Organization: UN Children’s Fund
Closing date: 16 Jan 2017
Duration: 2 months
Start Date: 1st February 2017
Reporting to: Logistics Manager (Emergency Preparedness), ECU, UNICEF Supply Division, Copenhagen.
Travel arrangements: Will be managed via UNICEF-Supply Division.
Project Background: The Ready to respond initiative, funded by DFID, is helping OCHA, UNHCR, UNICEF, and WFP to prepare for humanitarian emergencies. By being better prepared, the agencies can deliver humanitarian assistance faster and more cost-effectively to those who need it most. The initiative places people potentially affected by crises at the centre of response planning, in order to provide the groundwork for a humanitarian response that respects their dignity and rights. Ready to respond is targeting 10 countries and one region at high risk of emergencies.Areas of interest:
Building local logistics and supply systems, and prepositioning critical supplies, Supply and Logistics Strategies etc. so that relief items can be accessed and distributed faster during an emergency.
Preparing for effective cash assistance in emergencies through developing ways to work together better, faster and more often using cash-based approaches.
Building the evidence of the Return on Investment (ROI) of preparedness activities, demonstrating how money, carbon emissions and time can be saved through investing in preparedness.
Building on the role of S&L in enhancing GHG emissions reductions in Humanitarian and development relief activities.
Supply & Logistics Working Group
As Supply & Logistics Working Group, the objective of the Working Group is to ensure that Output Indicator 1.1.1 is achieved for all the agencies which states that “Participating agencies have access to the required level of relief items, supplies, support equipment and logistics services to respond effectively to needs for the identified risks/scenarios in the programme countries.”
As a target, the Group is expected to “Investigate and establish (where appropriate) sustainable local or sub-regional supply, logistics or services systems in 80% of the focus countries” based on the assumption that “It is assumed that systems to be investigated at a country, sub-regional or regional level could include (but not be limited to) transport corridor assessments, markets surveys, logistics and warehousing assessments, contract service provider assessments, joint procurement opportunities, cash and voucher and any other initiative that is appropriate for the country or region.”
Therefore as part of the Working Group activity, two regional workshops were arranged/organized to discuss on the joint initiatives.
Main objectives for the exercise
To find out how the 4 agencies can build on good S&L practices which can help improve future preparedness/or response project/collaborations in targeted COs/Regions.
To recommend based on lessons learnt how inter-agency collaboration in preparedness can be monitored in the absence of a dedicated project like DFID2 project in targeted COs/+other COs.
To gather & share the S&L good practices globally across non-DFID funded COs for future preparedness/or response collaborations across agencies or projects.
To draw lessons from the collaborations, challenges and opportunities across agencies/working groups in terms of S&L activities.
The incumbent will focus on the methodology outlined below and come up with a final simple report plus recommendations and related annexes (analysis and data).
Data for the Lessons Learned report could be collected through:
Desk review of key documents on the DFID project website www.humanitarian-preparedness.org;
The incumbent will contact targeted HQs, Regional Offices, COs and WGs (at HQ and COs) across the 4 agencies:
Calls with the Working Groups (SLWG, CCWG, ROIWG, C&VWG, EPR WG and Coordination Groups) to draw lessons learnt at HQ level.
Calls with Regional Offices involved to agree on the approach and how to contact the COs during the consultancy period.
Calls with all involved COs (at least 80% of the targeted COs) across all agencies to understand S&L progress in terms of inter-agency collaborations and common activities.
Review ROI report and related S&L roles in ROI.
If need to visit targeted COs, the contracting agency will plan and see if this is possible
The areas to be focused on:
Joint Supply and Logistics Working Groups:
Are programmatic Risk Scenarios (developed by the EPR WG) leading the preparedness activities planning, meetings approach to in-country joint Supply and Logistics activities?
Does Logistics Cluster exist in-country and if yes, how do they collaborate and if no, how can they be in-cooperated if the cluster is activated?
Based on targeted countries, find out which meetings are held, discussions points and how regular minutes and action points are followed?
Based on joint activities identified, what common activities are currently implemented, ongoing discussions, pending follow-ups and needing further actions?
Are there agreed joint market assessments, joint common warehouses, joint common transport options, and joint clearance agents or customs clearance agreements/arrangements?
Are there planned joint capacity building and plans to reach out to other Partners outside UN agencies?
Are the Ministries involved or plans in place to ensure involvement of ministries in Disaster Preparedness and Response activities linked to Supply and Logistics.
Sustainable Local/Regional Supply and Logistics services:
Procurement: what common approaches are currently in place as a result of the DFID project activities initiated?
Sourcing: What common activities have been organized or planned in the coming months or weeks to ensure collaboration or common approach to supplier identifications?
What is working well? What could be improved? What is not working well and why?
What common services are currently shared or planned to be shared and what are the agreements in place for the shared services?
Warehousing: what are the stock of common warehouses in country and how agencies collaborate in sharing these premises? Are there shared prepositioned stocks due to the collaboration from DFID projects?
In-Country Transport: What are the common LTAs planned in place for common transport services, any collaborations planned in the event of an emergency?
International Transport and Transport Routes: What are the common entry points for importations? Common Customs clearance practices and common negotiations done or planned or underway?
What are the common logistics capacity assessments done and plans to maintain updates related to LCAs? If none exists what plans are in place to ensure this is done?
What is working well in terms of Logistics? What could be improved? What is not working well and why?
What common platforms exist for sharing information and who manages them? If none exists, what are the plans in place to ensure this is done?
What is working well in terms of Supply and Logistics information sharing? What could be improved? What is not working well and why?
Supply and Logistics Coordination mechanisms:
In the event of an emergency, are there coordination mechanisms agreed upon at inter-agency level and is Supply and Logistics considered as part of these mechanisms?
What structure is in place for DFID supported projects collaboration? Is it working well at CO, at RO and at HQ? Can this be improved and if yes, what ideas are COs/ROs/HQs suggesting?
What is working well in terms of Supply and Logistics Coordination mechanism if in place? What could be improved? What is not working well and why?
Cash Based Programmes:
In countries where Cash and Voucher is implemented, how do agencies collaborate and how does the programme fit into Logistics and Supply activities?
What is working well in terms of role of Logistics/Supply in Cash Based Programmes? What could be improved in terms of Supply and Logistics collaboration with Cash Based Programmes? What is not working well in terms of Supply and Logistics collaboration with Cash Based Programmes and why?
Climate Change issues:
Are climate change concerns taken into account in supported countries while planning S&L activities (with aim in reducing CO2 emissions)
Did the Climate Change WG seek support for S&L related CO2 data? What worked well during the process and what could be improved?
The Lessons Learned consultant will produce a report summarizing the key findings and recommendations including:
Survey result of the targeted ROs/COs/HQs agencies involved (desk review).
Desk study report at stage 1 of the work (combination of desk review/survey and reviewed documents).
Final Report with Recommendations and all related annexes (as one document).
KEY DELIVERABLES (in stages):
Report on the Desk study and or Baseline Survey in the targeted 10 COs and 1 region (to be accomplished by start of Week2)
Report on telephone contacts with key informants at COs, ROs, HQs (UNICEF) and other collaborating agencies (week5).
If time allows, visit to one or two of the targeted Countries (to be included in the above report) by (Week8).
Preparation of the presentation of the final report to the working group (Week 8)
Delivery of the final report (by week 8).
University degree in relevant field (Supply & Logistics, marketing, business administration, economics).
Minimum 5-10 years’ work experience with the supply and procurement in humanitarian organizations, preferably also in the field.
Excellent administrative and communication skills. Able to deal with people on all levels.
Good knowledge of UNICEF (or WFP, UNHCR and OCHA) personnel policies, rules and procedures. Work experience in other UN agencies/ international organization is an advantage. Working knowledge (proficiency/level C) of the second official UN language (French) is desirable.
Knowledge of DFID 2 project (ready to respond) on preparedness is desirable.
The successful candidate is expected to demonstrate the following competencies that are considered to be necessary to this consultancy:
Excellent communicator of analysis concepts both verbally and in writing to suppliers and agencies.
Able to quickly understand instructions, to proactively seek clarification when needed.
Able to work well in a remote environment and with minimum supervision as most of the times he or she will be working from home and must ensure all deliverables are achieved.
Works independently and is problem-solving oriented;
Works in a multi-cultural environment and establishes harmonious and effective working relationships;
Demonstrates communication and relationship-building skills;
Proven capacity to work across different locations utilizing technical skills within supply and Logistics;
Microsoft suites – Word, Excel, Access and PowerPoint;
Detail-originated and analytical approach to problem solving;
Good analytical ability to compile, maintain and analyse data;
Prepare reports and draw initial conclusion in support of work carried out by another officer;
Skills in developing sources for data collection;
Ability to deal patiently and tactfully with people of different national and cultural background;
Ability to work from the affected regions/COs through a remote systems and reporting to Copenhagen-SD.
Language: Excellent written and spoken English written and spoken. Good command of French desirable.
Qualified candidates are requested to submit:
A technical proposal showing understanding of tasks and a match between the TOR outputs and the consultant’s competencies (Max 900 words).
Financial quote for the consultancy in rate per deliverables (in stages 1 to 3) in US Dollars. Each stage is a deliverable.
Examples of previous, relevant work.
P 11 form (which can be downloaded from the UNICEF website at http://www.unicef.org/about/employ/index_53129.html).
Queries can be sent to: email@example.com cc: firstname.lastname@example.org with subject line “Lessons Learned Consultant, DFID project II.” Applications must be received in the system by 16th January 2017. Please indicate your availability and rate per deliverable in USD to undertake the terms of reference above. Applications submitted without a rate per deliverable in USD will not be considered.
Travel costs and DSA will be covered in accordance with UN rules and regulations. No other remunerations apply. UNICEF considers best value for money as a criteria for evaluating potential candidates. As a general principle, the fees payable to a consultant or individual contractor follow the “best value for money” principle, i.e., achieving the desired outcome at the lowest possible fee.
To view our competency framework, please click here.
Please indicate your ability, availability and daily/monthly rate (in US$) to undertake the terms of reference above (including travel and daily subsistence allowance, if applicable). Applications submitted without a daily/monthly rate will not be considered.
UNICEF is committed to diversity and inclusion within its workforce, and encourages qualified female and male candidates from all national, religious and ethnic backgrounds, including persons living with disabilities, to apply to become a part of our organisation.
How to apply:
UNICEF is committed to diversity and inclusion within its workforce, and encourages qualified female and male candidates from all national, religious and ethnic backgrounds, including persons living with disabilities, to apply to become a part of our organization. To apply, click on the following link http://www.unicef.org/about/employ/?job=502157
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