.), in consultation with the regional PPP Team.
The EA will take a regional scope of covering the Eastern and Southern Africa Region with an understanding that a number of COs (to be determined by the regional PPP Team) may be consulted or involved to get an understanding of how COs have integrated the B4R and related approaches in their programmes, as well as to get a direction on how best the regional PPP Team can support COs in operationalizing B4R and in increasing evaluability at the country level.
Lastly, the EA will assess how key cross-sectoral priorities, sustainability, equity, innovation, gender equality and humanitarian action, can be integrated into the B4R and related private sector engagement approaches and their future evaluations.
The evaluability assessment will be managed by the Evaluation Section of UNICEF EASARO and will be conducted in close collaboration with the regional PPP Team. This approach has the objective to actively promote (i) ownership, (ii) instill evaluative thinking in planning and implementation, and (iii) accountability for results in relation to the evaluations of B4R and related private sector engagement approaches.
The evaluability assessment will involve discussions with key internal and external stakeholders including RMT, CO PPP staff and PFP Division at HQ and other development agencies, as well as an extensive desk review of key documents. This review will cover Theory of change, results frameworks and other sources of information. This review will culminate into drawing of conclusions and making recommendations.
The EA will be conducted over the course of 30 days, between February and May 2020. The assignment will require travel to Nairobi on two occasions, once during the inception phase (5 days in Kenya) and once during the validation phase (3 days in Kenya).
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