International Consultant - Evaluation Expert



Advertised on behalf of :

Location : Home Based with Travel to Brazil, Egypt and South Africa
Application Deadline :18-Mar-16 (Midnight New York, USA)
Type of Contract :Individual Contract
Post Level :International Consultant
Languages Required :
English  

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.


Background

Background and programme objectives

Programme overview

UN Women and the Coca-Cola Company (TCCC) engaged in a global partnership to increase women’s economic empowerment. Working together, UN Women and TCCC aim to address common barriers hampering women’s access to economic empowerment and develop innovative business models for women’s entrepreneurship and social leadership and contribute to sustainable women’s economic empowerment at the systemic level in Brazil, Egypt and South Africa.  UN Women Country Offices are responsible for programme planning, implementation and management.

Launched in 2013, the three-year global partnership between TCCC and UN Women works to empower 40,000 women in South Africa, Egypt and Brazil, with a focus on disadvantaged and excluded communities.

As part of the global partnership, UN Women also carried out advocacy to strengthen the enabling environment for women’s effective business development and management. UN Women and TCCC reached out to other key stakeholders with critical roles to play in the economic empowerment of women, working towards sustainable impact on an even greater scale.

A global communication strategy was developed by UN Women in collaboration with TCCC based on the contributions received through the country strategies.

The success of the programme will be assessed based on the extent to which programme interventions lead to improving women’s economic empowerment in participating programme countries: South Africa, Egypt and Brazil, by enhancing women’s business and entrepreneur skills leading to their empowerment. 

Programme goal, objectives & strategies

The overall goal of the programme is to increase women’s economic empowerment, through development and implementation of sustainable models to advance women’s economic empowerment with the objective to use these models to upscale and replicate to other private and public companies, Government and NGOs within the countries and possibly adapted to other countries.  The programme will be implemented through tailored strategy to best respond to specific challenged and opportunities for women’s economic empowerment in South Africa, Egypt and Brazil.  

Depending on local needs programme implementation strategies will imply:

  • To enhance women’s entrepreneurial capacity and skills so that they have greater ability to establish and grow their business, increase their earnings, create new jobs in their communities, so they can better manage and sustain their business;
  • To support excluded women to establish small business by providing access to assets and credits;
  • To strengthen the adoption of gender sensitive policy and develop capacity of private and public companies to apply gender equality and women empowerment principles in their system wide operations, networks and supply chain;
  • To raise awareness and advocate for women’s economic rights and the value of women’s economic participation both at the community and national levels.

The programme implementation period is three years (November 2012 – December 2015) with a total budget of USD 3,974,355. The actual project was launched in early 2013.

The programme goals and outcomes in each participating country are:

South Africa

  • Outcome 1: Sustainable business ventures enhance the livelihoods of low-income women entrepreneurs;
  • Outcome 2: Low-income women entrepreneurs have increased networking access and business support mechanisms;
  • Output 1.1: Financial literacy and business management skills of local women entrepreneurs strengthened to establish sustainable business ventures (addressed in Year 1 and work in progress);
  • Output 2.1: Business network opportunities provided for low-income women entrepreneurs;
  • Output 2.2: Knowledge-sharing platform promoting horizontal and vertical learning established;
  • Output 2.3: Partnerships and links established between women entrepreneurs and organizations providing business support services and programmes, including financial services (started to address in Year 1).

Egypt:

  • Outcome 1: Women have increased economic opportunities and access to livelihoods, especially those who are poor and most excluded;
  • Output 1.1: Women entrepreneurs in target communities have increased capacity and skills to establish and sustain their own kiosks;
  • Output 1.2: Women have access to assets, resources and products to establish their own businesses;
  • Output 1.3: Local communities have increased awareness of women’s economic rights and the benefits of women’s economic participation.

Brazil:

  • Outcome 1: Low-income women entrepreneurs (community leaders and artisans) have increased access to economic opportunities and resources to manage and sustain their businesses;
  • Outcome 2: Increased commitment and implementation of affirmative procurement policies and other policies promoting WEE in private and public sector companies;
  • Output 1.1: Ability of women community leaders and artisans is strengthened to create, legalize and/or manage their businesses more efficiently (started in year 1);
  • Output 1.2: Capacity of women entrepreneurs from Manaus is strengthened to have increased access to relevant credit services;
  • Output 1.3: Knowledge of women community leaders and artisans about gender equality and civic rights enhanced (started in year 1);
  • Output 1.4: Entrepreneurial skills of community peers of women community leaders and artisans enhanced (started in year 1);
  • Output 2.1: A model for affirmative procurement policies targeting women-owned and women-majority businesses is demonstrated;
  • Output 2.2: Capacity of Brazilian government and private sector institutions to formulate affirmative procurement policies and other policies promoting WEE strengthened.

Capacity development

Through capacity building, the programme strengthens the capacity of women in entrepreneurship by equipping with necessary skills to increase their potential for active engagement in economic processes and business development. The programme follows an approach that defines desired capacities, assesses capacity needs, identifies capacity interventions and systematically monitors change in the existing capacities. Capacity development interventions include training, technical assistance, development of resources and accessibility of information, among others.

Knowledge building and information sharing

The programme invests in knowledge sharing and exchange activities to ensure coherence and sound technical assistance. By developing number of knowledge products programme aimed to ensure transfer of knowledge for women’s economic empowerment. Knowledge products also aim at providing information and knowledge to facilitate capacity development in participating countries on women’s economic empowerment and entrepreneurship.

Partnership building, coordination and engaging with multiple stakeholders

By engaging with multiple stakeholders (government, TCCC, local companies) and creating or strengthening spaces for multi-stakeholder dialogue and strengthening joint commitment towards women’s economic empowerment. 

Programme management

The programme is managed by a joint UN Women Programme and Private Sector teams based in headquarters (HQ), and participating country teams comprising of a Programme Manager, and programme staff. Programme managers recruited in each project country are responsible for ensuring the overall implementation and day to day management of the programme at the country level.

Previous evaluation activities

A mid-term independent evaluation was conducted in late 2014,  for South Africa Project. The evaluation found the project to be relevant, with dedicated and flexible management that enabled activities to be conducted in a trusted and collaborative way. The evaluation found that project partners were fully engaged and teams in the capital and in the field were knowledgeable. The findings and recommendations provide a useful review that contribute to the strategic focus areas of this Evaluation.


Duties and Responsibilities

Final evaluation

Purpose of the evaluation

The final Evaluation will be independent and conducted by an external team. It is mandatory as reflected in the programme document and agreed with the TCCC. The Evaluation is being undertaken towards the completion of programme implementation. The Evaluation will assess improvements in project participating countries by reviewing the programme design, implementation arrangements and achieved results and outcomes. It will assess progress of the programme against stated outputs and outcomes, as well as identify valuable lessons and recommendations to further expand on and scale-up the work on women’s economic empowerment. 

Objectives of evaluation 

The main objectives of the Evaluation are as follows:

  • Analyze programme outcomes and assess effectiveness of the approach and strategies used by the programme countries to increase women’s economic empowerment;
  • Examine programme results in relation to the intended outcomes and outputs and identify the strengths and weaknesses in programme design and implementation to scale-up the lessons learned and improve future programming on women’s economic empowerment;
  • Examine critical factors that enable or hinder effective achievement of intended results;
  • Draw key lessons on the role of partnerships and multi-stakeholder mechanisms in the achievement of planned outputs and outcomes;
  • Provide recommendations on how to address the critical factors that hinder effective achievement of intended results;
  • Document lessons learned and best practices and provide recommendations to inform future work on women’s economic empowerment;
  • Assess institutional capacity and potential for sustainability of the on-going work in programme countries;
  • Assess implementation models and managerial structures created for the partnership.

Main audience

The main audience of the Evaluation is UN Women senior management, TCCC, programme coordinators and national partners.

Evaluation coverage and scope

The scope of the Evaluation will be defined by the timeframe and geographic coverage. The scope will include the project design, implementation and management, lessons learned, replicability and recommendations for current and future projects and initiatives.

Timeframe: The Evaluation will cover programme implementation from November 2012 until December 2015.

Geographic scope: The Evaluation will assess global and country-level programme components.  With regard to the country-level assessment, the Evaluation team will conduct field visits in participating programme countries (South Africa, Egypt and Brazil).

Evaluation criteria & corresponding draft questions

The Evaluation will address the five criteria of relevance, efficiency, effectiveness, sustainability, and impact. In addition, the Evaluation will endeavour to collect any lessons learned to date that can support programme implementation and future efforts. The Evaluation will make informed statements about the anticipated sustainability and potential for impact of the programme, based upon the results achieved to date. 

The following potential Evaluation questions are organized by each of the five Evaluation criteria. They are focused on the main, planned areas of programmatic achievement as described in the Project Document.

Potential evaluation questions

Relevance

Were the programmatic approaches and strategies appropriate to address the problem and to achieve planned results?

  • Is the programme design the most appropriate way to reach intended outcomes?  Are there other more efficient ways to achieve similar results?
  • Is the programme design appropriate for the cultural, political, and economic context of the selected country?
  • Are the objectives set for the programme appropriate and relevant to the programme countries? To UN Women and TCCC goals?

Efficiency

How efficiently has UN Women implemented the programme?

  • How efficiently and timely were programme activities implemented as per the work plans?
  • Have resources (financial, human, technical support, etc.) been allocated strategically to achieve the programmatic outcomes? Are expenditures in line with the planned programme budgets? If not, have revisions been made to the budgets?
  • What has been the quality of the programme monitoring and reporting including the use of various M&E tools?

Effectiveness

What has been the progress made towards achievement of the expected outcomes and expected results? What are the results achieved?

  • Is the implementation arrangement for the programme effective to achieve planned objectives? If not, how can it be improved?
  • How effective are the partnerships developed with national partners, the TCCC for delivering intended results of the programme? What are the existing gaps, and why do they exist?
  • How effectively has the programme management monitored performance and results of the programme?
  • What has been the effectiveness of direct actions such as conducting training, developing tools and providing recommendations?

Potential sustainability

What is the likelihood that the benefits from the programme will be maintained for a reasonably long period of time when the programme ceases?

  • Is the programme supported by national/local institutions? Do these institutions demonstrate leadership commitment to continue the work of the programme or replicate it?
  • How has the programme set in place mechanisms to ensure sustainability of its results?
  • To what extent has the programme supported knowledge transfer and capacity building of partners and what is the degree of institutionalization of approaches developed under the programme framework?

Impact

To what extent has the programme achieved the intended programme objectives?

  • Has the programme achieved the intended objectives? What are the gaps?
  • To what extent has the programme contributed to capacity development of Women entrepreneurs in target communities to establish and sustain their businesses?
  • To what extent women entrepreneurs have increased access to networking and business support?
  • To what extent has the programme increased economic opportunities and access to livelihoods, especially for the poor and excluded?
  • To what extent programme increased awareness on women’s economic rights and the benefits of women’s economic participation?
  • What documented changes have occurred since the start of the programme to incorporation of women empowerment principles within the private sector companies?

Lessons learned

What can we learn from this programme that will inform future work on women’s economic empowerment?

  • What are the best practices emerging from the programme?
  • What were the challenges that affected the programme’s ability to achieve desired results?
  • Have any potential practices or tools been used during the programme that could be replicable elsewhere?
  • What areas can be improved in regard to programme design, planning and implementation, especially with respect to setting targets, accelerating effective delivery of results and sustainability and impact?

Evaluation methodologies and process

Methods

The Evaluation will be a transparent and participatory process and will use a mixed-methods approach, primarily qualitative, that aligns with the final matrix of questions (to be completed by the Evaluation team in consultation with the Reference Group). However, it will also include quantitative data collection/analysis as feasible.  The evaluation will be based on gender and human rights principles, as defined in the UN Women Evaluation Policy, and adhere to the United Nations norms and standards for evaluation in the UN System.

The following data sources may be utilized, with data triangulated to ensure validity and reliability:

  • Desk review of documents;
  • Review of baseline data;
  • Interviews and focus groups;
  • Case studies;
  • Surveys.

Evaluation process

Inception phase:

  • Conduct an initial desk review of available documents;
  • Conduct brief interviews (via Skype or phone) with key stakeholders to refine the Evaluation scope and methodology;
  • Draft an Inception Report to be reviewed by the Reference Group;
  • Refine the Evaluation methodology/question matrix based on feedback and integrate proposed changes (as appropriate) into the final inception report.

Data collection phase:

  • A more in-depth review of specific documents;
  • Review existing baseline data (primarily from individual country-based research studies) to determine the available data with which to measure progress;
  • Conduct a quantitative survey, as feasible and in consultation with the Reference Group;
  • Conduct field visits – minimum 5 days mission - to interview key stakeholders and review national documents (as available);
  • Conduct follow-up, in-depth interviews with global, and national UN Women staff, partner organizations, TCCC, and others as necessary.

Analysis and report writing phase:

  • Review and analysis of all available data;
  • Prepare first draft of the synthesis Evaluation report;
  • Receive feedback from Reference Group on draft report and revise (as appropriate);
  • Submit final report and share main findings/recommendations through a final Evaluation meeting with the Reference Group.

The Evaluation results will be shared with UN Women, Programme as well as Strategic Partnership Division and participating country offices used to inform and improve future programming on women’s economic empowerment and private sector partnership.

Evaluation management

The Evaluation will be managed by Programme Division and Private sector team at UN Women Headquarters and the entire process will be conducted in accordance with UN Women Evaluation guidelines and UN Evaluation Group (UNEG) norms, standards and ethical guidelines. There will be oversight body established: the Reference Group to be consulted at agreed-upon points for review, comments, and guidance and provide advisory services to the overall evaluation process. The Programme Division team at HQ will manage the day-to-day aspects of the Evaluation process in collaboration with Evaluation Office. 

This Evaluation will be a participatory process and the Evaluation manager will consult with the TCCC, UN Women Programme Division and Private sector as well as programme country offices as required. At the end of the Evaluation, the Programme Division and Private sector team will draft the management response, in consultation with the Reference Groups, and support dissemination of the Evaluation report, findings and recommendations.

The Reference Group will provide direct oversight of the Evaluation process. The group will input into Evaluation preparatory documents and documents submitted by the Evaluation team. The Reference Group will comprise the Programme and Private Sector Division at UN Women HQ, a counterpart at the TCCC and three programme participating countries/coordinators will liaise with pertinent multi-stakeholder groups at the national level to inform them of the Evaluation process.

Timeframe & Deliverables

Following in-depth preparatory work, the Evaluation will be conducted from April to August 2016. 

There will be six main deliverables produced during the Evaluation:

  • Inception Report - This report will include a detailed Evaluation  methodology, Evaluation  question matrix, proposed data collection tools and analysis approach, and Evaluation work plan (with corresponding timeline);
  • Briefing to each country at the beginning of the field visit;
  • Field visits and PowerPoint Presentations to each country at the close of the field visit;
  • First draft of the Evaluation Report;
  • PowerPoint Presentation to Reference Group on Main Findings/Recommendations and proposed dissemination strategy.
  • Final Evaluation  Report.

The following provides an indicative timeframe and activities for the Evaluation and the corresponding deliverables:

Timeframe

Inception phase

7 April  2016:

  • Initial meeting with evaluation expert/team either in-person or via Skype (depending on where they are located);
  • Timeframe and work plan agreed.

18 April  2016:

  • Evaluation expert submits a draft Inception Report, including proposed methodology, work plan, and agreed-upon deliverables/timeframe;
  • Draft Inception Report.

18-25 April 2016:

  • Convene Reference Group to discuss Inception Report, provide feedback to evaluation expert, finalize methodology, questions, and work plan;
  • Evaluation Methodology, Question Matrix, and  work plan.

1 May 2016:

  • Evaluation expert submits revised Inception Report, and UN Women HQ shares the final inception report with country programme offices;
  • Final Inception Report.

Data collection phase

4–10 June 2016:

  • Evaluation expert conducts three country visits;
  • Field visits Completed.

10–24 June 2016:

  • Concurrently, evaluation expert conducts further document review, interviews with global, regional UN Women staff, partner organizations, donors, etc;
  • Review and Analysis of data.

Analysis, report writing and validation phase

 4 July 2016:

  • Evaluation expert submits first draft evaluation report, including summary country-level reports and summary of global efforts;
  • 1st draft evaluation report.

18 July 2016:

  • UN Women HQ, the reference group and Evaluation Division review first draft and provide feedback;
  • Feedback gathered.

18-27 July 2016:

  • UN Women HQ compiles all the feedback and shares with evaluation expert;
  • Feedback compiled and shared.

8 August 2016:

  • Evaluation expert submits final evaluation report;
  • Final Evaluation Report.

The evaluation criteria aligns with the UN Evaluation Group (UNEG) evaluation criteria.

UN Women, Evaluation policy of the United Nations Entity for Gender Equality and the Empowerment of Women (UNW/2012/12)

United Nations Evaluation Group, Norms and Standards for evaluation in the UN System, access at: http://www.uneval.org/normsandstandards/index.jsp?doc_cat_source_id=4

Annex I


Competencies

Core Values:

  • Demonstrates integrity and fairness by modeling UN values and ethical standards;
  • Demonstrates professional competence and is conscientious and efficient in meeting commitments, observing deadlines and achieving results;
  • Displays cultural, gender, nationality, religion and age sensitivity and adaptability.

Functional Competencies:

  • Knowledge of the UN programming and experience with applying UNEG guidances and recommendations are desirable;
  • Demonstrated ability to produce clear reports with in-depth analysis and strategic recommendations in English in the relevant fields;
  • Demonstrated ability to guide and advice multi-sectoral international teams on evaluation research and project design methodology;
  • Good  communication and interpersonal skills, ability to foster networks and partnerships;
  • Demonstrates openness to change and ability to manage complex programmes.


Required Skills and Experience

Education:

  • University degree (Masters) in social sciences, development, gender studies or other relevant field.

Experience: 

  • At least 10 years of experience in designing and leading evaluations and at least 5 in evaluation of development programmes. Experience in evaluation of programs with budget over USD 1million;
  • Technical expertise in gender equality and women’s economic empowerment;
  •  Extensive knowledge of and experience applying qualitative and quantitative Evaluation  methods, particularly at the outcome level;
  • Expert data analysis skills;
  • Strong ability to translate complex data into effective, written reports;
  • Experience in gender analysis;
  • Detailed knowledge of the role of the UN and its programming is desirable;
  • Process management and facilitation skills;
  • Familiarity with the key policies related to the women’s economic empowerment, particularly women entrepreneurship;
  • Familiarity with UN Women  policies and programmes related to women’s empowerment;
  • In-country or regional experience in at least one of the identified countries/regions.

Language:

  • Superior written and verbal command of English;
  • Knowledge of Portuguese is an asset.

The Evaluation will be conducted by an external Evaluation Expert. Depending on the need of the evaluation the expert may involve local expert in each country for technical support to conduct a complex Evaluation. The Evaluation Expert will demonstrate experience and expertise in leadership and coordination of Evaluations.  The Evaluation Expert will be responsible for coordination, preparation of the work plan, and presentation of the Evaluation deliverables to UN Women.

Application process

Only online applications will be considered. 

All applications must include:

  • Technical proposal as defined in Annex II and one or two examples of Evaluation reports recently completed when responding to the Terms of Reference (as an attachment);
  • Financial Proposal as defined in Annex III. Financial proposal must be submitted separately to the following e-mail address: natia.cherkezishvili@unwomen.org.

Annex 1

Evaluation methodology and criteria

Cumulative analysis methodology: A proposal selected on the basis of cumulative analysis where total score is obtained upon a combination of the weighted technical and financial attributes.

A two-stage procedure will be utilized in evaluating the proposals; the technical proposal will be evaluated with a minimum pass requirement of 80% of the obtainable 800 points assigned for technical proposal. A proposal shall be rejected at this stage if it fails to achieve the minimum technical threshold of 80% of the obtainable score of 800 points prior to any price proposal being opened and compared. The financial proposal will be opened only for those experts whose technical proposal achieved the minimum technical threshold of 80% of the obtainable score of 800 points and are determined to be compliant. Non-compliant proposals will not be eligible for further consideration.

The total number of points which an expert may obtain for its proposal is as follows:

Technical proposal: 800 points

Financial proposal: 200 points

Total number of points: 1000 points

Evaluation of financial proposal:

In this methodology, the maximum number of points assigned to the financial proposal is allocated to the lowest price proposal. All other price proposals receive points in inverse proportion.

A formula is as follows:

p = y (µ/z)

Where:

  • p = points for the financial proposal being evaluated;
  • y = maximum number of points for the financial proposal;
  • µ = price of the lowest priced proposal;
  • z = price of the proposal being evaluated.

The contract shall be awarded to the proposal obtaining the overall highest score after adding the score of the technical proposal and the financial proposal.

Evaluation of technical proposal:

The technical proposal is evaluated and examined to determine its responsiveness and compliancy with the requirements specified in these solicitation documents, specifically in the TOR above and its annexes. The quality of each technical proposal will be evaluated in accordance with the following technical evaluation criteria and the associated weighting (total possible value of 800 points):

Evaluation of experience, skills and technical proposal:

  • Technical expertise in gender equality and women’s economic empowerment; 5 years of experience and background on gender equality and women’s economic empowerment (Maximum points: 60);
  • Extensive knowledge of and experience applying qualitative and quantitative Evaluation  methods, particularly at the outcome level (Maximum points: 90);
  • A strong record in designing and leading Evaluations; 10 years of working experience in evaluation, and at least 5 in evaluation of development programmes. Experience in evaluation of programs with budget over USD 1million (Maximum points: 90);
  • In-country or regional experience in at least one of the identified countries/regions (Maximum points: 50);
  • Familiarity with UN Women policies and programmes related to women’s empowerment (Maximum points: 40);
  • Proficiency in English (Maximum points: 70);
  • Technical proposal highlighting approach to the evaluation and brief description of the methodology to be applied (format of the proposal is in annex II) (Maximum points: 400).

Maximum total technical scoring: 800 points

Annex II

Format of technical proposal

Technical Proposals not submitted in this format may be rejected.

Financial Proposal must be submitted to the following email address: natia.cherkezishvili@unwomen.org.

Proposer is requested to include a half page value statement indicating why they are most suitable to carry out the assignment.

Section A: Expertise and capability of proposer

Company’s organizational architecture

  • Background: Include a description of past and present experience and relationships that have a direct relationship to the performance of the TOR;
  • Explain any partnerships with local or other organizations relevant to the performance of the TOR.

Quality assurance procedures, risk and mitigation measures

  • Describe the potential risks for the performance of the TOR that may impact achievement and timely completion of expected results as well as their quality.  Describe measures that will be put in place to mitigate these risks. Provide certificate (s) for accreditation of processes, policy e.g. ISO etc.

Relevance of Specialized Knowledge and Experience on Similar Projects

  • Detail any specialized knowledge that may be applied to performance of the TOR. Include experiences in similar exercises particularly in conducting complex evaluations, Include links to relevant past evaluation reports (at least 1 report), preferably of programme evaluation;
  • Include any past evaluation and working experience in developing countries, as proven by having worked and/or having conducted evaluation in developing countries;
  • Provide at least 3 references.

Section B: Proposed work plan and approach

Analysis approach, methodology

  • Explain the understanding of UN Women’s needs for services;
  • Present the specific evaluation approach and methodology including the techniques for gathering and analyzing qualitative and quantitative data that are feasible within the timeframe of the evaluation, including for the case studies. The approach should incorporate human rights and gender equality principles as well as innovative presentations for evaluation findings. An evaluation matrix relating evaluation questions with evaluation criteria, with indicators and with means of verification should be included. This section should also include professional commitment to evaluation ethical guidelines, gender equality and evaluation;
  • Include a work-plan with realistic time frame and human resources if any;
  • Identify any gaps/overlaps in UN Women’s coverage based on the information provided.

Management - timeline, deliverables and reporting

  • Provide a detailed description of how the management for the requested services will be implemented in regard to the TOR.

Annex III

Format of financial proposal

The financial proposal must be prepared as a separate PDF file from the rest of the application. The components comprising the total price must provide sufficient detail to allow UN Women to determine compliance of proposal with requirements as per TOR of this assignment. The proposer shall include a complete breakdown of the cost elements associated with each line item and those costs associated with any proposed subcontract/sub-awards (separate breakdown) for the duration of the contract. Provide separate figures for each functional grouping or category.

Estimates for cost-reimbursable items, if any, such as travel, and out-of-pocket expenses should be listed separately.

In case of an equipment component to the service provided, the financial proposal should include figures for both purchase and lease/rent options. UN Women reserves the option to either lease/rent or purchase outright the equipment through the contractor.

In addition, the financial proposal must include, but not necessarily be limited to, the following documents:

A summary of the price in words and figures

Price breakdown

The price must cover all the services to be provided and must itemize the following:

An all-inclusive fee rate per working day for expert. The fee rate must include remuneration of each expert, all administrative costs of employing the expert and the margin covering the proposer’s overhead and backstopping facilities.

An all-inclusive daily subsistence allowance (DSA) rate (otherwise known as a “per diem rate”) for every day in which the expert(s) shall be in the field for purposes of the assignment.

An all-inclusive amount for necessary international travel and related expenses by the most appropriate means of transport and the most direct economy class practicable route. The breakdown shall indicate the number of round trips.

An all-inclusive amount for local travel, if applicable.

If applicable, other costs required for purposes of the assignment not covered in the foregoing or beneath paragraphs such as communication, printing and dispatching of reports to be produced during the assignment, rental and freight of any instruments or equipment required to be provided by the proposer for the purposes of the services, office accommodation, investigations, surveys, etc.

Summary of total cost for the services proposed. 

Schedule of payments: Proposed schedule of payment might be expressed by the proposer, and payment will be made by UN Women in the currency of the proposal. The payment schedule must be linked to the delivery of the outputs specified in your technical component.

All prices/rates quoted must be exclusive of all taxes, since the United Nations, including its subsidiary organs, is exempt from taxes.

Cost breakdown per deliverables (include price [lump sum, all inclusive], percentage of total price, and delivery time/time period [if applicable]):

  • Inception Report: This report will include a detailed Evaluation  methodology, Evaluation  question matrix, proposed data collection tools and analysis approach, and Evaluation work plan (with corresponding timeline);
  • Briefing to each country at the beginning of the field visit;
  • Field Visits and PowerPoint Presentations to each country at the close of the field visit;
  • First draft of the Evaluation Report;
  • PowerPoint Presentation to Reference Group on Main Findings/Recommendations and proposed dissemination strategy;
  • Final Evaluation  Report.

Total USD

Only short-listed candidates will be contacted.
Applications submission deadline: 18 March 2016.
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