Mid Term Review of the UN Women Africa Strategy Internation Consultant

Advertised on behalf of :

Location : Home based, UGANDA
Application Deadline :30-Aug-19 (Midnight New York, USA)
Type of Contract :Individual Contract
Post Level :International Consultant
Languages Required :
English   French  
Starting Date :
(date when the selected candidate is expected to start)
Duration of Initial Contract :6 months
Expected Duration of Assignment :6 months


UN Women, grounded in the vision of equality enshrined in the Charter of the United Nations, works for the elimination of discrimination against women and girls; the empowerment of women; and the achievement of equality between women and men as partners and beneficiaries of development, human rights, humanitarian action, peace and security. To fulfill its mandate in Africa, UN Women developed the first ever Africa-wide Strategy in 2017 to synergize, coordinate and exchange learning between the three regions, East and Southern Africa, West and Central Africa and North Africa, in their bid to promote gender equality and the empowerment of women and girls on the continent.

The Africa Strategy recognizes that the continent is both diverse and similar in many political, socio-cultural and economic contexts. These extremes provide opportunities for interventions in the realm of gender equality and empowerment of women and girls.? The Africa Strategy is informed by the UN Women Global Strategic Plan 2018 – 2019; and contributes to the aspirations of the African Union Agenda 2063 and Global Agenda 2030. To realize its intentions, the Africa Strategy has (i) four main outcomes - Women lead participate in and benefit equally from decision making processes; Women have income security decent work and economic autonomy; Women and girls live a life free from all forms of violence; Women and girls contribute to building sustainable peace and resilience and benefit equally from humanitarian action; (ii) three Pan African Programs – Ending Child Marriage; Women’s Movement and Migration and Trafficking in women and girls; and (iii) three enablers – investing in influencing socio-cultural norms; supporting access to education for women and girls; and technology.

To implement the Africa Strategy, the three regions apply a bi-furcated approach: (i) mainstreaming of gender equality and women’s empowerment through influencing and providing technical and policy support to Member States; and (ii) undertaking targeted interventions through programmes that address women’s leadership and participation in economic, social and political spheres; ending discrimination, marginalization and exclusion of women and girls, preventing and responding to violence against women and girls; strengthening women’s resilience and enhancing equal access to basic essential services.

In terms of leadership to this MTR exercise, ESARO is leading on behalf of the other two regions. With this backdrop, the UN Women Regional Office for East and Southern Africa invites applications from qualified experts to undertake a mid-term review of the Africa Strategy. The review will assess the collective output results at country, regional and continental level. It will also identify synergies, gaps, overlaps and missed opportunities; and the extent to which implementation of the strategy has contributed to transformative change that goes beyond the scope of programs and projects to help select country progress towards achieving the SDGs. The review process will aim at generating an assessment of results, successes, challenges and lessons learnt from 2018 – 2019 that will feed into the next programming cycle; and will be conducted in an inclusive manner that promotes national and regional ownership through meaningful engagement of reference groups.


Purpose and use of the mid-term review

Reviews in UN Women are guided by normative agreements to be gender-responsive and utilizes the entity’s Strategic Plan as a starting point for identifying the expected outcomes and impacts of its work and for measuring progress towards the achievement of results. The UN Women Evaluation Policy and the UN Women Evaluation Strategic Plan 2014-2017 are the main guiding documents that set forth the principles and organizational framework for review planning, conduct and follow-up in UN Women. These principles are aligned with the United Nations Evaluation Group (UNEG) Norms and Standards for Evaluation in the UN System and the UNEG Ethical Guidelines.


The key principles for gender-responsive reviews at UN Women are: 1) National ownership and leadership; 2) UN system coordination and coherence with regard to gender equality and the empowerment of women; 3) Innovation; 4) Fair power relations and empowerment; 5) Participation and inclusion; 6) Independence and impartiality; 7) Transparency; 8) Quality and credibility; 9) Intentionality and use of evaluation; and 10) Ethics.


Specifically, the intention of this mid-term review of the Africa Strategy will be to:

  1. Demonstrate results and accountability to stakeholders by providing information about outputs, intended and unintended effects of gender equality and women’s empowerment;
  2. Provide credible and reliable evidence for decision making by providing information about the strategy’s design, implementation, knowledge products and resource allocation by providing information on how the Strategy meets beneficiaries’ needs, partner coordination and resource allocation; and
  3. Contribute to lessons learned about normative, operational and coordination work by providing information about what is working well, what is not and the missed opportunities if any.


The primary intended users of this review will be:

  • Relevant staff in target ministries, local government and targeted government institutions, and participating CSOs
  • Target beneficiary communities/groups
  • Relevant staff in collaborating UN-agencies.
  • UN Women Headquarters
  • Development partners



  1. To assess the progress of the Africa Strategy to date and interrogate the activities, factors and modalities that facilitate or hinder the achievement of results;
  2. To assess the relevance, effectiveness, efficiency and sustainability of the implementation interventions;
  3. To assess the appropriateness of the beneficiaries that the Africa Strategy interventions are targeting;
  4. To interrogate the Africa Strategy’s Theory of Change;
  5. To project, with its current momentum, how effectively the Africa Strategy is on course to reach its intention by 2021;
  6. To assess the perception of the beneficiaries and partners on the Africa Strategy country level interventions;
  7. To learn and improve decision-making to support the development of new programmes and interventions;
  8. To assess how well we are communicating about the UN Women work in line with the AAS.
  9. To assess the quality of partnerships with both implementing and technical partners.
  10. To assess the extent to which the Africa Strategy contributes to regional initiatives;


Review Questions

This review will apply four OECD/DAC evaluation criteria (relevance, effectiveness (including normative, and coordination mandates of UN Women), efficiency, and sustainability). The review will seek to answer the following key questions:


  • Relevance
    • Is the portfolio aligned with international gender equality human rights norms?
    • To what extent have lessons learned been shared with or informed global normative work and other country offices?
    • Is the choice of partners most relevant to the situation of women and marginalized groups?
    • What contribution is UN Women making to UN coordination on GEEW in the different countries? Which roles is UN Women playing in this field in the different countries?
    • Is the portfolio aligned with national policies?
    • Is the choice of interventions most relevant to the situation in the target thematic areas?
    • Is the thematic focus across the portfolio appropriate?
    • Do interventions target the underlying causes of gender inequality?
    • Was the technical design of the Strategic Note relevant?
  • Effectiveness
    • To what extent have planned outputs been achieved on time?
    • Are interventions contributing to the expected outcomes? For who?
    • What unexpected outcomes (positive and negative) have been achieved? For who?
    • What has UN Women’s contribution been to the progress of the achievement of outcomes?
    • Does the organization have access to the necessary skills, knowledge and capacities needed to deliver the portfolio?
    • To what extent has gender equality and women’s empowerment been mainstreamed in UN joint programming such as UNDAF?
    • What are the main enabling and hindering factors to achieving planned outcomes?
  • Efficiency
    • Are the interventions achieving synergies within the UN Women portfolio and the work of the UN Country Team?
    • Is the balance and coherence between programming-operational, coordination and policy-normative work optimal?
    • What is UN Women’s comparative advantage compared with other UN entities and key partners?
    • How can the workload across mandates be prioritised most effectively?
    • To what extent does the UN Women management structure support efficiency for implementation?
    • Has a Results Based Management system been established and implemented? How efficiency
  • Sustainability
    • Is there national ownership and are there national champions for different parts of the portfolio?
    • To what extent was capacity of partners developed in order to ensure sustainability of efforts and benefits?
    • What local accountability and oversight systems have been established to support the continuation of activities?
  • Human Rights and Gender Equality
    • What contribution is UN Women making to implementing global norms and standards for gender equality and the empowerment of women?
    • To what extent is the portfolio changing the dynamics of power in relationships between different groups?
    • Has the portfolio been implemented according to human rights and development effectiveness principles: Participation/empowerment; Inclusion/non-discrimination; National accountability/transparency?

The final questions will be contextualized and adapted for each country and agreed upon as part of the inception phase.

Duties and Responsibilities


  1. Geographical coverage – the review will take place in select countries in two of the three regions in Africa, namely Eastern and Southern Africa (ESARO); and Western and Central Africa (WCARO).
  2. Content – the review, being a formative assessment, seeks to strengthen the Africa Strategy interventions and their contribution to the outputs as per the result M&E framework. The review will interrogate the changes in skills or abilities of individuals or institutions, or the availability of new products, services and innovations that are a consequence or result of the interventions being implemented with UN Women’s support on the African continent. Any discrepancies between the expected outputs and the actual status will also be examined. In addition, where outcomes, which are the changes in institutional and behavioral capacities, readily render themselves, shall also be assessed.
  3. Time frame – the review will cover the implementation period from 2018 to 2019.
  4. Thematic coverage – the review will cover the following themes:
    • Women’s political participation and engagement in decision making;
    • Women’s economic empowerment;
    • Ending violence against women; and
    • Peace, security and humanitarian action.
    • The three Pan African Programs – Ending Child Marriage; Women’s Movement and Migration and Trafficking in women and girls;
    • The AS enablers – investing in influencing socio-cultural norms; supporting access to education for women and girls; and technology
  5. Resources – the budgets and personnel allocated to each of these thematic areas will also be reviewed to analyze their sufficiency in realizing value for money.


  1. Evaluation Design
    • Sampling – Desk review will be undertaken in all the countries in ESARO and WCARO where UN Women has presence; while country visits will take place in Nigeria, Cameroon, South Africa, Mali, Rwanda, Kenya, Uganda, Tanzania and Ethiopia for further insights.
  2. Data collection – the review will apply mixed methods i.e. quantitative and qualitative data collection methods and analytical approaches to account for complexity of gender relations and to ensure participatory and inclusive processes that are culturally appropriate. The data collection will rely on two sources of data:
    • Secondary data – this will be grey literature produced by UNW country offices that is not controlled by commercial publishing. This will include research, knowledge products, project documents and reports;
  • Primary data
    • Target country visits –visit to selected target countries to gain first-hand insights on the Africa Strategy implementation.?
    • Respondents – (i) institutional which will include inter alia, government line ministries, African Union, Regional Economic Communities (RECs), partners, women’s movements; UN Agencies, Academia, donors (ii) project beneficiaries – which will include inter alia, women in the political space, female students, females in humanitarian settings, women entrepreneurs, survivors of VAW and women farmers.

3. Data extraction instruments and methods – these will include:

  • semi-structured questionnaire that will be used to ask respondents a series of predetermined but open-ended questions.
  • Key Informant Interviews for institutional respondents,
  • In Depth Interviews for specialized institutional respondents,
  • Focus Group Discussions
  • Case Studies
  • Most significant change – this will involve generating and analyzing personal accounts of change and articulating both the intended and unintended change; how the change came about i.e. processes and causal mechanisms to support the Strategy’s theory of change.
  • Stakeholder workshop – the preliminary findings obtained will be validated through a debrief with reference groups and the Africa Strategy evaluation team.

4. Data Analysis

This review is expected to take a gender-responsive approach. This means that the review will use a systematic approach to examining factors related to gender that assesses and promotes gender equality issues and provides an analysis of the structures of political and social control that create gender equality. This technique will ensure that the data collected is analysed in the following ways:

  1. Assessing the extent to which the Strategy was guided by the relevant international and regional normative frameworks for gender equality and women’s rights, UN system-wide mandates and organizational objectives
  2. Determining the claims of rights holders and obligations of duty bearers and identifying trends, common responses and differences between groups of stakeholders
  3. Assessing the extent to which participation and inclusiveness was maximized in the interventions
  4. Triangulating information to identify similarities and/or discrepancies in data obtained in different ways (i.e., interviews, focus groups, observations, etc.) and from different stakeholders (e.g., duty bearers, rights holders, etc.)
  5. Identifying the context behind the numbers and people (using case studies to illustrate broader findings or to go into more depth on an issue) by analysing also relationships and power dynamics, and the structures that contribute to inequalities.
  6. Assessing the extent to which sustainability was built into the intervention through the empowerment and capacity building of women and groups of rights holders and duty bearers


Reporting:The International Consultant will directly report to the Monitoring and Reporting Specialist with overall guidance from the Country Representative, Uganda.



  1. Inception report
  2. Work plan
  3. Draft MTR report
  4. Final MTR report – at a minimum it should contain:
    • Table of content
    • Executive Summary
    • Introduction
    • Purpose and Objectives of the MTR
    • Methodology
    • ???Findings
    • Recommendations
    • Conclusions
    • Annexes




1. Inception report - 15 days (Home Based)

2. Desk review - 15 days (Home Based)

3. Desk review/analysis from RMS -15 days (Home Based)

4. Field visits:

  • Field visits – Uganda Aide memoire - 10 days
  • Field visits – Tanzania Aide memoire - 10 days
  • Field visits – Ethiopia Aide memoire - 10 days
  • Field visits – Nigeria Aide memoire - 10 days
  • Field visits – Mali Aide memoire - 10 days
  • Field visits – Cameroon Aide memoire - 5 days
  • Field visits – South Africa Aide memoire - 10 days

5. Draft report - 10 days (Home Based)

6. Final report - 5 days (Home Based)


Evaluation Governance

The MTR exercise will have the following management structures:

  1. Country Office Evaluation Manager and Regional Evaluation Specialists for coordination and day-to-day management;
  2. Evaluation Management Group for administrative support and accountability: RD/DRD, Country Representative or Deputy Country Representative, Evaluation Manager, Regional Evaluation Specialists
  3. Evaluation Reference Group for substantive technical support: UN Women Program staff, National government partners, Development partners/donors, UNCT representatives, Civil Society partners.

The main roles and responsibility during the process will include the following amongst others:

Evaluation team

  1. To avoid conflict of interest and undue pressure, the members of the evaluation team need to be independent, implying that they must not have been directly responsible for the design, or overall management of the subject of the evaluation, nor expect to be in the near future.
  2. Evaluators must have no vested interest and must have the full freedom to conduct their evaluative work impartially. They must be able to express their opinion in a free manner.
  3. The evaluation team prepares all evaluation reports, which should reflect an agreed- upon approach and design for the evaluation from the perspective of the evaluation team, the evaluation manager and RES.

Evaluation Manager

  1. Conducts a preliminary assessment of the quality of reports and comments for action by the evaluation team
  2. Provides substantive comments on the conceptual and methodological approach and other aspects of the evaluation design
  3. Manages logistics for the field mission
  4. Initiates timely payment of the evaluation team
  5. Coordinates feedback on the draft and final report from the regional evaluation specialist, management and reference groups
  6. Maintains an audit trail of comments on the evaluation products so that there is transparency in how the evaluation team is responding to the comments

Evaluation Management and Reference Groups (including the CO M&E focal points, selected Program Specialists, and Regional Evaluation Specialist)

  1. Provide substantive comments and other operational assistance throughout the preparation of reports.
  2. Where appropriate, participates in meetings and workshops with other key partners and stakeholders before finalization of reports.


  1. Primary data will only be collected in select countries in Africa and in only two regions.
  2. Being a mid-term review, outcome results will not be assessed, unless where they readily render themselves.
  3. Aggregation for secondary data may be difficult particularly where different methodologies of data collection in different countries was applied.


Core Values:

  • Respect for Diversity
  • Integrity
  • Professionalism

Core Competencies:

  • Awareness and Sensitivity Regarding Gender Issues
  • Accountability
  • Creative Problem Solving
  • Effective Communication
  • Inclusive Collaboration
  • Stakeholder Engagement
  • Leading by Example

Functional Competencies

The international consultant is expected to demonstrate evidence of the following capabilities:

  1. Documented previous experience in conducting gender-responsive evaluations
  2. A strong record in designing and leading evaluations, extensive experience in applying qualitative and quantitative evaluation methods incl. data analysis skills
  3. Proven knowledge and experience with theory-based evaluation designs
  4. Knowledge of international normative standards on women’s rights and gender mainstreaming processes
  5. Technical competence in the thematic areas to be evaluated
  6. Knowledge of the role of UN Women and its programming, coordination and normative roles at the regional and country level
  7. Excellent ability to communicate with stakeholders including process management and facilitation skills
  8. Country or regional experience in Eastern and Southern Africa and WCARO incl. fragile state experience


  1. Ethical Code of Conduct

UN Women has developed the UN Women Evaluation Consultants Agreement Form for evaluators that must be signed as part of the contracting process, which is based on the UNEG Ethical Guidelines and Code of Conduct. The signed Agreement will be annexed to the consultant contract. The UNEG Guidelines note the importance of ethical conduct for the following reasons:

  1. Responsible use of power: All those engaged in evaluation processes are responsible for upholding the proper conduct of the evaluation.
  2. Ensuring credibility: With a fair, impartial and complete assessment, stake- holders are more likely to have faith in the results of an evaluation and to take note of the recommendations.
  3. Responsible use of resources: Ethical conduct in evaluation increases the chances of acceptance by the parties to the evaluation and therefore the likelihood that the investment in the evaluation will result in improved outcomes.


The evaluators are expected to provide a detailed plan on how the following principles will be ensured throughout the evaluation (see UNEG Ethical Guidance for descriptions): 1) Respect for dignity and diversity; 2) Right to self-determination; 3) Fair representation; 4) Compliance with codes for vulnerable groups (e.g., ethics of research involving young children or vulnerable groups); 5) Redress; 6) Confidentiality; and 7) Avoidance of harm.

Specific safeguards must be put in place to protect the safety (both physical and psychological) of both respondents and those collecting the data. These should include:

  1. A plan is in place to protect the rights of the respondent, including privacy and confidentiality
  2. The interviewer or data collector is trained in collecting sensitive information, and if the topic of the evaluation is focused on violence against women, they should have previous experience in this area
  3. Data collection tools are designed in a way that are culturally appropriate and do not create distress for respondents
  4. Data collection visits are organized at the appropriate time and place so as to minimize risk to respondents
  5. The interviewer or data collector is able to provide information on how individuals in situations of risk can seek support


The evaluation’s value added is its impartial and systematic assessment of the programme or intervention. As with the other stages of the evaluation, involvement of stakeholders should not interfere with the impartiality of the evaluation.

The evaluator(s) have the final judgment on the findings, conclusions and recommendations of the evaluation report, and the evaluator(s) must be protected from pressures to change information in the report.

Additionally, if the evaluator(s) identify issues of wrongdoing, fraud or other unethical conduct, UN Women procedures must be followed, and confidentiality be maintained. The UN Women Legal Framework for Addressing Non-Compliance with UN Standards of Conduct, and accompanying policies protecting against retaliation and prohibiting harassment and abuse of authority, provide a cohesive framework aimed at creating and maintaining a harmonious working environment, ensuring that staff members do not engage in any wrongdoing and that all allegations of wrongdoing are reported promptly, investigated and appropriate action taken to achieve accountability. The UN Women Legal Framework for Addressing Non-Compliance with UN Standards of Conduct defines misconduct and the mechanisms within UN Women for reporting and investigating. More information can be provided by UN Women if required.

Required Skills and Experience


  • A Masters Degree or equivalent in Devepment Economics, Devevelopment Studies, Public Health, Public Administration or related area.


  • A minimum of 5 years experience in conducting evaluations and nationall surveys.

Language Requirements:

  • Fluency in English and French is required
  • Working knowledge any other official UN language is an asset


Application Process


Interested qualified individual consultants must apply online by latest by August 30th, 2019 and include “Consultant Africa Strategy” in the subject line. Candidates should submit one PDF File attachment containing (1) a letter of interest, (2) a personal CV and UN Women P11 dully filled form with at least three (3) professional references (UN Women Personal History Form (P11), can be downloaded at?http://www.unwomen.org/about-us/employment; (3) technical and financial proposal, (4) availability during the months [September, 2019 – February, 2020].

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.

If you are experiencing difficulties with online job applications, please contact erecruit.helpdesk@undp.org.

© 2016 United Nations Development Programme