International Consultant
UN
Women, grounded in the vision of equality enshrined in the Charter of
the United Nations, works for the elimination of discrimination against
women and girls; the empowerment of women; and the achievement of
equality between women and men as partners and beneficiaries of
development, human rights, humanitarian action and peace and security.
Recommended:
UN-Women
Tanzania is implementing its programme based on the Strategic Note (SN)
2017-21 which was developed in 2017 and was approved by the Deputy
Executive Director of UN Women in December 2016. The Tanzania SN is a
forward-looking programmatic document that translates the UN Women
global Strategic Plan 2018-2022 to the country level and adapts it to
the country context and priorities, including the current United Nations
Development Assistance Plan 2016–2021 (UNDAP II)[1] . The SN outlines
the overall strategy and plan of action for the UN-Women Tanzania
Country office for the years 2017-21 and includes a Development Results
Framework (DRF) and an Organizational Effectiveness and Efficiency
Framework (OEEF) with expected results and targets/ indicators/
baselines.
Notwithstanding
the option open to all offices to revise SNs whenever a change is
deemed relevant, and the requirement to be a full and engaged
participant in all inter-agency review processes such as Annual UNDAF
Reviews, UN Women requires its offices to undertake a mid-term review
(MTR) of their Strategic Notes at the approximate mid-way point in
implementation of the programme. Thus, UN-Women Tanzania is conducting
an MTR in 2020. It is important that the MTR be completed by
mid-November to provide inputs for annual planning process for 2021.
Objectives
The overall objective of the UN-Women Tanzania MTR is to review the current SN and provide recommendations for the remaining period of the four-year strategic note (2018-2021)[2] to guide UN Women ESARO. The aim of the review is to assess progress in implementation; to identify challenges; to share lessons learned, and to make necessary adjustments based on the findings. This will also provide a basis for distilling lessons which will be used for planning as well as design and implementation of future interventions.
[2] The Tanzania SN will be extended to June 202 to be in line with the new UNDAP III (UNSDCF), the development strategies of Tanzania Mainland and Zanzibar, etc.
[1] UNDAP II is extended to June 2022
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NEW JOB OPPORTUNITIES (1,616+ POSTS)
Specific objectives of the MTR are as follows:
To review the theory of change for each of the focus areas and check the relevance: (a) Women in Leadership and Political Participation and Governance (Impact 1), (b) Women’s Economic Empowerment (WEE), and (c) Ending Violence Against Women (EVAW), (d) Global norms and policies, Government gender-based planning and budgeting, and (e) Co-ordination.
To assess the performance and achievements against what was set in the results framework corresponding to the strategic note.
To assess relevance and effectiveness of the strategic note in addressing emerging issues inthe global and Tanzania contexts.
To assess reelvance and effectivenss of natinal level interventins and programmes.
To identify strengths, weaknesses, opportunities, threats, and constraints in the implementation of the current strategic note.
To help the CO to be more prepared/responsive to new national processes, outcome of elections, 5-year development plan, the CCA which will inform the new UNSDCF and new SN for Tanzania.
To assess the quality of partnerships with both implementing and technical partners.
Assess the implimcations of UN Development Systems reforms and other key develpment, such as lessons and recommendations generated through the Beijing +25 review process, to the SN and implementation modalities, and propose necessary adjustments.
Assess how and in what areas UN Women Tanznaia’s programmatic focus needs to be further improved to make greater impact and to contribute to SDGs in those areas where UN Women has comparative organizational strengths.
Analyze and refine results measurement to better articulate the changes UN Women generates, including its efforts to Leave No One Behind, and propose adjustments to targets and indicators of IRRF.
Contribute to lessons learned about normative, operational and coordination work by providing information about what is working well, what is not and the missed opportunities if any.
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NEW JOB OPPORTUNITIES (1,616+ POSTS)
Scope of work
The MTR will reflect on the actions taken under the existing Strategic Note, noting significant changes in context but mainly focused on prioritizing actions to achieve the results in the SN. The review will help us to see where our investment of resources has been most effective in furthering gender equality results, map the challenges or bottlenecks experienced and recommend a limited number of priority actions to build on our accomplishments and overcome challenges.
The MTR will involve key partners and stakeholders to understand their perspective on areas in which UN Women made positive contributions in line with our mandate and the priorities for women in Tanzania, and any thoughts on how we could contribute more or differently. This dialogue is a good follow-through on the consultative process used to develop the SN and will also bring to the surface our partners’ expectations of UN Women’s role and work.
A meeting with UN Women’s Civil Society Advisory Group (CSAG) and Tanzania chapter for the African Women Leaders Network (AWLN) will be held as part of the dialogue with partners. Other partners/stakeholders will be interviewed.
Five strategic overview one-page discussion will be developed drawing on key documents, inputs from UN Women colleagues (including via the staff survey to be conducted in August 2020), CSAG reflections and interviews with partners and stakeholders. These papers will be the basis for discussions at an MTR meeting including UN Women TCO staff and representation from UN Women Regional Office for East and Southern Africa. The strategic overview papers are:
1. Positioning Paper: Are we relevant in the country and making a difference? Is the office succeeding instriking the right balance betweenits programmatic,normative, advocacy and coordination roles? Are the Etheories of change that underpin the programme still valid? What are the issues and challenges? Does somehting need to change? Are we responding to the right issues at the right level?
2. Programmatic Performance Paper: Does the office have a clear sense of whether its programme is working well or not? How? What has the office learned about what works and what does not? Is the programme being monitored properly and is it equipped to handle a thorough evaluation? How is knowledge being managed (internally and externally) by the office? What are emerging trends or needs? Are they adequately addressed?
3. Partnerships Paper: Does the office have the right approach to partnerships? Are we working with the right partners? How are we engaging with stakeholders that do not agree with us on key issues? What is our relationship with civil society and how is it delivering results? What prcxtical resutls are developing from partnerships and how do we know they are happening? Does the office have the right approach to partnerships?
4. Normative Paper: How well has the office been able to incorporate normative issues and commitments into the rest of its work (programmatic, coordination, advocacy)? What can be done to strengthen this? How have we responded to new or emerging normative frameworks (post 2015 etc.)? What is the progress/challenges and gaps from the following perspectives: 1.) compliance: How does the CO support Government in implementing international frameworks; 2.) technical support: How does the CO support stakeholders to help government in this process; and 3.) main constituents: How does the CO support national women’s organizations to advocate for normative framework implementation (i.e. demand delivery and accountability)
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5. Co-ordination Paper: How well is the UNCT performing on gender? What role is the office playing in coordinating and improving the UNCT’s performance on gender equality and women’s empowerment? Is our approach working and what are the challenges? How well is UN Women and the broader UN engaged in national coordination structures? What are the main national platforms and mechanisms (UN and inter-governmental) which CO can activate and support for effective GEWE results? Is CO’s approach working and what are the challenges?
6. Programme and Operations Collaboration Paper: How well are the programme and operations teams collaborating with each other? What the issues and bottlenecks in how the teams interact that might be preventing smooth and efficient delivery of programmatic results? How might communication between the teams be improved? AT which points of collaboration are delays usually encountered? What workflows, standard operating procedures, and checklists might need to be created or revised to enhance collaboration between the teams and increase delivery?
A consultant will be recruited to undertake the MTR on behalf of the Country Office and ensure that objectives of the MTR are met. The consultant will conduct a survey (virtual) with partners/stakeholders, prepare the discussion papers, and facilitate the MTR meeting discussed above.
The paper on Programme Performance will be prepared with inputs from the UN Women Programme Specialist-PMER and all the programme staff. The coordination paper will be prepared with inputs from the UN Coordination Consultant and Development Partners in Gender Equality Group Secretariat based on the UNDAP II Working Groups and the implementation of gender equality (and UN programming principles) across the UN system. This TOR is for the work and role of that consultant.
Duties and Responsibilities
The consultant will perform the following duties:
1. Conduct desk review to identify key areas for exploration and develop questions for interviews and questionnaire.
2. Prepare questionnaire and conduct the partner survey to elicit opinions and information from UN Women staff and key informants, including UN Women’s CSAG and AWLN (The survey will be conducted in early August).
3. Prepare drafts of the discussion papers, share with UN Women’s heads of thematic units for inputs, and coordinate received inputs and incorporate for finalizations.
4. Prepare and share draft papers, receive, and incorporate feedback to finalize for UN Women Tanzania Country Office (TCO) MTR meeting.
5. Develop agenda for TCO meeting, share with the Program Specialist- PMER, Deputy Representative, Representative, and relevant counterparts, receive and incorporate feedback.
6. Facilitate TCO meetings (virtual meetings due to COVID situation spread in several days as proposed and agreed by the consultant) and summarize results and decisions in a short 2-page report.
7, To ensure the MTR objectives are met at the end of the review.
Outputs/ Deliverables
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A Six (not more than five-pages each) strategic overview discussion papers for the MTR meeting.
B Power-point presentations on the discussion papers, if requested.
C The MTR report including recommendation for making necessary adjustments to the SN as outlined in Annex 4.
D Revised Theory of Change addressing alignment issues.
E Revised Results Framework capturing the necessary changes as per findings
F Facilitate at least two meetings (modality to be determined due to COVID situation) with the stakeholders.
G Revised versions of all documents impacted by the MTR, e.g. indicator methodological notes, and publication on website.
Timetable
Desk review, partner survey, development of discussion papers including time for internal meetings, interviews, and feedback from UN Women: September 4-27, 2020.
MTR meetings (based on the availability of the RO colleagues and Country Representative): October 8-10.
Finalization and sharing of MTR report with UN Women, including a strategic priorities table: 5 days after TCO MTR meeting.
Competencies
Core Values:
Respect for Diversity
Integrity
Professionalism
Core Competencies:
Awareness and Sensitivity Regarding Gender Issues
Accountability
Creative Problem Solving
Effectve Communication
Inclusive Collaboration
Stakeholder Engagement
Leading by Example
Functional Competencies:
Ability to analyze and articulate strategically on programme development and results-based management
Ability to facilitate multi-stakeholder review process by using participatory approaches.
Ability to facilitate meetings with different levels of stakeholders
Consistently approaches work with energy and a positive, constructive attitude of teamwork.
Demonstrates good oral and written communication skills in English
Required Skills and Experience
Education:
Masters in Gender studies, Gender and Women Development, Development Studies, Social Sciences, or any other relevant field
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Experience:
At least 12 years of professional work experience in programme development and implementation, including monitoring and evaluation activities
Experience in working on gender issues in East Africa required with experience in Tanzania preferred.
Proven experience in guiding and documenting reviews and evaluations.
Knowledge of UN policies and procedures for programming, monitoring and evaluation and advantage.
Knowledge of latest programme monitoring and evaluation theory, including theories of change, methodology, technology, and tools
Tech-savvy with capability to organize and host virtual meetings and effective usage of MS Word and Excel;
Strong RBM and facilitation skills.
Language Requirements:
Excellent command of English at native speaker level (written and oral) is required, knowledge of Kiswahili is desirable.
Annex 1: Timeline for the Deliverables
Tasks Delivery Date Production
1. Conduct desk review (as per list attached) to identify key areas for exploration and develop questions for interviews and questionnaire. September 4, 2020 Inception Report & Survey questionnaire
2, Conduct online partners’ survey including UN Women’s Civil Society Advisory Group and AWLN. September 7- 12 Partner consultation report (survey report)
3. Prepare the Strategic Overview and Specific Issue papers, share with UN Women’s heads of thematic units and ESMT for inputs. September 12- September 24, 2020 Strategic overview discussion papers
4, Develop agenda for TCO meeting, share with Representative and relevant counterparts, receive, and incorporate feedback. September 28, 2020 TCO Meeting Agenda
5. Receive UN Women inputs and finalize discussion papers and share for UN Women Tanzania Country Office (TCO) MTR meeting September 31- Sept 3, 2020 MTR Discussion papers
6. Facilitate TCO MTR meeting October 8-10, 2020 –
7. Finalization and sharing of MTR report with summary results, key decisions, and action points (maximum 4-page report) Final Report within five days after the MTR meeting Final MTR Report
Annex II: ToR for MTR of UN Women Tanznaia Strategic Note
List of documents to be reviewed during the MTR (Tentative):
UN Women Country office strategic note 2017-2021 and relevant AWP (DRF and OEEF)
Vision Document for the development of the UNDAP II for Tanzania
UNDAP II mid-term review (reconfiguration) report
The new United Nations Sustainable Development Cooperation Framework (UNSDCF).
Pro-Docs of existing and pipeline project/s and programme/s
UN Women global strategy 2018-2021
Annual report 2017 to 2019 and Project reports.
ToR of CSAG and CSAG meeting minutes
AWLN documents
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NEW JOB OPPORTUNITIES (1,616+ POSTS)
UN Women Office Staff survey report 2020
Selected recent studies related to Gender Equality and Women’s Empowerment in Tanzania
Selected recent studies of key values related to poverty and other issues increasing vulnerabilities of women and families
Management Responses of recent evaluations conducted by TCO such as, Country Portfolio Evaluation, Evaluation of Previous Strategic Note, Evaluation of the Wanawake Wanaweza I project.
Annex III: ToR for MTR of UN Women Tanzania Strategic Note
Preliminary list of partners’ representatives participating the MTR through interviews and MTR meeting in July (tentative)
1. Representatives from government ministries and institutions (For online survey)
(Ministry of Health, Community Development, Gender and Children, Ministry of Labor, Empowerment, Elderly, Youth, Women and Children Zanzibar, Ministry of Finance, Ministry of Constitution and Legal Affairs, Ministry of Trade Industry and Investment, Regional Administrative Secretary’s Office Kigoma, Tanzania Police Female Network (TPFNet-Gender and Children Desk Unit), Zanzibar Electoral Commission (ZEC), Office of the Registrar of Political Parties (ORPP), National Bureau of Statistics (NBS) and Office of the Chief Government Statistician (OCGS) Zanzibar, University of Dar es Salaam (UDSM) Department of Political Science, Prime Minister’s Office (PMO), Tanzania Social Action Fund (TASAF).
2. CSAG Members.
3. AWLN Members.
4. Development Partners Group- Gender Equality (DPG-GE).
5. Protection from Sexual Exploitation and Abuse (PSEA) Network.
6. Representatives from UN Women NGO partners
(Association of Local Government Authorities (ALAT), Energy 4 Impact, Equality for Growth (E4G), Kigoma Regional Administrative Secretary Office, Kigoma Vijana Development Alliance (KIVIDEA), KIVULINI Women Group, Pastoralist Women’s Council (PWC), TAMWA Mainland and Zanzibar, Tanzania Network for Legal Aid Providers TANLAP, Tanzania Women Chamber of Commerce, Tanzania Women Judges Association (TAWJA), TPWG, Umoja wa Wawakilishi Wanawake Zanzibar (UWAWAZA), Women Fund Tanzania (WFT), Women in Law and
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Development in Africa (WILDAF).
Annex IV: ToR for MTR of UN Women Tanznaia Strategic Note
Report of the Mid-Term Review of the UN-Women Tanzania Country office Strategic Note 2017-2021
A Background (half page)
Background, process and the main topics discussed in the MTR
B Strategic issues and choices (half page)
Identification of the strategic choices that were identified thorugh the MTR in relation to each area of discussion.
C MTR Findings (2 pages)
Brief summary of MTR findings based on the objectives set.
D Conclusions and Recommendations (2 pages)
Brief summary of the discussions and conclusions by issue as well as recommendations (would normally follow the structure of the discussion papers).
E Follow-up Actions (half page)
Summary of follow up actions – linked to strategic choices – officers should be clear in this section on whether they are maitnaining their current strategy(ies), adopting a new approach of strategy, or committing to further research and analysis.
Payment Schedule
25% on delivery of questionnaire and interview questions (and responses) and 75% on approval of remaining deliverables.
Confidentiality
No documents, researches, raw data collection or analyses (or parts thereof) will be shared outside the UN Women Office and all documents provided to the consultant will be treated as confidential unless otherwise indicated.
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Submission of Application:
The following documents should be submitted as part of the application:
A brief cover note (expression of interest) outlining suitability for the job, providing initial observations on the Terms of Reference and an outline of the methodology he/she would use;
A UN Women Personal History form (P-11) which can be downloaded at http://www.unwomen.org/about-us/employment, including highlighted references to previous relevant work and publications;
Applications without the completed UN Women P-11 form will be treated as incomplete and will not be considered for further assessment
A financial offer for completion of the required tasks, including the daily rate used for calculations.
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UN-Women
Tanzania is implementing its programme based on the Strategic Note (SN)
2017-21 which was developed in 2017 and was approved by the Deputy
Executive Director of UN Women in December 2016. The Tanzania SN is a
forward-looking programmatic document that translates the UN Women
global Strategic Plan 2018-2022 to the country level and adapts it to
the country context and priorities, including the current United Nations
Development Assistance Plan 2016–2021 (UNDAP II)[1] . The SN outlines
the overall strategy and plan of action for the UN-Women Tanzania
Country office for the years 2017-21 and includes a Development Results
Framework (DRF) and an Organizational Effectiveness and Efficiency
Framework (OEEF) with expected results and targets/ indicators/
baselines.
Notwithstanding
the option open to all offices to revise SNs whenever a change is
deemed relevant, and the requirement to be a full and engaged
participant in all inter-agency review processes such as Annual UNDAF
Reviews, UN Women requires its offices to undertake a mid-term review
(MTR) of their Strategic Notes at the approximate mid-way point in
implementation of the programme. Thus, UN-Women Tanzania is conducting
an MTR in 2020. It is important that the MTR be completed by
mid-November to provide inputs for annual planning process for 2021.Objectives
The overall objective of the UN-Women Tanzania MTR is to review the current SN and provide recommendations for the remaining period of the four-year strategic note (2018-2021)[2] to guide UN Women ESARO. The aim of the review is to assess progress in implementation; to identify challenges; to share lessons learned, and to make necessary adjustments based on the findings. This will also provide a basis for distilling lessons which will be used for planning as well as design and implementation of future interventions.
[2] The Tanzania SN will be extended to June 202 to be in line with the new UNDAP III (UNSDCF), the development strategies of Tanzania Mainland and Zanzibar, etc.
[1] UNDAP II is extended to June 2022
Read Also:
NEW JOB OPPORTUNITIES (1,616+ POSTS)
Specific objectives of the MTR are as follows:
To review the theory of change for each of the focus areas and check the relevance: (a) Women in Leadership and Political Participation and Governance (Impact 1), (b) Women’s Economic Empowerment (WEE), and (c) Ending Violence Against Women (EVAW), (d) Global norms and policies, Government gender-based planning and budgeting, and (e) Co-ordination.
To assess the performance and achievements against what was set in the results framework corresponding to the strategic note.
To assess relevance and effectiveness of the strategic note in addressing emerging issues inthe global and Tanzania contexts.
To assess reelvance and effectivenss of natinal level interventins and programmes.
To identify strengths, weaknesses, opportunities, threats, and constraints in the implementation of the current strategic note.
To help the CO to be more prepared/responsive to new national processes, outcome of elections, 5-year development plan, the CCA which will inform the new UNSDCF and new SN for Tanzania.
To assess the quality of partnerships with both implementing and technical partners.
Assess the implimcations of UN Development Systems reforms and other key develpment, such as lessons and recommendations generated through the Beijing +25 review process, to the SN and implementation modalities, and propose necessary adjustments.
Assess how and in what areas UN Women Tanznaia’s programmatic focus needs to be further improved to make greater impact and to contribute to SDGs in those areas where UN Women has comparative organizational strengths.
Analyze and refine results measurement to better articulate the changes UN Women generates, including its efforts to Leave No One Behind, and propose adjustments to targets and indicators of IRRF.
Contribute to lessons learned about normative, operational and coordination work by providing information about what is working well, what is not and the missed opportunities if any.
Read Also:
NEW JOB OPPORTUNITIES (1,616+ POSTS)
Scope of work
The MTR will reflect on the actions taken under the existing Strategic Note, noting significant changes in context but mainly focused on prioritizing actions to achieve the results in the SN. The review will help us to see where our investment of resources has been most effective in furthering gender equality results, map the challenges or bottlenecks experienced and recommend a limited number of priority actions to build on our accomplishments and overcome challenges.
The MTR will involve key partners and stakeholders to understand their perspective on areas in which UN Women made positive contributions in line with our mandate and the priorities for women in Tanzania, and any thoughts on how we could contribute more or differently. This dialogue is a good follow-through on the consultative process used to develop the SN and will also bring to the surface our partners’ expectations of UN Women’s role and work.
A meeting with UN Women’s Civil Society Advisory Group (CSAG) and Tanzania chapter for the African Women Leaders Network (AWLN) will be held as part of the dialogue with partners. Other partners/stakeholders will be interviewed.
Five strategic overview one-page discussion will be developed drawing on key documents, inputs from UN Women colleagues (including via the staff survey to be conducted in August 2020), CSAG reflections and interviews with partners and stakeholders. These papers will be the basis for discussions at an MTR meeting including UN Women TCO staff and representation from UN Women Regional Office for East and Southern Africa. The strategic overview papers are:
1. Positioning Paper: Are we relevant in the country and making a difference? Is the office succeeding instriking the right balance betweenits programmatic,normative, advocacy and coordination roles? Are the Etheories of change that underpin the programme still valid? What are the issues and challenges? Does somehting need to change? Are we responding to the right issues at the right level?
2. Programmatic Performance Paper: Does the office have a clear sense of whether its programme is working well or not? How? What has the office learned about what works and what does not? Is the programme being monitored properly and is it equipped to handle a thorough evaluation? How is knowledge being managed (internally and externally) by the office? What are emerging trends or needs? Are they adequately addressed?
3. Partnerships Paper: Does the office have the right approach to partnerships? Are we working with the right partners? How are we engaging with stakeholders that do not agree with us on key issues? What is our relationship with civil society and how is it delivering results? What prcxtical resutls are developing from partnerships and how do we know they are happening? Does the office have the right approach to partnerships?
4. Normative Paper: How well has the office been able to incorporate normative issues and commitments into the rest of its work (programmatic, coordination, advocacy)? What can be done to strengthen this? How have we responded to new or emerging normative frameworks (post 2015 etc.)? What is the progress/challenges and gaps from the following perspectives: 1.) compliance: How does the CO support Government in implementing international frameworks; 2.) technical support: How does the CO support stakeholders to help government in this process; and 3.) main constituents: How does the CO support national women’s organizations to advocate for normative framework implementation (i.e. demand delivery and accountability)
Read Also:
NEW JOB OPPORTUNITIES (1,616+ POSTS)
5. Co-ordination Paper: How well is the UNCT performing on gender? What role is the office playing in coordinating and improving the UNCT’s performance on gender equality and women’s empowerment? Is our approach working and what are the challenges? How well is UN Women and the broader UN engaged in national coordination structures? What are the main national platforms and mechanisms (UN and inter-governmental) which CO can activate and support for effective GEWE results? Is CO’s approach working and what are the challenges?
6. Programme and Operations Collaboration Paper: How well are the programme and operations teams collaborating with each other? What the issues and bottlenecks in how the teams interact that might be preventing smooth and efficient delivery of programmatic results? How might communication between the teams be improved? AT which points of collaboration are delays usually encountered? What workflows, standard operating procedures, and checklists might need to be created or revised to enhance collaboration between the teams and increase delivery?
A consultant will be recruited to undertake the MTR on behalf of the Country Office and ensure that objectives of the MTR are met. The consultant will conduct a survey (virtual) with partners/stakeholders, prepare the discussion papers, and facilitate the MTR meeting discussed above.
The paper on Programme Performance will be prepared with inputs from the UN Women Programme Specialist-PMER and all the programme staff. The coordination paper will be prepared with inputs from the UN Coordination Consultant and Development Partners in Gender Equality Group Secretariat based on the UNDAP II Working Groups and the implementation of gender equality (and UN programming principles) across the UN system. This TOR is for the work and role of that consultant.
Duties and Responsibilities
The consultant will perform the following duties:
1. Conduct desk review to identify key areas for exploration and develop questions for interviews and questionnaire.
2. Prepare questionnaire and conduct the partner survey to elicit opinions and information from UN Women staff and key informants, including UN Women’s CSAG and AWLN (The survey will be conducted in early August).
3. Prepare drafts of the discussion papers, share with UN Women’s heads of thematic units for inputs, and coordinate received inputs and incorporate for finalizations.
4. Prepare and share draft papers, receive, and incorporate feedback to finalize for UN Women Tanzania Country Office (TCO) MTR meeting.
5. Develop agenda for TCO meeting, share with the Program Specialist- PMER, Deputy Representative, Representative, and relevant counterparts, receive and incorporate feedback.
6. Facilitate TCO meetings (virtual meetings due to COVID situation spread in several days as proposed and agreed by the consultant) and summarize results and decisions in a short 2-page report.
7, To ensure the MTR objectives are met at the end of the review.
Outputs/ Deliverables
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NEW JOB OPPORTUNITIES (1,616+ POSTS)
A Six (not more than five-pages each) strategic overview discussion papers for the MTR meeting.
B Power-point presentations on the discussion papers, if requested.
C The MTR report including recommendation for making necessary adjustments to the SN as outlined in Annex 4.
D Revised Theory of Change addressing alignment issues.
E Revised Results Framework capturing the necessary changes as per findings
F Facilitate at least two meetings (modality to be determined due to COVID situation) with the stakeholders.
G Revised versions of all documents impacted by the MTR, e.g. indicator methodological notes, and publication on website.
Timetable
Desk review, partner survey, development of discussion papers including time for internal meetings, interviews, and feedback from UN Women: September 4-27, 2020.
MTR meetings (based on the availability of the RO colleagues and Country Representative): October 8-10.
Finalization and sharing of MTR report with UN Women, including a strategic priorities table: 5 days after TCO MTR meeting.
Competencies
Core Values:
Respect for Diversity
Integrity
Professionalism
Core Competencies:
Awareness and Sensitivity Regarding Gender Issues
Accountability
Creative Problem Solving
Effectve Communication
Inclusive Collaboration
Stakeholder Engagement
Leading by Example
Functional Competencies:
Ability to analyze and articulate strategically on programme development and results-based management
Ability to facilitate multi-stakeholder review process by using participatory approaches.
Ability to facilitate meetings with different levels of stakeholders
Consistently approaches work with energy and a positive, constructive attitude of teamwork.
Demonstrates good oral and written communication skills in English
Required Skills and Experience
Education:
Masters in Gender studies, Gender and Women Development, Development Studies, Social Sciences, or any other relevant field
Read Also:
NEW JOB OPPORTUNITIES (1,616+ POSTS)
Experience:
At least 12 years of professional work experience in programme development and implementation, including monitoring and evaluation activities
Experience in working on gender issues in East Africa required with experience in Tanzania preferred.
Proven experience in guiding and documenting reviews and evaluations.
Knowledge of UN policies and procedures for programming, monitoring and evaluation and advantage.
Knowledge of latest programme monitoring and evaluation theory, including theories of change, methodology, technology, and tools
Tech-savvy with capability to organize and host virtual meetings and effective usage of MS Word and Excel;
Strong RBM and facilitation skills.
Language Requirements:
Excellent command of English at native speaker level (written and oral) is required, knowledge of Kiswahili is desirable.
Annex 1: Timeline for the Deliverables
Tasks Delivery Date Production
1. Conduct desk review (as per list attached) to identify key areas for exploration and develop questions for interviews and questionnaire. September 4, 2020 Inception Report & Survey questionnaire
2, Conduct online partners’ survey including UN Women’s Civil Society Advisory Group and AWLN. September 7- 12 Partner consultation report (survey report)
3. Prepare the Strategic Overview and Specific Issue papers, share with UN Women’s heads of thematic units and ESMT for inputs. September 12- September 24, 2020 Strategic overview discussion papers
4, Develop agenda for TCO meeting, share with Representative and relevant counterparts, receive, and incorporate feedback. September 28, 2020 TCO Meeting Agenda
5. Receive UN Women inputs and finalize discussion papers and share for UN Women Tanzania Country Office (TCO) MTR meeting September 31- Sept 3, 2020 MTR Discussion papers
6. Facilitate TCO MTR meeting October 8-10, 2020 –
7. Finalization and sharing of MTR report with summary results, key decisions, and action points (maximum 4-page report) Final Report within five days after the MTR meeting Final MTR Report
Annex II: ToR for MTR of UN Women Tanznaia Strategic Note
List of documents to be reviewed during the MTR (Tentative):
UN Women Country office strategic note 2017-2021 and relevant AWP (DRF and OEEF)
Vision Document for the development of the UNDAP II for Tanzania
UNDAP II mid-term review (reconfiguration) report
The new United Nations Sustainable Development Cooperation Framework (UNSDCF).
Pro-Docs of existing and pipeline project/s and programme/s
UN Women global strategy 2018-2021
Annual report 2017 to 2019 and Project reports.
ToR of CSAG and CSAG meeting minutes
AWLN documents
Read Also:
NEW JOB OPPORTUNITIES (1,616+ POSTS)
UN Women Office Staff survey report 2020
Selected recent studies related to Gender Equality and Women’s Empowerment in Tanzania
Selected recent studies of key values related to poverty and other issues increasing vulnerabilities of women and families
Management Responses of recent evaluations conducted by TCO such as, Country Portfolio Evaluation, Evaluation of Previous Strategic Note, Evaluation of the Wanawake Wanaweza I project.
Annex III: ToR for MTR of UN Women Tanzania Strategic Note
Preliminary list of partners’ representatives participating the MTR through interviews and MTR meeting in July (tentative)
1. Representatives from government ministries and institutions (For online survey)
(Ministry of Health, Community Development, Gender and Children, Ministry of Labor, Empowerment, Elderly, Youth, Women and Children Zanzibar, Ministry of Finance, Ministry of Constitution and Legal Affairs, Ministry of Trade Industry and Investment, Regional Administrative Secretary’s Office Kigoma, Tanzania Police Female Network (TPFNet-Gender and Children Desk Unit), Zanzibar Electoral Commission (ZEC), Office of the Registrar of Political Parties (ORPP), National Bureau of Statistics (NBS) and Office of the Chief Government Statistician (OCGS) Zanzibar, University of Dar es Salaam (UDSM) Department of Political Science, Prime Minister’s Office (PMO), Tanzania Social Action Fund (TASAF).
2. CSAG Members.
3. AWLN Members.
4. Development Partners Group- Gender Equality (DPG-GE).
5. Protection from Sexual Exploitation and Abuse (PSEA) Network.
6. Representatives from UN Women NGO partners
(Association of Local Government Authorities (ALAT), Energy 4 Impact, Equality for Growth (E4G), Kigoma Regional Administrative Secretary Office, Kigoma Vijana Development Alliance (KIVIDEA), KIVULINI Women Group, Pastoralist Women’s Council (PWC), TAMWA Mainland and Zanzibar, Tanzania Network for Legal Aid Providers TANLAP, Tanzania Women Chamber of Commerce, Tanzania Women Judges Association (TAWJA), TPWG, Umoja wa Wawakilishi Wanawake Zanzibar (UWAWAZA), Women Fund Tanzania (WFT), Women in Law and
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Development in Africa (WILDAF).
Annex IV: ToR for MTR of UN Women Tanznaia Strategic Note
Report of the Mid-Term Review of the UN-Women Tanzania Country office Strategic Note 2017-2021
A Background (half page)
Background, process and the main topics discussed in the MTR
B Strategic issues and choices (half page)
Identification of the strategic choices that were identified thorugh the MTR in relation to each area of discussion.
C MTR Findings (2 pages)
Brief summary of MTR findings based on the objectives set.
D Conclusions and Recommendations (2 pages)
Brief summary of the discussions and conclusions by issue as well as recommendations (would normally follow the structure of the discussion papers).
E Follow-up Actions (half page)
Summary of follow up actions – linked to strategic choices – officers should be clear in this section on whether they are maitnaining their current strategy(ies), adopting a new approach of strategy, or committing to further research and analysis.
Payment Schedule
25% on delivery of questionnaire and interview questions (and responses) and 75% on approval of remaining deliverables.
Confidentiality
No documents, researches, raw data collection or analyses (or parts thereof) will be shared outside the UN Women Office and all documents provided to the consultant will be treated as confidential unless otherwise indicated.
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Submission of Application:
The following documents should be submitted as part of the application:
A brief cover note (expression of interest) outlining suitability for the job, providing initial observations on the Terms of Reference and an outline of the methodology he/she would use;
A UN Women Personal History form (P-11) which can be downloaded at http://www.unwomen.org/about-us/employment, including highlighted references to previous relevant work and publications;
Applications without the completed UN Women P-11 form will be treated as incomplete and will not be considered for further assessment
A financial offer for completion of the required tasks, including the daily rate used for calculations.
CLICK HERE TO APPLY
National Consultant for the Development of Comprehensive Human Resource Capacity Development Plan for Violence Against Women and Children (VAWC)
Advertised on behalf of : UN Women
Location : Home-based, TANZANIA
Type of Contract : Individual Contract
Post Level : National Consultant
Languages Required :English
Duration of Initial Contract : Sixty (60) working days
Languages Required :English
Duration of Initial Contract : Sixty (60) working days
Expected Duration of Assignment : Sixty (60) working days
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UN
Women, grounded in the vision of equality enshrined in the Charter of
the United Nations, works for the elimination of discrimination against
women and girls; the empowerment of women; and the achievement of
equality between women and men as partners and beneficiaries of
development, human rights, humanitarian action and peace and security.
Placing women’s rights at the centre of its efforts, UN Women is
mandated to lead and coordinate United Nations’ system efforts to ensure
that commitments on gender equality and gender mainstreaming are
translated into action. It is also mandated to provide strong and
coherent leadership in support of Member States’ priorities and efforts,
building effective partnerships with civil society and other relevant
actors.UN Women in Tanzania is partnering with Prime Minister’s Office to implement Five-year National Plan of Action to End Violence Against Women and Children (NPA-VAWC; 2017/18 – 2021/22). The Plan aims at eliminating all forms of violence against women and children in Tanzania by 50 percent by 2021/22.
The Comprehensive NPA-VAWC was developed through a consultative and comprehensive process that galvanized stakeholders to conceive of an action plan that considers the lessons learned, best practices, and new innovative measures to address violence against women and children in Tanzania.
The fundamental challenges have been experienced in implementation of NPA-VAWC is inadequate number and skill level of responsible government staff to undertake both VAWC prevention and response interventions, especially at LGAs levels. To meet these challenges and to ensure that government MDAs and LGAs can deliver what is needed, a new approach to capacity development is required on two (2) different levels:
(i) Enabling government staff responsible for implementing the NPA-VAWC to gain the knowledge, skills, and competencies required to perform their work well and build individual capacity in promoting women’s rights and gender equality; and
(ii) Creating an enabling environment to ensure sustained availability of dedicated government staff to rollout the NPA–VAWC.
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Implementation of the NPA–VAWC needs a number of actors ranging from technical experts who are responsible for provision of education, capacity building, and support services to victims of abuse and communities. The NPA–VAWC implementation requires commitment on both financial and human resources at all levels. In that regard, the Government with other stakeholders took the initiative to mobilize resources by advocating that Ministries, Regional and LGAs allocate funding to support NPA–VAWC execution in respective LGAs.
The Office of Prime Minister oversees the implementation of NPA VAWC. The primary mandates of the PMO are to Ensure implementation of the NPA-VAWC conforms to Tanzania’s international treaty and convention obligations, government policies, laws and guidelines; b) Ensure all implementers integrate the NPA-VAWC into government plans and strategies at all levels; c) Ensure stakeholders allocate adequate resources for NPA-VAWC activities; e) Review and approve NPA-VAWC annual plans; f) Provide policy guidance in overall coordination and implementation of the NPAVAWC; g) Establish sub-committees, task forces and commissions when required; and h) Provide oversight on reaching targets set in the plan.
The NPA on VAWC has assigned the PMO to develop and implement Human Capacity Development Plan (HCDP) for the implementation of VAWC. The HCDP Capacity development plan goes beyond training on how to mainstream GBV into finance and planning ministries, or training of designated staff on how to formulate GBV prevention and response in their respective government institutions, local authorities and community. The plan intends to ensure the implementing agencies apply GBV analysis and make as a core competence in policy-making bodies and move GBV prevention and response to the forefront of development intervention. The plan targets government departments and networks of CSOs articulated to implement NPA VAWC.
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UN Women is seeking the services of a national consultant to develop a Comprehensive Human Resource Capacity Development Plan to enhance sustainable availability of assigned GBV personnel with relevant skills, and experience in carrying out their duties in particular rollout NPA–VAWC at all sectors and levels in Tanzania Mainland.
Duties and Responsibilities
The consultant is expected to:
- Prepare an inception report and introduce his/her plan to work on the required task;
- Conduct a Desk Review – from relevant departments and stakeholders; and Examine human resources of the existing sectors including available staffing, profiles and data collection tools and information flow;
- Facilitate Stakeholders’ Consultative meetings to gather preliminary information on the available human resources and requirements (i.e. MDAs, LGAs, CSOs and RS);
- Share the first draft Comprehensive Human Resource Capacity Development Plan for review by UN Women and other stakeholders;
- Finalize the Plan/framework by incorporating feedback;
- Present the final Comprehensive Human Resource Capacity Development Plan to Prime Minister’s Office Management for approval.
Co-ordination, Reporting and Accountability of the Assignment
- The Consultant will work under the overall supervision of the EVAW Team Leader;
- Regular reporting to the Prime Minister’s Office Gender and Children Focal Person;
- The Consultant will provide updates of the work to NPA-VAWC Secretariat and receive guidance to ensure that high standards are well preserved/observed during the exercise;
- All financial matters will be managed in accordance with UN WOMEN procedures and in line with the project work plan.
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Implementation Timeframe and Deliverables:
The assignment is for a fixed period of 60 working days, commencing 1st September 2020 and ending by 30th November 2020, when the Final Report of Comprehensive Human Resource Capacity Development Plan will be due for submission.
The consultant will be expected to deliver the following: -
- An Inception Report on the assignment and work plan including time frames on how the work will be undertaken;
- Draft Comprehensive Human Resource Capacity Development Plan (HRCDP) report;
- Presentation and consultations on the draft HRCDP report and incorporation of suggestions into the report;
- Final Comprehensive Human Resource Capacity Development Plan;
- An Action Plan to implement the HRCDP report including its dissemination among key stakeholders.
| Activity | No. of days allocated | Payments (%) |
| Review the inception report and build up from the available report to draft Comprehensive Human Resource Capacity Development Plan within 40 days after the award of the contract. | 40 w/days | 25% |
| Presentation and consultations on the draft HRCDP report and incorporation of suggestions into the report within 50 days after award of the contract. | 10 w/days | 25% |
| An Action Plan to implement the HRCDP report including its dissemination among key stakeholders within 55 days after the award of the contract. | 5 w/days | 25% |
| Final Comprehensive Human Resource Capacity Development Plan validation within 60 days following the award of the contract. | 5 w/days | 25% |
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Expected Results
The key result is the development of a Comprehensive Human Resource Capacity Development Plan to enhance sustainable availability of government staff with relevant skills, and experience in carrying out their duties in roll-out of the NPA–VAWC at all sectors and levels in Tanzania Mainland.
Competencies KEY PERFORMANCE INDICATORS
- Timely and quality Programme design and inputs
- Timely and quality of Programme document with clear budget and results framework
- Positive relations with partners and stakeholders
- Well written project document
- Regular communication with key partners and staff
- Adherence to UN women standards and rules
CORE VALUES/GUIDING PRINCIPLES
- Integrity: Demonstrate consistency in upholding and promoting the values of UN Women in actions and decisions, in line with the UN Code of Conduct.
- Professionalism: Demonstrate professional competence and expert knowledge of the pertinent substantive areas of work.
- Cultural sensitivity and valuing diversity: Demonstrate an appreciation of the multicultural nature of the organization and the diversity of its staff. Demonstrate an international outlook, appreciating difference in values and learning from cultural diversity
CORE COMPETENCIES
- Ethics and Values: Demonstrate and safeguard ethics and integrity.
- Organizational Awareness: Demonstrate corporate knowledge and sound judgment.
- Work in teams: Demonstrate ability to work in a multicultural, multi ethnic environment and to maintain effective working relations with people of different national and cultural backgrounds.
- Communicating and Information Sharing: Facilitate and encourage open communication and strive for effective communication.
- Self-management and Emotional Intelligence: Stay composed and positive even in difficult moments, handle tense situations with diplomacy and tact, and have a consistent behavior towards others.
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Required Skills and ExperienceEducation:
- Master’s Degree or equivalent in Public Administration; Human Resource Management; Social Sciences; Gender Studies; or related field.
- Minimum of five (5) years of professional experience in human resources or Capacity Development Planning for national institutions or national-level programming;
- At least four (4) years’ experience in working on the promotion or integration of Gender Equality in human resource planning. Additional experience working on EVAWC is an asset;
- Proven experience with logical frameworks and other strategic planning and approaches;
- Capacity to work in a multidisciplinary team to meet deadlines, including coordinating technical input into a framework; excellent writing and presentation skills in English, with additional fluency in Swahili.
Written and oral proficiency in English is required.
Evaluation of Applications:
Applications will be evaluated on the basis of the following criteria:
- Profile and experience of the consultant in relation to subject of the present mission;
- The methodology proposed for the conduct of the mission and;
- The financial offer.
Applicaton Procedure:
The following documents should be submitted as part of the application:
- Cover letter outlining suitability for the job, providing initial observations on the Terms of Reference and an outline of the methodology he/she would use;
- A UN Women Personal History form (P-11) which can be downloaded at http://www.unwomen.org/about-us/employment, including highlighted references to previous relevant work and publications;
- Applications without the completed UN Women P-11 form will be treated as incomplete and will not be considered for further assessment;
- A financial offer in TZS for completion of the required tasks, including the daily rate used for calculations.
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UNDP is committed to achieving
workforce diversity in terms of gender, nationality and culture.
Individuals from minority groups, indigenous groups and persons with
disabilities are equally encouraged to apply. All applications will be
treated with the strictest confidence.
UNDP does not tolerate sexual exploitation and abuse, any kind of harassment, including sexual harassment, and discrimination. All selected candidates will, therefore, undergo rigorous reference and background checks.
Starting Date : (date when the selected candidate is expected to start) 01-Sep-2020
Application Deadline : 18-Aug-20 (Midnight New York, USA)
UNDP does not tolerate sexual exploitation and abuse, any kind of harassment, including sexual harassment, and discrimination. All selected candidates will, therefore, undergo rigorous reference and background checks.
Starting Date : (date when the selected candidate is expected to start) 01-Sep-2020
Application Deadline : 18-Aug-20 (Midnight New York, USA)
