Background & Rationale
Since late 2013 there has been renewed interest by various donors, agencies and implementing partners in convening an Interagency Group focused specifically on supply chain issues for public health commodities[1]. The purpose of this group is to provide better coordinated and more effective support to countries ensuring sustainable access to quality essential health commodities for beneficiaries regardless of where they live. In line with an end-to-end supply chain approach, the group also works to coordinate global-level efforts where appropriate.
Interagency collaboration is frequently described as a pivotal element in public health problem solving (Gajda 2004, Lasker and Weiss 2003, Sloper 2004, Zahner 2005), yet there is little evidence to document the conditions under which interagency collaboration is effective for implementing country supply chain programs. Interagency collaboration is effective for implementing country supply chain programs. Interagency collaboration per se does not guarantee problem solving, rather it serves as a platform to provide an opportunity for organizations to reach beyond their means and achieve complex public policy goals (Daley at al).
Through interagency collaboration, the level of services provided by agencies, both at a global and country level can be maximized and program costs can be reduced (Johnson 2003). Addressing many of the supply chain challenges, such as integrated strategic planning, logistics management information systems, distribution, human resources strengthening and capacity building, procurement, financing, KPIs and county assessments necessitate close collaboration between governments, UN agencies, donors, foundations and other partners.
Much of the anecdotal work to date exploring interagency collaboration has tended to examine levels of collaboration as opposed to empirically exploring the effectiveness of collaborative relationships. Although important, there is clearly a need to augment this work by systematically examining effective collaborative relationships and the key elements that foster and maintain these relationships. Although this is a challenging task, it is also critical to fully understand when interagency collaboration translates to improved outcomes.
Purpose
The goal of this short term assignment is to understand key success factors as well as success inhibitors towards greater coordination, collaboration, convergence and, where relevant, consolidation of in-country supply chain investments made by ISG partners, and propose specific recommendations to the ISG and Global Leaders Group, on the basis of lessons learned from a sample of countries receiving significant investments and support from several partners. The proposed list of countries includes Zambia, Ethiopia, Tanzania, DRC and Nigeria.
The consultant will works with the RMNCH Strategy & Coordination Team (SCT) and members of the Interagency Supply-Chain Group (ISG) in defining the method and approach for this assignment. The RMNCH SCT, on the basis of discussions with the ISG, will provide guidance on approaches to the methodology that can be adopted or tailored. The assignment will be largely driven by in-country visits; quantitative in-country analysis; and semi-structured and open ended interviews with key stakeholders at global, regional and country level.
In defining the methodology, the consultant will take into consideration the following:
Expected results: (measurable results)
Deliverables
Duration
(Estimated # of Days)
Deadline
Detailed inception report two weeks after being awarded the assignment, including review approach, data collection, analysis and synthesis methods, with timelines.
10 days
15 December 2015
Draft Report addressing the goal outlined above, including specific recommendations to be shared with the RMNCH SCT and ISG for review.
30 days
31 January 2016
Final Report addressing the goal outlined above, including specific recommendations to be shared with the ISG and the Global Leaders Group.
20 days
29 February 2016
total
60 days
Duty Station
The consultant will work remotely with periodic visits to UNICEF New York Headquarters.
Timeframe
Start date: 1 December 2015 End date: 29 February 2016
Key competences, technical background, and experience required Deadline
How to Apply
Applicants are requested to send their submissions to pdconsultants@unicef.org with subject line:
“Interagency Supply Chain Group (ISG) Review” by 25 November, 2015, 5:00pm EST.
Applications must include:
Please indicate your ability, availability and daily/monthly rate (in US$) to undertake the terms of reference above. Applications submitted without a daily/monthly rate will not be considered.
NOTE: Files should not exceed 5.0MB limit
UNICEF 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.
[1] This group includes (but is not limited to) USAID, The Global Fund, GAVI, UNICEF, UNFPA, WHO, The Bill and Malinda Gates Foundation, The World Bank, DFID, Norad, DFATD, WFP and KfW.
