Date Issued: 07 July, 2017Request for Proposal: 2017/MnE/9132938

REQUEST FOR PROPOSAL

UNITED NATIONS CHILDREN’S FUND (UNICEF) seeks to engage one or more Institutions that would be interested in providing quality VCM Impact Evaluation

Technical and Financial proposals should forwarded to UNICEF Nigeria supply section mail box ngrsupply@unicef.org and hard copies in sealed envelopes and should be dropped in the bid box placed in the reception room at the entrance hall of UNICEF, or be sent through courier service.

NOTE THAT TIMELY SUBMISSION OF THE HARD COPY IS MANDATORY.

Address to: Supply Manger, UNICEF, Old CBN Building, Area 11, Garki, Abuja, Nigeria.

IMPORTANT – ESSENTIAL INFORMATION

The reference RFP - 2017/MnE/9132938 must be shown on your offer.

Failure to complete the details as requested, will result in invalidation.

Offers MUST be received on or before 14:00hours Nigeria local time on August, 18, 2017 and will be publicly opened at 14:30hours Nigeria local time same day. Proposals received after the stipulated date and time will be invalidated.

Please visit our website www.unicef.org and download our supplier profile form (SPF) and fill same with necessary information to evaluate you

You are required to visit UNGM website and complete your registration if you have not already done so. The UNGM registration number should be provided on your SPF & other submission.

Vendors can create a profile in UNGM at https://www.ungm.org/Account/Registration and follow simple on-screen instructions to register. It is recommended that vendors should register at Basic Level and at Level 1 where the certificate of incorporation is attached. 

This request for proposal is approved by:

Michael ZanardiChief, Supply & Logistics Section

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UNITED NATIONS CHILDREN'S FUNDTERMS OF REFERENCE FOR IMPACT EVALUATION OF VOLUNTEER COMMUNITY

MOBILIZERS NETWORKINSTITUTIONAL CONSULTANCY

UNICEF NIGERIA

1. BackgroundUNICEF supports integrated services to include nutrition, child protection, emergency coordination, health in addition to Polio Eradication Programme which was the entry point for Volunteer Community Mobilizers (VCM) in Nigeria by taking lead role, besides others, on communication and social mobilization to enhance acceptance and create demand for child and maternal health services that would otherwise be inaccessible due to social norms and barriers and in some cases are hard to reach. As a result of the joint and integrated efforts with partners such in the case of polio, tremendous progress has been made and Nigeria was delisted from polio endemic countries in 2014. Unfortunately, based on notification of 4 polio cases from Borno state in 2016, Nigeria was re-included to the list of polio endemic countries. The polio outbreak has effectively been controlled and the country is continuing efforts to sustain and capitalize the gains. Historically, Northern States of Nigeria have mainly been contributing to the Burden of polio cases due to a variety of reasons. A reasonable number of children was missing during the Immunization plus Days (IPDs), mainly due to the issues of trust, acceptance and misconceptions about the vaccine. The 23rd Expert Review Committee (ERC) in March, 2012 emphasized the need to rapidly improve campaign quality in the worst performing Local Government Areas (LGAs). The committee also recommended to expand and intensify efforts to identify and resolve non-compliance, coupled with understanding and addressing social reasons for missing children. The Nigeria National Polio Eradication Emergency Plan was finalized in April, 2012 and keeping in view situation of the programme, president of Nigeria declared polio eradication as a national emergency with increased national funding for the programme.

UNICEF has a strong history of working in the area of social mobilization and used this as a basis for addressing the issue of missed children. Building upon the piloted results oriented community-based communication initiatives in three selected northern States in 2012, UNICEF initiated Volunteer Community Mobilizers (VCM) network1.

The purpose of establishing VCM network was to maximize the outcomes of communication efforts by working with the resistant communities., contribute to reduction in the number of children who are missed during IPDs by using targeted house-to-house interventions to generate demand for and acceptance of the oral polio vaccine. VCMs are predominantly female hired from the local settlements who are trained to work as “change agents” in their communities. A VCM must have criteria such as; Belongs to the

1 VCMs work in their own community to track child births and are responsible for resolving non-compliance and tracking unimmunized children. VCMs carrying out door-to-door communication interventions with caregivers on issues related to immunization and other key household practices. In hard-to-reach settlements, VCMs provide a crucial link between communities and health care services, VCMs also hold mobilization sessions for parents at Mobile Health Camps. Topics include hygiene and handwashing; the importance of continued vaccination; exclusive breastfeeding, among other topics. Source: UNICEF Two pager on VCM.

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settlement for which she is selected (by the community); Preferably educated, Elderly (mature) and well respected within the settlement; Can fill the data collection forms or has someone to do it for her; Can conduct House to House (H2H) IPC; Supports pre, during and post-IPDs implementation activities and; Has a mobile phone or has access to one through a close relative.

VCMs hold community awareness meetings in their settlements prior to each IPD, accompanying house-to-house vaccination teams during IPDs to facilitate identifying houses with children < 5 years of age, tally vaccination coverage and track reasons for missed children in the register meant for the purpose. On the average, each VCM is responsible for 200-300 households in selected high risk settlements, identified by using the available data and prioritized within the high risk states of Northern Nigeria.

VCMs are responsible for resolving non-compliance and tracking unimmunized children in their own high risk settlements and carrying out door-to-door communication interventions with caregivers on issues related to immunization and other key household practices. In hard to reach settlements, VCMs provide crucial link between communities and health care services, VCMs also hold mobilization sessions for parents at Mobile Health Camps. Topics covered include hygiene and handwashing; the importance of continued vaccination; exclusive breastfeeding, among others.The settlement level volunteer community mobilizers are our resource to directly engage/empower communities and non-compliant (NC) Households (HHs) in particular for improving their own health situation

Since 2012, the network has grown and established a strong base of trained and skillful resources of more than 1,300 female and local VCMs operating in high risk settlements of the high risk states. A comprehensive supervisory and mentorship structure is available at cluster, LGA and ward level to support the VCMs to efficiently perform in their assigned areas. A variety of data recording and reporting tools are in use and different reports related to VCM network are produced with different frequencies. In 2016, more than 55 million children were reached with polio vaccine, 25 million of which were located in hard-to-reach states. Refusal of the vaccine has been reduced to 0.2 per cent due to the success of the trust built by the VCM network and their social mobilization partners.

Keeping in view the evolving and dynamic nature of the programmme over the years, the VCM network focus has been expanded beyond polio to the areas including Antenatal Care (ANC), Routine Immunization (RI) and other integrated areas of social mobilization. Over the years, the network has produced desired results. Knowledge, awareness, behavior and practices related to OPV and community trust on OPV is at a reasonable level. The number of missed children and more specifically non-compliance have been reduced considerably. In the past 4 years the network has contributed a lot, awareness and trust about OPV has increased, number of overall missed children and especially noncompliance during the IPDs has reduced and finally the country was the verge of polio eradication. The 2016 polio cases were reported from the inaccessible areas where there was no VCM structure available. Since inception, no proper evaluation of the network has been conducted, so far. In the current scenario, work of VCMs is evolving. Therefore, there is a need to conduct a proper evaluation of VCMs.

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Distribution of VCMs

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Theory of Change

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The Polio programmme through the activities of the VCMs have as October 2016 on average, track 25,200 newborns monthly. In addition 11,181 VCMs participated in breastfeeding week, 179,955 people reached including 76,595 nursing mothers and 35,116 pregnant women and LGACs and VWS conducted 2,435 community meetings, attended by 53,147 community members. 3,203 sessions conducted in health facilities, attended by 74,540 people. During Global Hand Washing Day (October 15, 2016), the VCM network along-with other partners reached to 361,586 participants during Meeting/demonstration on handwashing and sensitized 47,072 households and commemorated Global Hand Washing Day in 346 schools.

The VCM have faced challenges of; Insecurity - making community engagement a challenge; Low risk perception, especially among the political leadership; Waning support of Governors and LGA Chairmen for counterpart funds and oversight roles and; Demands of community for other felt needs affecting acceptance of polio vaccination

2. Purpose The purpose of this impact evaluation is to generate evidence and identify lessons to be learnt about the way in which program strategies. Specifically, is to systematically/scientifically document the contributions of the network towards polio eradication so far (effectiveness, efficiency and impact), review its capacity (relevance), and working mechanism in coordination with other programmme (sustainability). It will also support learning and accountability. It is also to determine the extent to which UNICEF supporting activities were effective, and inform on the next country program strategy for VCM program component.

The specific objectives of the evaluation are as follows:

1. Determine the impact, relevance, efficiency, effectiveness, sustainability and contribution of the network towards reducing social barriers to health services and of interest in achieving the target of polio eradication, specifically in 12 polio high risk Northern states of Nigeria. It is expected that , the evaluation will analyse the unintended positives and or negative outcome of the VCM network and how it has contributed to improved health outcomes of children in communities, in particular the most hard to reach;

2.3. Determines the extent to which the VCM strategies, and UNICEF

supporting activities in combination, have contributed to the observed changes in polio program in Nigeria and if VCMs are performing in coordination with other PHC programmes/services and suggest improved synchronisation.

4. Identify strengths and weaknesses in VCM with a focus on the main programmatic strategies used, partnerships, the use of evidence to improve Program performance and the cross cutting issues of gender and the environment;

5. Identify lessons that can be learnt for future implementation and scaling up of VCMs areas of work and their sustainability within the system.

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3. Evaluation Scope and focusThe scope of the evaluation covers the period 2013 to 2017 however, the evaluation will only focus on 12 Northern Nigeria in which the programme has been in implementation from 2013 as well as the emergency and broader response areas. See annex 1 for the States and LGAs for which the evaluation will cover. The evaluation will use other evaluations and reviews of the health, Nutrition, surveillance, emergencies, protection, Polio programs that were conducted within the UNICEF country program of cooperation of 2009 - 2013 as baseline. Where possible routine baseline information will also be used to measure change.

4. Evaluation CriteriaThe evaluation criteria against which the programme will be assessed will be the OECD DAC criteria covering Impact, Relevance, Effectiveness, Efficiency and Sustainability of the programme. All the elements of this criteria will be in line with the programmes results framework/Log frame indicators from which the evaluation questions will also be drawn.

5. Evaluation QuestionsThe Impact evaluation will include an evaluability assessment that will inform the decision of proceeding with an impact evaluation at this time, and inform the evaluation design and focus. According to OECD DAC, an evaluability assessment

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is: “The extent to which an activity or project can be evaluated in a reliable and credible fashion”. The purpose of the Evaluability Assessment is thus threefold2:

1. To ensure that the embedded Theory of Change (ToC) of VCM programme is consistent with existing evidences, and is sound;

2. To explore the availability of existing performance management system and data as it relate to VCM in Nigeria;

3. Finally to explore conduciveness of the program context as they relate to VCM ensure that stakeholders, are aware and interested in an evaluation of the VCM.

The impact evaluation will be guided by the following indicative list of evaluation questions:

A. Design of the VCM program Are the VCM program long-term impact and outcomes clearly identified

and are the proposed steps towards achieving these are clearly defined and meet standards for Results-Based Management?

Is the VCM program theory of change available, sound and consistent with the problem to be addressed?

Is the design of VCM program appropriate and based on sound understanding of local context?

o Are resources and VCM program designed to effectively respond to local conditions (including risks), capacity gaps and related problems that has been identified?

B. Availability of Data Is a complete set of documents available with respect of the VCM

program, resources, and beneficiaries and activities and related objectives?

Is data being collected for all the indicators as they relate to the Theory of Change? Is gender disaggregated data available with respect of VCM program?

C. Conduciveness of the program context Identify VCMs and key stakeholders understandings of program purpose,

design and implementation, including areas of agreement and disagreement.

Identify key stakeholders and VCMs expectations of an evaluation, it objectives, process and use.

Clarify and fill in gaps found in document review.

The Evaluability assessment3 observations and conclusions, shall inform the evaluation focus by either suggesting additional sub questions or modifying existing one, should the EA recommend to go forward with an evaluation. Depending on EA recommendations, the following criteria and corresponding Evaluation questions shall focus the Impact Evaluation study of VCM program as follow:

2 The contractors should be further guided by the following guidance on Evaluability Assessment: https://www.gov.uk/government/uploads/system/uploads/attachment_data/file/248656/wp40-planning-eval-assessments.pdf 3 You might want to refer to this document: Davis, R. (2013) Planning evaluability assessments: A synthesis of the literature with recommendations. DFID Working Paper 40, U.K.

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Impact1. What is the impact of VCM network in reducing social barriers to health

services at community level? 2. What is the impact of the VCM program on the greater equity in VCM

resources allocation and increased in budget allocations for child survival services in targeted communities?

3. What is the impact of the VCM program on improved health in targeted communities?

Effectiveness1. To what extent did the Program achieve its expected results, in particular

at the outcome level? 2. Were the assumptions underlying the programme’s intervention strategy

correct? 3. To what extent were women involved in VCM at community level?

Efficiency1. Were expected results (outputs) delivered within budget? How does the

cost-effectiveness of different programme components compare across sites (targeted communities)?

2. What were the most important cost drivers in the programme and how can costs be contained without compromising results?

3. Any question about unintended outputs?

Relevance1. To what extent did the services of VCM meet the specific needs of

children, especially girls, and the most deprived ones in terms of distance?2. To what extent are the objectives and the approach of the VCM Program

responsive to the needs, context and priorities of the targeted population? 3. To what extent are the objectives of the Program valid in relation to

overarching plans of the Government of Nigeria?4. Any question about placement/deployment in relevant geographic areas?

Sustainability1. To what extent has the VCM Program contributed to strengthened

governance of community structures?2. To what extent has government capacity, including information

management systems, for the delivery of community health service strengthened as a result of VCM program?

Cross-Cutting and Emerging Issues

1. To what extent has the VCM programme taken into consideration and integrated gender, human rights, ethics and equity considerations in programming?

6. Approach and Methodology The evaluation will occur in several phases:

Inception phase:

Inception phase, during which an evaluability assessment will be conducted. The main objective of the evaluability assessment is to determine whether or not an evaluation is possible and desirable and in the positive, to inform the

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best evaluation approach and design for the impact evaluation, considering the constraints of time, data availability, budget and methodological.

As a consequence, the approach and methodology to be employed during the data collection phase will be developed by the team and report into an inception report which will include a data analysis plan. The evaluability assessment findings shall inform the inception. The data analysis plan, will specify which of the proposed procedures related to the data will be utilised and how the data will be analysed in detailed. The data analysis plan is integral part of the inception report which includes the evaluation plan and data analysis plan.

Data collection phase:

The data collection phase, is the implementation of the revised and final approved evaluation plan, as per the inception report. The data collection phase consist of field data collection through several methodology, such as house hold survey, key informant interviews, focus groups, desk review and use of secondary data such as national statistics or administrative data. Aligned with the approved evaluation plan and design and the major analytic work is completed. This shall include sample size and selection; household survey, focus group, data collection at the community level and related field work, as relevant.

Reporting phase:

The reporting phase is comprise of several reports. First, as it will be agreed with project authority, regular ongoing reports (weekly or bi-weekly as agreed) is expected between project authority and contractors. The content of the report will be light and meant to inform on the ongoing progress of the evaluation implementation phases. Progress towards keep milestones of the evaluation plan, emerging challenges, and need for support from project authority.

Towards the end of the evaluation, during which a draft report is delivered, aligned with UNEG (United Nations Evaluation Group) standards, for comments and approval. The final evaluation report addressing all comments should be submitted within a month to project authority and to the steering committee for approval. It is expected that the Team self-assess the Evaluation report with the GEROS tools and submit the tools along with the draft report.

Quality expectations

It is expected that the evaluation design will deal with the four dimensions of quality of impact evaluation and the proposal will demonstrate how it will successfully address the following: • Statistical conclusion validity; • Construct validity; • External and;• Internal validity. Statistical conclusion validity is concerned with whether the presumed cause of the VCM interventions and the presumed effect (the impacts as per the revised Logic model) are related. Measures of effect size and their associated

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confidence intervals should be calculated. Statistical significance (the probability of obtaining the observed effect size if the null hypothesis of no relationship were true) should also be calculated.

Construct validity refers to the adequacy of the operational definition and measurement of the theoretical constructs that underlie the VCM outcomes and impact. We need to ensure that we indeed measure what we had intended to change.

External validity refers to the generalizability of causal relationships across different persons, places, times, and operational definitions of interventions, outcomes and impacts.

Finally the internal validity refers to the correctness of the key question about whether the VCM intervention really did cause a change in the outcome and impact expected. Essentially is the evaluation design appropriate and deal with a counterfactual e.g. what would have happened to the VCM clients (experimental units) if the intervention had not been applied to them?

Should the contract unable to meet the expected quality criteria, it will have to demonstrate and convince us of how is proposed approach can achieve quality (and proposed and define their quality criteria). In any case if counterfactual approach is not possible, the evaluation design may consider using the INUS type of causality as define as: an Insufficient but Necessary part of a Condition that is itself Unnecessary but Sufficient for the occurrence of the effect. See Broadening the range of designs and methods for impact evaluations4. The team would need to propose how they intend to manage quality of their work.

The impact evaluation methodology will be part of the overall impact evaluation strategy proposed by the consultant and may include costing options (up to 3) for considerations from the most rigorous to least while always meeting quality expectations. The proposed approached should deal with causality by determining the attribution on the outcomes caused by the VCM program (i.e. use of counterfactual). The treatment and control beneficiaries/communities will be identified using a statistically relevant sample. The consultants will produce a sampling plan that will include at minimum:

Power calculations and sample size determination at the community and household level to ensure robust measures of estimated impacts;

Sampling frame and plans for numeration and listing; Cleary define probabilities of selecting the target population; Coding strategy ; Sampling weights to be used in the data analysis ; The methodology will be further refined and informed by an Evaluability

assessment.

The approach and methodology should include, but not limited to, the following:

1- An evaluability assessment, should be undertaken to inform the overall evaluation approach.

4 Befani, B., Stern, E., Stame, N., Mayne, J., Forss, K. and Davies. R, Broadening the Range of Designs and Methods for Impact Evaluations, DFID Working Paper 38

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2- An experimental, or quasi-experimental approach, such as matching methods, regression Discontinuity design OR other as relevant (theory based evaluation, contribution analysis, etc.) while meeting the quality criteria.

3- Ensure that all data collection processes, analysis and training of field staff, as relevant, are subject to a Quality Assurance plan that will be detailed in the Inception report.

4- Incorporate data from the existing monitoring and information system implemented by the partners and other relevant sources of information available as identified during the evaluability assessment;

5- As required help direct data collection activities to ensure that the necessary activities, outputs and outcomes are being measured.

6- Develop questionnaires for the household and community surveys, as relevant. Both the quantitative and qualitative questionnaires will be pre tested and revised accordingly. The field procedure plan will be drawn up including the number of enumerators, field supervisors, field data entry agents, training plan and expected tasks and responsibilities. A robust data entry programme will be drawn up. A CAPI (Computer Assisted Personal Interviewing) approach to household survey, SHOULD a house survey been proposed, is strongly recommended.

7- A data analysis plan, in which the procedures related to the data to be analysed under the evaluation design and sampling plan will be described and detailed. The data analysis plan is integral part of evaluation plan.

4.1 Suggested indicators to measure the objectives

Following are some of the suggested indicators to be used for parameters of effectiveness, impact, efficiency, relevance and sustainability. These proxy indicators can further be refined and finalized at the time of questionnaire development and analysis.Contribution of VCM network towards polio eradication programme (effectiveness, efficiency and impact)

1. Overall missed children, with special focus on non-compliance since inception of the network, so far.

2. Caregiver’s knowledge about transmission and symptoms of polio and Oral Polio Vaccine.

3. Caregiver’s knowledge about RI, childhood vaccine preventable diseases and RI schedule.

Capacity of VCMs (relevance)1. VCMs and supervisors who have received training in the past two years.2. VCMs having complete communication package of required IEC material

for use during social mobilization activities and recording tools to maintain record of the target groups in their assigned areas.

Coordinated working mechanism with other integrated services such as in Nutrition, Child protection, emergencies, Sustainability).

1. VCMs working in close coordination with other programmes (such as Hard to reach mobile teams, ANC/RI, birth registration etc.)

4. Major Tasks to be accomplished

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The tasks to be completed by the contractor include, but are not necessarily limited to the following:

1- Review background documentation on the VCM program intervention, other VCM intervention and evaluations in Nigeria or abroad, as well as all relevant information;2- Perform a literature review on VCM program interventions (evaluation and research), and ensure that it feed the impact evaluation approach and design;3- Validate the Theory of Change (Logic model) as required, using both documentation and participatory interview or focus group sources of data;4- Meet with relevant stakeholders, such as donors, private sector, government partners directed by UNICEF;5- Present for, approval by UNICEF, an inception report containing the evaluability assessment findings, a detailed Evaluation Plan, data analytical plan and evaluation design that address the specific evaluation questions and quality expectations proposed but not limited to; 6- Propose potential evaluation questions that will allow us to meet the evaluation objectives, relevant indicators, data collection methods and present evaluation design options to meet the quality expectation state herein;7- Identify relevant control group or relevant strategy (such as Theory based, INUS and contribution analysis) to identify a counterfactual, for attribution or contribution analysis as part of the evaluation design; and suggest new evaluation questions to reflect the proposed changes;8- Propose relevant data collection strategy, sample size, and household survey for impact analysis;9- Implement the Approved Evaluation Work Plan as per the approved inception report;10- Liaise with the Stakeholders through email, teleconference, in-person meetings as needed;11- Inform proactively the project authority (UNICEF Nigeria) of any significant modifications to the intervention/project that could affect the evaluation and any difficulties that may arise in implementing the approved evaluation design; 12- Prepare the inception and the draft evaluation report described as the agreed deliverables table.13- Prepare and PowerPoint presentation and present the evaluation plan and disseminate the evaluation during the Steering committee meetings;To organise two steering committee meetings, and provide the secretariat;14- Undertake any reasonable task associated with the evaluation within the period of engagement.

5.1 Existing information sources:

Identify relevant information sources that exist and are available, such as: Pre intervention or baseline reports UNICEF VCM Programme Results framework (RAM Planning and reporting) Project documents and reports for the period 2013-17 Past Related Surveys, studies, evaluations for the period of 2013-17 Data from government offices/sources Plans, polices and frameworks

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Existing dashboard (BR tracking) and campaign data from February 2015 to date.

5. End Product: (e.g. final report, article, document etc.)

1. An Evaluability Assessment report.2. An 1- inception report, detailing the 1.1- evaluation design and 1.2-

detailed work plan and 1.3-cost and detailed 1.4- data analytical plan. 3. Periodic updates (weekly or bi-weekly as needed) and a final Evaluation

Report, which should includeo Executive summaryo Methodology: description of sampling and evaluation methodology

used, assessment of methodology and its limitation, data collection instruments, and data processing (analysis methodology, and quality assurance)

o Findings;o Conclusions;o Recommendations5 (if any);o Lessons learned;o Annexes: List of indictors, questionnaires, and if survey, table of

sample size and sample site as appropriate4. The Final reports should be provided in both hard copy and electronic

version in English in the required UNICEF format (UNEG standards), respecting UNICEF Style Book (2014).

5. Completed data sets (filled out questionnaires, records of individual interviews and focus group discussion, etc.)

6. To organised two steering committee meetings and the inception and final draft evaluation report.

The Final evaluation report will be required to follow “UNICEF Evaluation Report Standards” and UNICEF Evaluation Technical Notes and be aligned with UNEG Standards and Norms. A self-assessment of the draft report against the GEROS Unicef tool will also be required.

6. Stakeholder participationThe evaluation will be steered by a Committee co-chaired by UNICEF and National Primary Health Care development Agency (NPHCDA) , and composed of State Primary Health Care development Agency (SPHCDA), World Health Organization (WHO) and other core group of polio partners ( including Bill and Melinda Gates Foundation and respective cooperating partners. The Steering committee with be supported by the evaluation team who will also serve as secretariat. The TORs of the committee include the following responsibilities:

Review and recommend for approval the all deliverables of the evaluation, including evaluability, inception report, evaluation final reports as well as the evaluation plan.

During the inception phase review the proposal by the service provider and recommend changes as appropriate.

Review the inception report, recommend changes if needed, and recommend for approval the inception report.

5 See annexe 2 for criteria for good recommendations

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Review and recommend for approval the data collection instruments and tools where applicable.

Provide feedback on draft reports, including comments from peer reviewers to the service provider, and a workshop with stakeholders if appropriate.

Approval of the final report as a satisfactory evaluation report that fulfills the agreed inception report.

Recommend for approval or not of specific recommendations emerging from the report.

Communicate the results of the approved evaluations. Develop minutes of the meeting including all relevant decisions.

7. Accountabilities:The Chief of M&E office will serve as the primary contact with the evaluation Team. He will thus be providing the necessary Technical guidance. The M&E specialist will support the coordination of the evaluation, and provide necessary assistance, information to effectively support the M&E specialist. The Chief of communication for Development (C4D) and C4D specialist will also provide technical support where necessary.

Field OfficesC4D specialists in the UNICEF zonal offices (Sokoto, Katsina, Kaduna, Bauchi and Borno) will be supporting the evaluation team in conducting related evaluation activities and identifying sources of data as need be and contacts and interviews.

The Regional Office

M&E team will also take advantage of the quality assurance provided by the LTA which shall be in place and available at the Regional level.

Risks and Risk Mitigation

It is impossible to predict all the problems and risks that might arise. Those that are considered most likely to appear are the following:

a) Perceptions that the evaluation is threatening the support provided both financially and technical.

Having a steering committee that manage the evaluation and own the findings; An effort will be made from the beginning to communicate the evaluation’s objectives, purpose and scope, and to highlight the need to improve and scale up.

b) Timing presents a major risk for this evaluation. Time for data collection will be tight.

Country office including Field offices support will be necessary to ensure that time spent in country is well used and documentation sharing happens well before arrival, so that consultants can quickly begin with data collection and logistical issues resolved prior to arrival. In addition, bidders are encouraged to be forthright about whether they recommend a longer period, or the compromises they project emerging if that duration is maintained.

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c) Data availability, quality and consistency are to a degree unknown. The mitigation factors will be to perform an evaluability assessment to feed the choice of approaches and methods. It is also expected that the creativity and skill of the consultants in identifying appropriate data source.

Procedures and logistics:

The consultants or firm will be responsible for arranging their own transport, accommodation and other logistics. The consultant will also be responsible to arrange for two Steering committee meetings, logistic and transport of members.

Accountabilities:

Responsibilities related to this consultancy will be divided as follows:

Evaluation Team Leader Oversight and management of team members Orientation and training of team members, data collection assistants

where applicable Responsible for meeting deadlines and quality of evaluation products Principal authorship of final report

Country Office Liaison with the evaluation team Collection of relevant internal materials Facilitation of new data collection--e.g. set up intranet questionnaires;

admin support to trips Coordination of stakeholders Securing agreement of country and regional offices for field visits Review and acceptance of intermediate and final products Authorizing payment

8. Ethical Considerations:The Evaluation will follow UNICEF guidelines on the ethical participation of children and other participants. In addition, all participants in the study will be fully informed about the nature and purpose of the evaluation and their requested involvement. Only participants who have given their written or verbal consent (documented) will be included in the evaluation. Specific mechanisms for feeding back results of the evaluation to stakeholders will be included in the elaborated methodology. All the documents, including data collection, entry and analysis tools, and all the data developed or collected for this study/consultancy are the intellectual property of UNICEF ( may need to add partners names here, including government, as appropriate.) The Evaluation team members may not publish or disseminate the Evaluation Report, data collection tools, collected data or any other documents produced from this consultancy without the express permission of, and acknowledgement of UNICEF (may need to add partners’ names here, including government).

9. Dissemination:

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Findings of the evaluation will be published to relevant stakeholders as well as through the following

Validation meetings Final Inception and Evaluability reports Final evaluation report Published on UNICEF global evaluation database. UNICEF Nigeria website Other knowledge management and sharing platforms.

10. Qualifications or specialized knowledge/experience required:

The evaluation team should be composed of and team leader, and a national evaluator. The team leader will be responsible for the overall oversight of evaluation, its quality. The national evaluator shall assist the team leader in carrying out the assignment, including but not limited to facilitate meetings with stakeholders and identifying relevant data sources.

QualificationsThe selected firm/consultant must possess the following qualifications: Demonstrated experience is sound impact evaluation design

Excellent report writing and analytical skills Previous experience in carrying out impact evaluations for similar

programmes; Strong capacity and experience in planning and organizing evaluation

logistics; Strong capacity in data management and statistics; Strong background in microeconomics, statistics and econometrics; Excellent track record in partnering with African survey firm(s) to

conduct the field work; Excellent track record of working with Sub-Saharan African clients,

including Governments; Experience of working in Nigeria an asset; Familiarity with UNICEF’s mission and mandate an asset. Prior experience in working with multilateral agencies an asset. Knowledge of UN role, UN reform process and UN programming at the

country level, particularly UNDAF and familiarity and knowledge in the five UNDAF Programming Principles:

7.1- Resource requirements: Estimate the cost and prepare a detailed budget. Note the source of funds. Link the budget to the key activities or phases in the work plan. Cost estimates may cover items including:

o Travel: international and in-countryo Team member cost: salaries, per diem, and expenseso Payments for translators, meeting logistics, interviewers, data processors,

and secretarial services.o Training cost and printing of material if relevant

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o Staff (before, during, after)o Other stakeholders, including primary stakeholders.

7.2- Estimated time of consultancy and deadline for submission of end product:

Weeks Description of activities Expected Duration

Preparation phase –July-August 2017

1-2 Development of Terms of Reference 1 weeks2-3 Constituting the Steering Group 1 week3-8 Recruitment of the Evaluation Team (RFP,

selection, procurement, contracting)6 weeks

Inception phase August-September 2017

9-11 Inception mission and evaluability assessment 3 weeks11-12 Inception report the results of evaluability

assessment and proposed approaches and methods

2 weeks

13 Review of the study plan, protocol, analytical framework and indicators by steering committee

1 week

14 Feedback and revision; acceptance of the inception report

1 week

Data collection phase - Data analysis October 2017

15-16 Data collection phase: preparation (conception of household survey, pilot the survey, training of enumerators, etc.) and execution. In the field.

6-7 weeks

Reporting phase December 2017

17-18 Preparation and submission of draft report 2 weeks

19-20 UNICEF feedback on draft report 1 weeks21 Preparation and submission of final report- December

20171 week

16. Official Travel and Logistics involved.

This consultancy will include travels within Nigeria especially during field work. The will be responsible for arranging its own transport, accommodation, cost of meetings and other logistics for the conduct of the evaluation. There should be at least 2 steering committee meeting, for which the evaluation team will prepare and organize and act as the secretariat. One at the inception phase,

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another at the draft final report.

Comments and Recommendations:The consultant will report to the chief of monitoring and evaluation and provide advice on its technical recommendations.All materials developed will remain the copyright of UNICEF and that

UNICEF will be free to adapt and modify it in the future

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INSTRUCTION TO BIDDER

Marking and returning of proposalSEALED PROPOSALS must be securely closed in a suitable envelope, clearly MARKED on the outside with the RFP NUMBER and dispatched to arrive at the UNICEF office indicated NO LATER THAN the CLOSING TIME AND DATE. Proposals received in any other manner will be INVALIDATED. Proposals shall be submitted in duplicate, in English, and shall be sealed in 1 outer and 2 inner envelopes and all envelopes shall indicate the bidders name and address. The outer envelope shall be addressed as follows:

UNICEFAttn: Supply Manager

Old CBN Building, Prefab 5, Area 11, Garki, Abuja.

RFP#:2017/MnE/9132938

DUE: 14:00 am local time on 18 th August , 2017

NOTE THAT TIMELY SUBMISSION OF THE HARD COPY IS MANDATORY.

Technical ProposalThe first inner envelope shall be marked Technical Proposal and addressed in the same manner as the outer envelope.

The Bidder must provide sufficient information in the proposal to demonstrate compliance with the requirement set out in each section of this Request for Proposal.

The Bidder UNGM registration number: To be eligible, bidders must register at level 1 on UNGM web site, as per annex 4 guidance note (registration is free of charge)

the Bidder General Information form and relevant supporting documentation

the list of management and team staff and their CV’s; a detailed organization chart of the company including the location

and staffing of existing and planned offices; the firm financial information cash the list projects in Hand and their financial values (at least two) a list of references (at least three) for the past five years with a

particular emphasis on similar Consultancy Services Must include two (2) sample evaluation report similar to this

RFP. the list of current litigations (if any) A proposed work plan and schedule of activities

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Financial proposalThe 2nd inner envelop shall be marked Financial Proposal and addressed in the same manner as the outer envelope, and shall contain the following documentation:

the detailed budget

In ADDITION, proposal in PDF ONLY should also be send to Supply Chief ONLY by the deadline at: ngrsupply@unicef.org with the following reference in Object; RFP 9132938 / VCM IMPACT EVALUATION

Time for receiving proposalSealed Proposals received prior to the stated closing time and date will be kept unopened. The Officer of the Bid Opening Unit will open Proposals when the specified time has arrived and no Proposal received thereafter will be considered.

UNICEF will accept no responsibility for the premature opening of a Proposal which is not properly addressed or identified.

Modification to sealed Proposals already submitted in a sealed envelope, will be considered if received prior to the closing time and date. Public opening of proposalBidders, or their authorized representative, may attend the public opening of the RFP at the time, date and location specified. The only envelope that will be opened at public bid opening is the Technical Proposal.

ValidityProposals shall remain valid for a period of ninety (90) days from the date of closing of the Proposals.

Changes and/or AlterationsAll requests for changes or alterations to the Request for Proposal or requests for clarifications must be submitted in writing by fax or e-mail to the UNICEF Construction Management Specialist. Information provided verbally will not be considered a fundamental change and will not alter this Request for Proposal.

Inquiries received less than three (3) working days prior to the Proposal closing date cannot be guaranteed any response. Only written inquiries will receive an answer. All inquiries and answers will be provided to all invitees in writing, regardless of the source of the inquiry.

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SubcontractingBidders shall identify on their offer, any services, which may be subcontracted to another firm. A Technical Proposal as described hereafter must be submitted for all subcontractors and will be considered as being part of the bid.

Rights of UNICEFUNICEF reserves the right to accept any proposal, in whole or in part; or, to reject any or all proposals. UNICEF also reserves the right to negotiate with the Bidders. UNICEF shall not be held responsible for any cost incurred by the Bidder in preparing the response to this Request for Proposal. The Bidder agrees to be bound by the decision of UNICEF as to whether her/his proposal meets the requirements stated in this Request for Proposal. UNICEF reserves the right to award the agreement to one or more contractor(s).

Property of UNICEFThis Request for Proposal, inquiries and answers and the Proposals are considered the property of UNICEF. All materials submitted in response to this Request shall remain with UNICEF.

Language of ProposalThe proposals prepared by the Bidder as well as all correspondence and documents relating to this document shall be written in the English Language. Any printed literature furnished by the Bidder written in another language will only be considered if accompanied by accurate English translation of the relevant passages for purposes of interpretation.

Proprietary InformationInformation, which the Bidder considers proprietary, must be marked clearly "proprietary" next to the relevant part of the text, and UNICEF will then treat such information accordingly.

Evaluation of proposalFollowing closure of the RFP, proposals will be evaluated by a UNICEF evaluation team to assess their merits. The evaluation will be restricted to the contents of the Proposals and the reference checks. 

First, the Technical Proposals will be evaluated. The Technical Proposal was allocated a total possible value of 70 points. Technical Proposals receiving 40 points or higher, will be considered technically responsive and the Price Proposal will be opened. Proposals which are considered not technically compliant and non-responsive, will not be given further consideration.22

Second the Financial Proposal will be evaluated. The total number of points allocated for the Financial Proposal is 30. The maximum number of points will be allocated to the lowest price proposal that is opened and compared among those bidders which obtain the threshold points in the evaluation of the Technical Proposals. All other Price Proposals shall receive points in inverse proportion to the lowest price.

UNICEF will not be held responsible for any duties, taxes or other levies including Value Added Tax for which the Firm may be liable in the course of the contract. UNICEF is exempted from all duties, taxes, or other levies must not be included in the fees as shown in the Financial Proposal.

The cost of all items in the Financial Proposal shall be calculated and shown in Nigerian Naira.

SCORING METHODOLOGY

Responses will be rated in accordance with the criteria described in the following tables. The rated criteria address 2 general areas:

1) Mandatory Criteria2) Experience and qualifications of senior evaluation members/team

members3) Proposed approach and methodology

Table 1: identification of team members

Evaluation Criteria 1 Bidder’s Response (Specify Below- “Meets Requirement” or“Does Not Meet Requirement”)

The Bidder must identify all proposed senior team members resources by name.

Bidders must also identify number of proposed team members, their role and location

MEETS □ DOESN’T MEET □

For each proposed senior team member the bidder mustinclude, within the MEETS □ DOESN’T MEET □

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proposal, a detailed Curriculum Vitae (CV):

The CV shall be up-to-date and shall be submitted as anAppendix in alphabetical name sequence.

Criteria 2: Experience and qualifications of senior evaluation members/team members, by submitting relevant evaluation project report6 (two maximum)

Table 2: Experience and qualifications of proposed team

Criteria Description2.1Experience and

qualifications of senior evaluation members/ team members

The Bidder should provide a description of the team that is being proposed to undertake the evaluation. It is anticipated that the proposed team will comprise two categories of personnel – senior members (national or international) who will be responsible for the design, management, analysis, and reporting of the evaluation and Junior (national) members who will assist in the areas of research and/or field work (e.g. conducting interviews, data entry). National members are encouraged to develop the country capacity; as long as it does not compromise quality.

The description should provide the following information for each senior team member:

Name

Position (in the firm if employee, or associate)

Proposed role & responsibility on this project

The Bidder’s description of the team should also include the roles, responsibilities and number of junior members.

Table 2.1: Experience and VCM Program

Maximum two evaluation reports must have been conducted within the last 10 years and submitted entirely (not only a summary).

Projects will be assessed separately and the scores summed. For each project, the bidder should describe the relevant features. An ‘evaluation project’ may have been conducted as part of

academic studies or paid employment, and must have involved at least 20 days of effort on the part of the team member specified.

6 Submit two evaluation report maximum NOT MORE.

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To be considered an evaluation project (as compared to a research project), the following must be apparent:• Program activities or intervention are assessed against a pre-

determined set of criteria/objectives; • The main purpose of the project was to make a judgment

about the degree to which the observed outcomes

Description of Criteria Scoring Maximumpoints

Response/Reference

2.1 The Bidder must demonstrate that the proposed resource has experience in designing methodologically rigorous evaluation projects.

A maximum of two evaluation reports will be considered and rated.

1. Design

2. Measurement instruments

3. Data collection procedures

4. Data analysis techniques

Up to 8 points per project as follows:

2 points if the design uses a randomized control trial , or matched comparison group, or RD design or design that address attribution1 point if the design uses an unmatched comparison group, theory based or contribution analysis or INUS type of causality0 points if no comparison group is Used

2 points if standardized instruments are used2 point if non-standardized instruments are used0 points if no empirical data collection instruments are use

2 points if multiple data sources are used1 point if only one data source is used0 points if no data source is specified

1 point if advanced quantitative statistics (e.g., inferential statistics, significance testing, etc.) are used0 point if only descriptive

16

25

5. Description of study limitations

statistics or qualitative methods are used

1 point if the study limitations are clearly identified0 point if the study limitations are not identified

2.2 The bidder must demonstrate that the proposed resource has the capacity to manage complex evaluation projects based on past experience. A maximum of two projects will be considered and rated.

1) lines of evidence

2) size of team

3) duration of evaluation

Up to 8 points per project as follows:

2 points if the referenced project had multiple lines of evidence (5 minimum)

1 points if the referenced project had multiple lines of evidence (less than 5 but more than 1)

0 point if the referenced project had a single line of evidence

2 points if the team consisted of 5 or more persons (including the team leader)1 point if the team consisted of 3 or 4 persons (including the team leader)0 points if the team leader was the only team member with one member (two max)

2 points if the duration of the evaluation project was 13 months or more1 point if the duration of the evaluation project was from 6 to 12 months0 point if the duration of

16

26

4) size of budget

the evaluation project was less than 6 months

2 points if the budget for the evaluation was more than $350,0001 points if the budget for the evaluation was from $349,000 to $150,0000 point if the budget for the evaluation was less than $149,999

Maximum Total Points for

32 points

Minimum Acceptable Score

15 points

Criterion 3: Proposed approach and methodology

The Bidder must describe their understanding of the purpose, scope and context of the evaluation, their overall approach to the project, and the methods (including evaluation design) they propose to use to carry out the evaluation. This section of the proposal must include sufficient detail to enable the Evaluation Review Committee to apply the criteria defined in the above table.

Use the following headings when responding to the criteria 3.1ReferenceEvaluation methods usedLessons Learned regarding MethodsHow have these lessons learned been incorporated into the proposed approach and methodology?

Table 3.1: Criteria for assessing the proposed methodology and approach

Description Point Max points Reference/response3.1 The approach and methodology demonstrates that

Points will be awarded as follows:

10 points

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it has taken into consideration the evaluation literature on VCM and other related interventions.

Full points (10) if the proposal demonstrates how the methods and lessons learned in at least two evaluation or studies of VCM Programs have been incorporated into the proposed approach and methodology.

5 points if the proposal demonstrates how the methods and lessons learned in at least one evaluation or study of VCM Programs has been incorporated into the proposed approach and methodology.

0 points if no reference is made to show that the bidder is familiar with previous evaluation approaches used or with approaches recommended in the literature.

3.2 The proposed approach and methodology explicitly addresses the threats to validity.

Demonstrate how the potential threats to internal validity

2 points per threat to validity up to a maximum of 6 points

22 points

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will be mitigated/addressed.

Demonstrate how the potential threats to external validity will be mitigated/addressed

Demonstrate how the potential threats to construct validity willbe mitigated/addressed

Demonstrate how the potential threats to statistical conclusionvalidity will be mitigated/addressed

Note: Any particular threat to validity can only be used once.

2 points per threat to validity up to a maximum of 6 points

2 points per threat to validity up to a maximum of 5 points

2 points per threat to validity up to a maximum of 5 points

3.3 The evaluation approach and methodology is feasible, taking into account the potential challenges that may arise, risk and how to mitigate them.

Points will be awarded as follows:

Full points (7) if theproposal identifies five key challenges that could affect the feasibility of the approach and methodology anddemonstrates how thesechallenges will be addressed so that the proposed approach and methodology can

7 points

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be effectively implemented.

5 points if the proposalidentifies four key challenges that could affect the feasibilityof the approach andmethodology and demonstrates how thesechallenges will be addressed so that the proposed approach and methodology can beeffectively implemented

4 points if the proposalidentifies three key challenges of the approach and methodology anddemonstrates how thesechallenges will be addressed so that the proposed approach and methodology can beeffectively implemented

2 Points if the proposalidentifies two key challenges that could affect the feasibilityof the approach and methodology and demonstrates how thesechallenges will be addressed so that the proposed approachand methodology

30

can be effectively implemented

0 points if the proposalidentifies no challenges, ORone is identified but notaddressed

Maximum total point

38

Passage total point

10

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EVALUATION SHEET

CATEGORYMAX.

POINTS

MIN. MIN.

POI

1. MANDATORY REQUIREMENTS (PASS OR FAIL) 1) Experience and qualifications of senior evaluation members/team members- The Bidder must demonstrate that the proposed resource has

experience in designing methodologically rigorous evaluation projects.

- The bidder must demonstrate that the proposed resource has the capacity to manage complex evaluation projects based on past experience. A maximum of two projects will be considered and rated.

(32)

16

16

15

3. STANDARD STRATEGY/METHODOLOGY FOR EVALUATION- Proposed approach integrated lessons from previous

evaluation studies- Proposed approach is effectively addressing the four bias to

validity: construct, statistical, internal and external or other relevant criteria if not “attribution”

- Approach is feasible: recognition of direct as well as risks/peripheral problems and methods to prevent and manage risks/peripheral problems;

(38)10

21

7

10

5. PRICE (30) 0

TOTAL MARKS (100) 25

FURTHER RFP TERMS AND CONDITIONS

This RFP and any responses thereto, shall be the property of UNICEF. In submitting a proposal, the bidder acknowledges that UNICEF reserves the right to:

(a) Visit and inspect the bidder’s premises;(b) Contact any/all referees provided;(c) Request additional supporting or supplementary information;(d) Arrange interviews with the proposed project team/consultants;(e) Reject any/all of the proposals submitted;(f) Accept any proposals in whole or in part;(g) Negotiate with the most favorable bidder;

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(h) Award contracts to more than 1 bidder, as UNICEF considers being in its best interests.

Bidders shall bear all costs associated with the preparation and submission of proposals, and UNICEF shall not be responsible for these costs, irrespective of the outcome of the bidding process.

GENERAL TERMS AND CONDITIONS

1. ACKNOWLEDGMENT COPYSigning and returning the acknowledgment copy of a contract issued by UNICEF or beginning work under that contract shall constitute acceptance of a binding agreement between UNICEF and the Contractor.

2. DELIVERY DATEDelivery Date to be understood as the time the contract work is completed at the location indicated under Delivery Terms.

3. PAYMENT TERMS(a) UNICEF shall, unless otherwise specified in the contract, make payment

within 30 days of receipt of the Contractor's invoice which is issued only upon UNICEF’s acceptance of the work specified in the contract.

(b) Payment against the invoice referred to above will reflect any discount shown under the payment terms provided payment is made within the period shown in the payment terms of the contract.

(c) The prices shown in the contract cannot be increased except by express written agreement by UNICEF.

4. LIMITATION OF EXPENDITURENo increase in the total liability to UNICEF or in the price of the work resulting from design changes, modifications, or interpretations of the statement of work will be authorized or paid to the contractor unless such changes have been approved by the contracting authority through an amendment to this contract prior to incorporation in the work.

5. TAX EXEMPTIONSection 7 of the Convention on the Privileges and Immunities of the United Nations provides, inter alia, that the UN, including its subsidiary organs, is exempt from all direct taxes (including service tax) and is exempt from customs duties in respect of articles imported or exported for its official use. Accordingly, the Vendor authorizes UNICEF to deduct from the Vendor's invoice any amount representing such taxes or duties charged by the Vendor to UNICEF. Payment of such corrected invoice amount shall constitute full payment by UNICEF. In the event any taxing authority refuses to recognize the UN exemption from such taxes, the Vendor shall immediately consult with UNICEF to determine a mutually acceptable procedure.

Accordingly, the Contractor authorizes UNICEF to deduct from the Contractor’s invoice any amount representing such taxes, duties, or charges, unless the Contractor has consulted with UNICEF before the

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payment thereof and UNICEF has, in each instance, specifically authorized the Contractor to pay such taxes, duties or charges under protest. In that event, the Contractor shall provide UNICEF with written evidence that payment of such taxes, duties or charges has been made and appropriately authorized.

6. LEGAL STATUS.The Contractor shall be considered as having the legal status of an independent contractor vis-a-vis UNICEF. The Contractor’s personnel and sub-contractors shall not be considered in any respect as being the employees or agents of UNICEF.

7. CONTRACTOR’S RESPONSIBILITY FOR EMPLOYEESThe Contractor shall be responsible for the professional and technical competence of its employees and will select, for work under this Contract, reliable individuals who will perform effectively in the implementation of the Contract, respect the local customs and conform to a high standard of moral and ethical conduct.

8. INDEMNIFICATIONThe Contractor shall indemnify, hold and save harmless and defend, at its own expense, UNICEF, its officials, agents, servants and employees, from and against all suits, claims, demands and liability of any nature or kind, including their costs and expenses, arising out of the acts or omissions of the Contractor or its employees or sub-contractors in the performance of this Contract. This provision shall extend, inter alia, to claims and liability in the nature of workmen’s compensation, product liability and liability arising out of the use of patented inventions or devices, copyrighted material or other intellectual property by the Contractor, its employees, officers, agents, servants or sub-contractors. The obligations under this Article do not lapse upon termination of this Contract.

9. INSURANCE AND LIABILITIES TO THIRD PARTIES(a) The Contractor shall provide and thereafter maintain insurance

against all risks in respect of its property and any equipment used for the execution of this Contract.

(b) The Contractor shall provide and thereafter maintain all appropriate workmen’s compensation and liability insurance, or its equivalent, with respect to its employees to cover claims for death, bodily injury or damage to property arising from the execution of this Contract. The Contractor represents that the liability insurance includes sub-contractors.

(c) The Contractor shall also provide and thereafter maintain liability insurance in an adequate amount to cover third party claims for death or bodily injury, or loss of or damage to property, arising from or in connection with the provision of work under this Contract or the operation of any vehicles, boats, airplanes or other equipment owned or leased by the Contractor or its agents, servants, employees or sub-contractors performing work or services in connection with this Contract.

(d) Except for the workmen’s compensation insurance, the insurance policies under this Article shall:(i) Name UNICEF as additional insured;(ii) Include a waiver of subrogation of the Contractor’s rights to the insurance carrier against UNICEF;

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(iii) Provide that UNICEF shall receive thirty (30) days written notice from the insurers prior to any cancellation or change of coverage.

(e) The Contractor shall, upon request, provide UNICEF with satisfactory evidence of the insurance required under this Article.

10. SOURCE OF INSTRUCTIONSThe Contractor shall neither seek nor accept instructions from any authority external to UNICEF in connection with the performance of its services under this Contract. The Contractor shall refrain from any action which may adversely affect UNICEF or the United Nations and shall fulfil its commitments with the fullest regard to the interests of UNICEF.

11. ENCUMBRANCES/LIENSThe Contractor shall not cause or permit any lien, attachment or other encumbrance by any person to be placed on file or to remain on file in any public office or on file with UNICEF against any monies due or to become due for any work done or materials furnished under this Contract, or by reason of any other claim or demand against the Contractor.

12. TITLE TO EQUIPMENTTitle to any equipment and supplies which may be furnished by UNICEF shall rest with UNICEF and any such equipment shall be returned to UNICEF at the conclusion of this Contract or when no longer needed by the Contractor. Such equipment when returned to UNICEF, shall be in the same condition as when delivered to the Contractor, subject to normal wear and tear.

13. COPYRIGHT, PATENTS AND OTHER PROPRIETARY RIGHTSUNICEF shall be entitled to all intellectual property and other proprietary rights including but not limited to patents, copyrights and trademarks, with regard to documents and other materials which bear a direct relation to or are prepared or collected in consequence or in the course of the execution of this contract. At UNICEF's request, the Contractor shall take all necessary steps, execute all necessary documents and generally assist in securing such proprietary rights and transferring them to the UNICEF in compliance with the requirements of the applicable law.

14. CONFIDENTIAL NATURE OF DOCUMENTS(a) All maps, drawings, photographs, mosaics, plans, reports,

recommendations, estimates, documents and all other data compiled by or received by the Contractor under this Contract shall be the property of UNICEF, shall be treated as confidential and shall be delivered only to the UN authorized officials on completion of work under this Contract.

(b) The Contractor may not communicate any time to any other person, Government or authority external to UNICEF, any information known to it by reason of its association with UNICEF which has not been made public except with the authorization of the UNICEF; nor shall the Contractor at any time use such information to private advantage. These obligations do not lapse upon termination of this Contract with UNICEF.

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15. FORCE MAJEURE; OTHER CHANGES IN CONDITIONS(a) In the event of and as soon as possible after the occurrence of any

cause constituting force majeure, the Contractor shall give notice and full particulars in writing to UNICEF of such occurrence or change if the Contractor is thereby rendered unable, wholly or in part, to perform its obligations and meet its responsibilities under this Contract. The Contractor shall also notify UNICEF of any other changes in conditions or the occurrence of any event which interferes or threatens to interfere with its performance of the Contract. On receipt of the notice required under this Article, UNICEF shall take such action as, in its sole discretion, it considers to be appropriate or necessary in the circumstances, including the granting to the Contractor of a reasonable extension of time in which to perform its obligations under the Contract.

(b) If the Contractor is rendered permanently unable, wholly, or in part, by reason of force majeure to perform its obligations and meet its responsibilities under this Contract, UNICEF shall have the right to suspend or terminate this Contract on the same terms and conditions as are provided for in Article 14, “Termination”, except that the period of notice shall be seven (7) days instead of thirty (30) days.

(c) Force majeure as used in this Article means acts of God, war (whether declared or not), invasion, revolution, insurrection or other acts of a similar nature or force.

16. TERMINATIONIf the Contractor fails to deliver any or all of the deliverables within the time period(s) specified in the contract, or fails to perform any of the terms, conditions, or obligations of the contract, or should the Contractor be adjudged bankrupt, or be liquidated or become insolvent, or should the contractor make an assignment for the benefit of its creditors, or should a Receiver be appointed on account of the insolvency of the contractor, UNICEF may, without prejudice to any other right or remedy it may have under the terms of these conditions, terminate the Contract, forthwith, in whole or in part, upon thirty (30) days notice to the Contractor.

UNICEF reserves the right to terminate without cause this Contract at any time upon thirty (30) days prior written notice to the Contractor, in which case UNICEF shall reimburse the Contractor for all reasonable costs incurred by the Contractor prior to receipt of the notice of termination.

In the event of any termination no payment shall be due from UNICEF to the Contractor except for work and services satisfactorily performed in conformity with the express terms of this contract.

Upon the giving of such notice, the Contractor shall have no claim for any further payment, but shall remain liable to UNICEF for reasonable loss or damage which may be suffered by UNICEF for reason of the default. The Contractor shall not be liable for any loss or damage if the failure to perform the contract arises out of force majeure.

Upon termination of the contract, UNICEF may require the contractor to deliver any finished work which has not been delivered and accepted, prior to such termination and any materials or work-in-process related specifically to this contract. Subject to the deduction of any claim UNICEF

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may have arising out of this contract or termination, UNICEF will pay the value of all such finished work delivered and accepted by UNICEF.

The initiation of arbitral proceedings in accordance with Article 22 “Settlement of Disputes” below shall not be deemed a termination of this Contract.

17. SUB-CONTRACTING In the event the Contractor requires the services of subcontractors, the Contractor shall obtain the prior written approval and clearance of UNICEF for all sub-contractors. The approval of UNICEF of a sub-contractor shall not relieve the Contractor of any of its obligations under this Contract. The terms of any sub-contract shall be subject to and in conformity with the provisions of this Contract.

18. ASSIGNMENT AND INSOLVENCY1. The Contractor shall not, except after obtaining the written consent of

UNICEF, assign, transfer, pledge or make other dispositions of the Contract, or any part thereof, of the Contractor's rights or obligations under the Contract.

2. Should the Contractor become insolvent or should control of the Contractor change by virtue of insolvency, UNICEF may, without prejudice to any other rights or remedies, terminate the Contract by giving the Contractor written notice of termination.

19. USE OF UNITED NATIONS AND UNICEF NAME AND EMBLEMThe Contractor shall not use the name, emblem or official seal of the United Nations or UNICEF or any abbreviation of these names for any purpose.

20. OFFICIALS NOT TO BENEFITThe Contractor warrants that no official of UNICEF or the United Nations has received or will be offered by the Contractor any direct or indirect benefit arising from this Contract or the award thereof. The Contractor agrees that breach of this provision is a breach of an essential term of the Contract.

21. PROHIBITION ON ADVERTISINGThe Contractor shall not advertise or otherwise make public that the Vendor is furnishing goods or services to UNICEF without specific permission of UNICEF.

22. SETTLEMENT OF DISPUTESAmicable Settlement

The Parties shall use their best efforts to settle amicably any dispute, controversy or claim arising out of, or relating to this Contract or the breach, termination or invalidity thereof. Where the parties wish to seek such an amicable settlement through conciliation, the conciliation shall take place in accordance with the UNCITRAL Conciliation Rules then obtaining, or according to such other procedure as may be agreed between the parties.

ArbitrationAny dispute, controversy or claim between the Parties arising out of this

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Contract or the breach, termination or invalidity thereof, unless settled amicably under the preceding paragraph of this Article within sixty (60) days after receipt by one Party or the other Party’s request for such amicable settlement, shall be referred by either Party to arbitration in accordance with the UNCITRAL Arbitration Rules then obtaining. The arbitral tribunal shall have no authority to award punitive damages. In addition, the arbitral tribunal shall have no authority to award interest in excess of six percent (6%) and any such interest shall be simple interest only. The Parties shall be bound by any arbitration award rendered as a result of such arbitration as the final adjudication of any such controversy, claim or dispute.

23. PRIVILEGES AND IMMUNITIESThe privileges and immunities of the UN, including its subsidiary organs, are not waived.

24. CHILD LABOURUNICEF fully subscribes to the Convention on the Rights of the Child and draws the attention of potential suppliers to Article 32 of the Convention which inter alia requires that a child shall be protected from performing any work that is likely to be hazardous or to interfere with the child's education, or to be harmful to the child's health or physical, mental, spiritual, moral or social development.

25. ANTI-PERSONNEL MINESUNICEF supports an international ban on the manufacture of anti-personnel

mines. Anti-personnel mines have killed and maimed thousands of people, of whom a large proportion are children and women. Anti-personnel mines present a serious obstacle to the return of populations displaced from their residences by fighting around their villages and homes. UNICEF has, therefore, decided not to purchase products from companies that sell or manufacture anti-personnel mines or their components.

26. AUTHORITY TO MODIFYNo modification or change in this Contract, no waiver of any of its provisions or any additional contractual relationship of any kind with the Contractor shall be valid and enforceable against UNICEF unless provided by an amendment to this Contract signed by the authorized official of UNICEF.

27. REPLACEMENT OF PERSONNELUNICEF reserves the right to request the Contractor to replace the assigned personnel if they are not performing to a level that UNICEF considers satisfactory. After written notification, the Contractor will provide curriculum vitae of appropriate candidates within three (3) working days for UNICEF review and approval. The Contractor must replace the unsatisfactory personnel within seven (7) working days of UNICEF’s selection.

If one or more key personnel become unavailable, for any reason, for work under the contract, the Contractor shall (i) notify the project authority at least fourteen (14) days in advance, and (ii) obtain the project authority’s approval prior to making any substitution of key personnel. Key personnel

38

are designated as follows:(a) Personnel identified in the proposal as key individuals (as a minimum, partners, managers, senior auditors) to be assigned for participation in the performance of the contract.(b) Personnel whose resumes were submitted with the proposal; and(c) Individuals who are designated as key personnel by agreement of the Contractor and UNICEF during negotiations.In notifying the project authority, the Contractor shall provide an explanation of circumstances necessitating the proposed replacement(s) and submit justification and qualification of replacement personnel in sufficient detail to permit evaluation of the impact on the engagement. Acceptance of a replacement person by the project authority shall not relieve the Contractor from responsibility for failure to meet the requirements of the contract.

All the other terms and conditions are hereby accepted. The agency will conform to the requirements as listed out by UNICEF

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ANNEX1

Annex - 1State-wise details of VCM

S. No. StateType of VCMs

Regular HTR* FOMWAN** Total VCMs

1 Katsina 1,648 431 200 2,279

2 Kaduna 957 431 200 1,588

3 Niger  0 510 100 610

4 Jigawa 487 450 100 1,037

5 Taraba  0 350  0 350

6 Zamfara 380 150 110 640

7 Sokoto 676  0 200 876

8 Kano 3,558  0 250 3,808

9 Borno 700  0 100 800

10 Kebbi 200  0 100 300

11 Bauchi 350  0 100 450

12 Yobe 200  0 100 300

  Total 9,156 2,322 1,560 13,038

* Hard To Reach ** Federation Of Muslim Women Association, Nigeria

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ANNEX 2

This suggested table should help the report writing any given evaluation report that has a claim to be evidences based.

The column 1 refers the why? The lines of enquiry (LE) or Evaluation Questions. The mandate of the evaluation.The column 2 refers to the writing of the conclusion section. The evaluators must conclude against the objectives of the evaluation.The column 3 refers to the specific criteria that will be used; the criteria must be clearly defined so one can analyse observations against it.The column 4 refers to the observations the emerged from the information collected. What do you observed? Not all information collected is relevant, given the LE and criteria and scope.The columns 5, are the findings, the fruits of the analysis of the observations against the criteria.The column 6, is where the conclusions, drawn upon the review of findings against the objectives of the study.The last column is for the recommendations, if any. I indicated within what was the desired quality of recommendation. This entire table below and structure are in fact to ensure that recommendations are supported by proper evidences.

A word on Triangulation: Many evaluation studies claim that they triangulate in order of strengthening the evidences generated; but yet with very little specification of what this entails. There are several types of triangulation and if a study claim that it was triangulate, then details about the exercise are expected, along with the type of triangulation. There are actually perhaps 4 key types of triangulation:

1. Data triangulation, which entails gathering data through several sampling strategies, so that slices of data at different times and social situations, as well as on a variety of people, are gathered.2. Investigator triangulation, which refers to the use of more than one researcher in the field to gather and interpret data.3. Theoretical triangulation, which refers to the use of more than one theoretical position in interpreting data.

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4. Methodological triangulation, which refers to the use of more than one method for gathering data.

A word on recommendation:

Evaluators should make recommendations that flow logically from the observations, the findings and conclusions, and that are directed at resolving the cause of identified deficiencies, and clearly state the actions recommended.

Recommendation should meet the UNEG Standard 4.16: Recommendations should be firmly based on evidence and analysis, be relevant and realistic, with priorities for action made clear.

Effective recommendations encourage improvements in the conduct of management and operations. Recommendations are not always required nor are mandatory.

Recommendations are effective: 1- when they are addressed to parties that have the authority to act and 2- when the recommended actions are specific, practical, cost effective, and measurable.

Recommendations that lend themselves to follow-up are:• Fully supported by and flow from the associated findings and conclusions;• Aimed at correcting the underlying causes of the deficiency;• Addressed to the organization with the responsibility to act on them.

Clear recommendations are:• succinct, straightforward and contain enough detail to make sense on their own;• broadly-stated (i.e. stating what needs to be done while leaving the specifics of how to entity officials);• positive in tone and content.

Action-oriented recommendations are:• presented in the active voice;• practical (i.e. able to be implemented in a reasonable timeframe, taking into account legal and other constraints);• cost-effective (i.e. the costs of implementing them will not outweigh the benefits), and they will not increase the bureaucratic burden;

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• results-oriented (giving some indication of what the intended outcome is, ideally in measurable terms);• able to be followed-up (i.e. able to determine whether it has been acted upon);• consistent and coherent with the other recommendations in the chapter and mindful of recommendations made before in other relevant reports.

Structure of Evidence supporting the report writing.

1 2 3 4 5 6 7 8Line of enquiry LE (or Evaluation questions- EQ)

Objectives of the evaluation

Criteria Observations

Triangulation

Findings Conclusion

Recommendation

i.e. To what extend is the program relevant to users/beneficiary?

i.e. To determine whether or not the program meet the needs of the beneficiaryTo determine whether or not the program is aligned with priorities

i.e. Relevance

i.e. What you observed against that line of enquiry only

i.e. Type of triangulation if any

i.e. What you observed/review/analysed against the relevance criteria

i.e. Summary of a line or a related group of a lines of enquiry: conclude against the evaluation objectives

i.e. Effective recommendations encourage improvements in the conduct of management and operations. Recommendations are not always required nor are mandatory.

Recommendations are effective: 1- when they are addressed to parties that have the authority to act

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and 2- when the recommended actions are specific, practical, cost effective, and measurable.

Etc.

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ANNEX 3 : United Nations Evaluation Group – Code of Conduct for Evaluation in the UN System

Evaluation Consultants Agreement FormTo be signed by all consultants as individuals (not by or on behalf of a consultancy company) before a contract can be issued.

Agreement to abide by the Code of Conduct for Evaluation in the UN System

Name of Consultant:

__________________________________________________________________Name of Consultancy Organization (where relevant):

________________________________________I confirm that I have received and understood and will abide by the United Nations Code of Conduct for Evaluation.

Signed at ( ) on ( )

Signature: __________________________________________________________________

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Annex 4: UNGM VENDOR REGISTRATIONIntroduction

The United Nations Global Marketplace - UNGM - is the common procurement portal of the United Nations system of organizations.

It brings together UN procurement staff and the vendor community. The UNGM acts as a single window, through which potential vendors may register with the UN organizations using UNGM as their vendor registration database. The UNGM therefore provides an excellent springboard for vendors to introduce their products and services to UNICEF and many other UN organizations by only completing one online registration form.

The UNGM also enables vendors to keep abreast of upcoming tender notices. By subscribing to UNGM’s Tender Alert Service, vendors can receive relevant business opportunities emailed directly. The UNGM facilitates the interchange of vendor information within the UN system as information is made available to all UN organizations. The UNGM also acts as an important procurement tool to shortlist vendors for competitive bidding.

UNGM has a United Nations General Assembly mandate to:

Enhance transparency and increase harmonization of UN procurement practices.

Simplify and streamline the registration process for vendors. Increase procurement opportunities for vendors from developing

countries. Create one common UN global procurement portal.

Registration levels and process in UNGM

Potential UNICEF vendors will be required to register at Level 1. Registration at Level 1 will allow vendors to submit a certificate of registration thus demonstrative that they are a legal entity. Although not mandatory, vendors may also complete registration in Level 2.

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Information required for each level of registration

Basic registration requirements: 1. General information (name of company, license number, address,

telephone, details of contact persons, etc.).2. Information on countries in which you do business.3. Classification of your goods and services.

Note: Basic registration level is automatic and does not require a review.

Level 1 registration requirements: 4. Criteria 1-3 above.5. Certificate of incorporation or equivalent document verifying legal

status/capacity.6. Details and email addresses of at least three independent, non-

affiliated references whom you have done business with.7. Names of owner(s) and principals (including parent company,

subsidiaries/affiliates, CEO/Managing Director, and those with controlling interests, if applicable). The names of intermediaries, agents and/or consultants, (if any) used in relation to United Nations contracts or bids/proposals.

Level 2 registration requirements: 8. Criteria 1-7 above.9. Reference letters from three independent, non-affiliated

clients/companies, you have done business with. Reference letters should be in English and from three independent, non-affiliated clients/companies whom you have sold products and/or services to during the last 12 months preferably with a description of project/work undertaken; and date started/completed and value of project. Reference letters should be prepared/signed on the referee’s letterhead paper and reference should refer to the entity that is seeking registration.

10. Financial documents (audited/certified financial statements or equivalent) for the last three years.

Review of UNGM registration for acceptance

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Levels 1 and 2 require a review for ‘acceptance’. The review will be undertaken by the Supplier Evaluation Unit at SD. CO can contact the Supplier Evaluation Unit on generic email supplierevaluation@unicef.org.

Once a vendor has been accepted by at least one (1) UN organization at Basic level, the vendor's profile is visible to all UN staff.

UNGM vendor registration is not intended to replace registration of vendors in VISION. Instead, UNGM is being used to complement Vendor Master in VISION by providing a sourcing portal for vendors interested in working with UNICEF. UNGM also allows potential UNICEF vendors to keep abreast with UN organizations tenders and procurement requirements, and offers UNICEF a centralized screening for vendor eligibility.

The UNGM vendor registration number should be included in the GSSC vendor registration template when registering vendors. The UNGM vendor number is entered by GSSC under ‘Search Term 2’ in the vendor record.

Practical information on the registration process:Vendors can create a profile in UNGM at https://www.ungm.org/Account/Registration and follow simple on-screen instructions to register.

It is recommended that vendors should register at Basic Level and at Level 1 where the certificate of incorporation is attached.

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In order to register as a potential vendor of UN organizations, please follow the instructions below:

1. Go to www.ungm.org.

2. Click on the ‘Login and New registration’ box or on the ‘Register’ link located at the top right corner of the page.

3. Click on the ‘New registration’ button.

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4. Please select the type of registration by clicking on the relevant box. Please click on the ‘Companies’ box.

5. Introduce your company details and accept the UN Supplier Code of Conduct. Then, click on the ‘Register’ button. 

6. After creating your account, you will need to activate it. Go to your personal email inbox corresponding to the email address provided when creating your account. You should have received an activation email. Please click on the activation link provided in this email.

(Example shown below)

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7. Once your account is activated, please click on the 'Registration' link in the left-hand menu to access the registration form. Complete your vendor registration form in UNGM. When finished, please do not forget to click the 'Submit' button.

Please complete the registration form and make sure all tabs are successfully completed.

Tabs which appear in red have not been successfully completed.

In the 'UN organizations' tab, please remember to review the list of UN organizations your company was matched with. Once you have considered which organizations you are interested in, please submit your registration form by clicking on the 'Submit my registration' button.

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We also invite you to review the 'Registration Process' link in the left hand side menu for further information and detailed instructions on how to proceed in order to complete your UNGM Registration. https://www.ungm.org/Public/Pages/RegistrationProcess

In addition, please find below the following video guideline on how to successfully register your company on UNGM: https://www.ungm.org/Public/Video/View/3

For further assistance, do not hesitate to contact UNGM administration office:

Via the Help functionality available on the site www.ungm.org

Via email at registry@ungm.org

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