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Request for Proposal (RFP)
Date: 21 May 2012
Dear Sir/Madam,
Subject: RFP for the Provision of Services to Conduct a Corporate Evaluation of UN
WOMEN’s contribution to increase women’s leadership and participation in peace and security
and Humanitarian Response.
1. You are requested to submit a proposal for the design and conduct of a Corporate Evaluation
of UN WOMEN’s contribution to Increase Women’s Leadership and Participation in Peace
and Security and Humanitarian Response, as per enclosed Annex III.
2. To enable you to submit a proposal, attached are:
i. Instructions to Offerors …………… (Annex I)
ii. General Conditions of Contract……. (Annex II)
iii. Terms of Reference (TOR)………… (Annex III)
iv. Proposal Submission Form …………(Annex IV)
v. Financial Proposal ………………….(Annex V)
3. Your offer comprising of technical proposal and financial proposal, in separate sealed
envelopes should reach the following address no later than 06:00 pm Friday June 15th, 2012
EST at:
220 East 42nd Street
New York, NY 10017
to the attention of :
Belén Sanz Luque
UN Women Evaluation Office
In order to facilitate the submission of both Technical and Financial proposals, the submission
duly stamped and signed can be done electronically in PDF format and send to
unwomen.eval.rfp@unwomen.org. Technical and Financial proposals should be sent as
separate PDF files. If the Technical and Financial proposals are sent in the same PDF file,
they will be rejected. The financial proposal must be password protected.
4. If you require additional information, we would endeavor to provide information
expeditiously, but any delay in providing such information will not be considered a reason
for extending the submission date of your proposal.
5. You are requested to acknowledge receipt of this letter and to indicate whether or not you
intend to submit a proposal.
Yours sincerely,
Belén Sanz Luque
UN Women Evaluation Chief
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Annex I
Instructions to Offerors
A. Introduction
1. General
The UN Women Evaluation Office seeks for a firm/institution or individual consultants to assist
in the design and conduct of a corporate evaluation of UN WOMEN’s contribution to increase
women’s leadership and participation in peace and security and humanitarian response.
UN Women prioritizes the area of increasing women’s leadership in Peace and Security and
Humanitarian Response in its Strategic Plan (2011-2013), with specific goals and outcomes to
support the implementation of intergovernmental commitments on peace and security, including
those from the Beijing Platform for Action, SCRs 1325, 1820, 1888, 1889 and 1960, and relevant
regional commitments. UN Women’s work on Peace and Security advocates for better UN
System response to women’s needs and capacities in conflict and post-conflict settings,
strengthening national capacity and assisting peacebuilding processes in high-risk countries to
implement activities to increase women’s leadership and participation through the provision of
high quality technical services and advocacy at the national level. Initiatives range from
increasing women’s participation in decision-making, promoting the use of gender perspectives
in policy development to strengthening the protection of women during and after conflicts,
countering conflict-related sexual and gender based violence, amplifying calls for accountability
and redress and advancing the status of women in post-conflict settings.
The relatively recent creation of UN Women and the body of work on peace and security issues
of its predecessor entities necessitates that this evaluation have both summative and formative
elements to successfully bridge the gap between the past and the future: its purpose is to
determine the contribution of UN Women to increase women’s leadership and participation in
peace and security, extracting the results achieved and lessons learned by the predecessor entities
and examine these in the context of the new Strategic Plan and its aspirations in this area. It will
also assess the coherence of the design of the humanitarian response area in the context of UN
Women’s mandate to provide forward looking recommendations.
The evaluation will involve assessing the work of the predecessor entities of UN Women and,
more specifically, their achievement of results at the global, regional and country levels1 against
their mandates. It will identify the strengths and weaknesses of programmes that have been
implemented and of other non-programmatic initiatives (e.g. support to UN political missions,
inter-agency work, trainings, etc.). It will also analyze how UN Women has strategically
positioned itself since its creation to implement its normative, operational and coordination
mandate in regards to peace and security and humanitarian response.
The evaluation is expected to provide forward-looking and actionable recommendations, based
on previous work conducted and the current positioning of UN Women in this area. It will
inform management decisions, planning and programming strategies with the goal of
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maximizing the comparative advantage of UN Women. It will also allow UN Women to track
effectiveness in this field by gathering information on organizational performance and
contribution to development and management results, including UN coordination and
intergovernmental support.
Offerors can submit a technical and financial proposal as a firm or as individual consultants.
In the case of a firm/institution, offerors need to submit a (1) proposal submission form; (2) a
technical part of the proposal, including work plan, composition of the team and documentation
to demonstrate that the offeror meets all requirements (CVs of team leader and team members
and 2 samples of evaluation reports), (3) a financial proposal completed in accordance with
clauses 8 and 9; and (4) proof of vendor eligibility including latest financial statements.
In the case of individual consultants, individuals need to submit (1) proposal submission form;
(2) latest CV; (3) short background in form of narrative based on the profile they are applying for
(either Team Leader with experience in evaluation of peace and security and humanitarian
response programmes or Senior Gender Equality Expert or Senior Evaluation Expert) and 1
sample evaluation report (4) a financial proposal including daily fees and operational costs; e.g.
travels, stationary, communication costs, etc in separate envelope and PDF file password
protected. Please refer to the Annex 3 of the Terms of Reference (TOR) for the details of the
individual profiles.
2. Cost of proposal
The Offeror shall bear all costs associated with the preparation and submission of the Proposal,
UN Women will in no case be responsible or liable for those costs, regardless of the conduct or
outcome of the solicitation.
B. Solicitation Documents
3. Contents of solicitation documents
Proposals must offer services for the total requirement. Proposals offering only part of the
requirement will be rejected. The Offeror is expected to examine all corresponding instructions,
forms, terms and specifications contained in the Solicitation Documents. Failure to comply with
these documents will be at the Offeror’s risk and may affect the evaluation of the Proposal.
4. Clarification of solicitation documents
A prospective Offeror requiring any clarification of the Solicitation Documents may notify the
procuring UN Women entity in writing at the organization’s mailing address indicated in the
RFP. The procuring UN Women entity will respond in writing to any request for clarification of
the Solicitation Documents that it receives earlier than two weeks prior to the deadline for the
submission of Proposals. Written copies of the organisation’s response (including an explanation
of the query but without identifying the source of inquiry) will be sent to all prospective Offerors
that has received the Solicitation Documents.
5. Amendments of solicitation documents
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At any time prior to the deadline for submission of Proposals, the procuring UN Women entity
may, for any reason, whether at its own initiative or in response to a clarification requested by a
prospective Offeror, modify the Solicitation Documents by amendment.
All prospective Offerors that have received the Solicitation Documents will be notified in writing
of all amendments to the Solicitation Documents.
In order to afford prospective Offerors reasonable time in which to take the amendments into
account in preparing their offers, the procuring UN Women entity may, at its discretion, extend
the deadline for the submission of Proposals.
C. Preparation of Proposals
6. Language of the proposal
The Proposals prepared by the Offeror and all correspondence and documents relating to the
Proposal exchanged by the Offeror and the procuring UN Women entity shall be written in the
English language. Any printed literature furnished by the Offeror may be written in another
language so long as accompanied by an English translation of its pertinent passages in which
case, for purposes of interpretation of the Proposal, the English translation shall govern.
7. Documents comprising the proposal
The Proposal shall comprise the following components:
For Firms/Institutions
(a) Proposal submission form;
(b) Technical part of the Proposal, including work plan, composition of the team and
documentation to demonstrate that the Offeror meets all requirements (CVs of team leader
and team members and 2 samples of evaluation reports)
(c) Financial Proposal completed in accordance with clauses 8 and 9;
(d) Proof of vendor eligibility including latest financial statements
For individual consultants
(a) Proposal submission form;
(b) Latest CV
(c) Short background in form of a narrative based on the profile applying for (Team Leader with
experience in evaluation of peace and security and humanitarian response programmes or
Senior Gender Equality Expert or Senior Evaluation Expert) and 1 sample of evaluation
report
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(d) Financial proposal that includes Daily Fees and operational costs
8. Proposal form
The technical part of the Proposal should not contain any pricing information whatsoever on the
services offered. Pricing information shall be separated and only contained in the Financial
Proposal for both firms/entities and for individual consultants.
For Firms/Institutions
The Offeror shall structure the technical part of its Proposal as follows:
(a) Quality of Technical Proposal:
The quality of the technical refers to the quality of the evaluation approach and
methodology, the evaluation matrix, and the work-plan (Please refer to the Terms of
Reference (TOR) for additional information)
The proposal should present an evaluation approach and methodology, including the
specific approach and a variety of techniques for gathering and analyzing qualitative and
quantitative data that are feasible and applicable in the timeframe, budget and context of
the evaluation, and incorporates human rights and gender equality perspectives. It should
include a matrix that clearly addresses the TOR, relating evaluation Questions with
evaluation Criteria, with Indicators and with Means of verification. It should also contain
a work-plan with realistic time frame and human resources. Motivation and ethics should
also be reflected in the proposal.
(b) Team Composition
The team leader and all team’s experience and qualifications should meet the criteria
indicated in the TOR. This section should specify whether or not the proposed team is
gender balanced and cross-culturally diverse.
The section should also describe the responsibilities during the evaluation process and the
general management approach towards an evaluation of this kind.
It should also specify the exact team composition and the division of tasks amongst the
different members of the team.
For individual consultants
Individual consultants’ experience and qualification should individually meet the criteria
indicated in the TOR.
The short background should include previous experience in the field of evaluation, gender
expertise and general approach towards an evaluation of this kind. Motivation and ethics should
be reflected in the background document.
9. Financial Proposal
For Firms/Institutions
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The Offeror shall indicate on an appropriate Financial Proposal, an example of which is
contained in these Solicitation Documents, the prices of services it proposes to supply under the
contract.
The financial proposals by the Firms/Institutions should be submitted using the template
provided in Annex 5. In addition to the formula used for identifying the score of financial
proposals, they will also be assessed qualitatively in terms of sufficient allocation of funds, time
effort of different team members and the overall realism and feasibility of the allocation of
budget and human resources to implement the proposed evaluation methodologies and work plan
in the technical proposal.
For individual consultants
The separate Financial Proposal should include daily fees for the individual consultant and other
operational costs as appropriate.
10. Proposal currencies
All prices shall be quoted in US dollars.
11. Period of validity of proposals
Proposals shall remain valid for ninety (90) days after the date of Proposal submission prescribed
by the procuring UN Women entity, pursuant to the deadline clause. A Proposal valid for a
shorter period may be rejected by the procuring UN Women entity on the grounds that it is non-
responsive.
In exceptional circumstances, the procuring UN Women entity may solicit the Offeror’s consent
to an extension of the period of validity. The request and the responses thereto shall be made in
writing. An Offeror granting the request will not be required nor permitted to modify its
Proposal.
12. Format and signing of proposals
The Proposal shall be typed or written in indelible ink and shall be signed by the Offeror or a
person or persons duly authorized to bind the Offeror to the contract. The latter authorization
shall be indicated by written power-of-attorney accompanying the Proposal.
A Proposal shall contain no interlineations, erasures, or overwriting except, as necessary to
correct errors made by the Offeror, in which case such corrections shall be initialed by the person
or persons signing the Proposal.
This is applicable to both firms, individual consultants conforming a team and individual
consultants.
13. Payment
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UN Women shall effect payments to the Contractor after acceptance by UN Women of the
invoices submitted by the contractor, upon achievement of the corresponding milestones.
D. Submission of Proposals
14. Sealing and marking of proposals
The Offeror (firms or individual consultants) shall seal the Proposal in one outer and two inner
envelopes, as detailed below.
(a) The outer envelope shall be:
addressed to –
Belen Sanz Luque
220 East 42nd 19 Fl
New York, NY 10017
and,
marked with –
“RFP for the Provision of Services to Conduct a Corporate Evaluation of UN WOMEN’s
contribution to increase women’s leadership and participation in peace and security”
(b) Both inner envelopes shall indicate the name and address of the Offeror. The first inner
envelope shall contain the information specified in Clause 8 (Proposal form) above, with the
copies duly marked “Original” and “Copy”. The second inner envelope shall include the
financial proposal duly identified as such.
Note, if the inner envelopes are not sealed and marked as per the instructions in this clause,
the procuring UN Women entity will not assume responsibility for the Proposal’s
misplacement or premature opening.
Please note that, in order to facilitate the submission of both Technical and Financial proposals,
the submission duly stamped and signed can be done electronically in PDF format and send to
unwomen.eval.rfp@unwomen.org. Technical and Financial proposals should be sent as separate
PDF files. If the Technical and Financial proposals are sent in the same PDF file, they will be
rejected. The financial proposal must be password protected.
15. Deadline for submission of proposals
Proposals must be received by the procuring UN Women entity at the address/email specified
under clause Sealing and marking of Proposals no later than 06:00 pm Friday June 15th 2012
EST.
The procuring UN Women entity may, at its own discretion extend this deadline for the
submission of Proposals by amending the solicitation documents in accordance with clause
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Amendments of Solicitation Documents, in which case all rights and obligations of the procuring
UN Women entity and Offerors previously subject to the deadline will thereafter be subject to
the deadline as extended.
16. Late Proposals
Any Proposal received by the procuring UN Women entity after the deadline for submission of
proposals, pursuant to clause Deadline for the submission of proposals, will be rejected.
17. Modification and withdrawal of Proposals
The Offeror may withdraw its Proposal after the Proposal’s submission, provided that written
notice of the withdrawal is received by the procuring UN Women entity prior to the deadline
prescribed for submission of Proposals.
The Offeror’s withdrawal notice shall be prepared, sealed, marked, and dispatched in accordance
with the provisions of clause Deadline for Submission of Proposals. The withdrawal notice may
also be sent by e-mail or fax but followed by a signed confirmation copy.
No Proposal may be modified subsequent to the deadline for submission of proposals.
No Proposal may be withdrawn in the interval between the deadline for submission of proposals
and the expiration of the period of proposal validity specified by the Offeror on the Proposal
Submission Form.
E. Opening and Evaluation of Proposals
18. Opening of proposals
The Proposals will be opened in the presence of a Committee constituted from the Evaluation
Office and chaired by the Chief of UN Women Evaluation Office.
19. Clarification of proposals
To assist in the examination, evaluation and comparison of Proposals, the Purchaser may at its
discretion, ask the Offeror for clarification of its Proposal. The request for clarification and the
response shall be in writing and no change in price or substance of the Proposal shall be sought,
offered or permitted.
20. Preliminary examination
The Purchaser will examine the Proposals to determine whether they are complete, whether any
computational errors have been made, whether the documents have been properly signed, and
whether the Proposals are generally in order.
Arithmetical errors will be rectified on the following basis: If there is a discrepancy between the
unit price and the total price that is obtained by multiplying the unit price and quantity, the unit
price shall prevail and the total price shall be corrected. If the Offeror does not accept the
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correction of errors, its Proposal will be rejected. If there is a discrepancy between words and
figures the amount in words will prevail.
Prior to the detailed evaluation, the Purchaser will determine the substantial responsiveness of
each Proposal to the Request for Proposals (RFP). For purposes of these Clauses, a substantially
responsive Proposal is one which conforms to all the terms and conditions of the RFP without
material deviations. The Purchaser’s determination of a Proposal’s responsiveness is based on
the contents of the Proposal itself without recourse to extrinsic evidence.
A Proposal determined as not substantially responsive will be rejected by the Purchaser and may
not subsequently be made responsive by the Offeror by correction of the non-conformity.
21. Evaluation and comparison of proposals
For Firms/Institutions
A two-stage procedure is utilized in evaluating the proposals, with evaluation of the technical
proposal being completed prior to any financial proposal being opened and compared. The
financial proposal of the Proposals will be opened only for submissions that passed the minimum
technical score of 80% of the obtainable score of 800 points in the evaluation of the technical
proposals. In addition to a formula used for the assessment of the financial proposals, they will
also be assessed qualitatively in terms of sufficient allocation of funds, time effort of different
team members and the overall realism and feasibility of the allocation of budget and human
resources to implement the proposed evaluation methodologies and work plan in the technical
proposal.
The technical proposal is evaluated on the basis of its responsiveness to the Terms of Reference
(TOR).
In the Second Stage, the financial proposal of all contractors, who have attained minimum 80%
score in the technical evaluation, will be compared. The contract will be awarded to the bidder
offering the optimal combination of technical score, price and the feasibility and realism of the
financial proposal.
Technical Evaluation Criteria for firms/institutions
Summary of Technical Proposal Score Weight Points Company / Other Entity
Evaluation Forms Obtainable A B C D E
1. Quality of Technical Proposal 40% 320
Evaluation approach, methodology
work plan and motivation and ethics
3. Team Composition
Qualification of personnel/expertise 60% 480
of firm/ organization
submitting Proposal
Total 800
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Evaluation forms for technical proposals follow on the next two pages. The obtainable number of
points specified for each evaluation criterion indicates the relative significance or weight of the
item in the overall evaluation process. The Technical Proposal Forms are:
Form 1: Quality of Technical Proposal
Form 2: Team composition
Note: The score weights and points obtainable in the evaluation sheet are tentative and should be
changed depending on the need or major attributes of technical proposal.
Technical Proposal Evaluation Points Company / Other Entity
Form 1 Obtainable A B C D E
Evaluation approach, methodology and motivation
Proposed Work Plan and Approach
1.1 Proposals overall quality, clarity and adherence to 40
the RFP guide-lines
1.2 Extent to which the proposal presents a specific 80
approach and a variety of techniques for gathering
and analyzing qualitative and quantitative data that
are feasible and applicable in the timeframe and
context of the evaluation, and incorporates human
rights and gender equality perspectives as well as
innovative presentations for evaluation findings
1.3 Extent to which the timeframe and human resources 110
indicated in the work plan are realistic and useful for
the needs of the evaluation
1.4 Extent to which the evaluation matrix clearly 60
addresses the TOR, relating evaluation Questions
with evaluation Criteria, with Indicators and with
Means of verification
1.5 Extent to which the evaluators reflect clear 30
professional commitment with the subject of the
assignment and follow UNEG ethical code of
conduct
Total Part 1 320
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Technical Proposal Evaluation Points Company / Other Entity
Form 2 obtainable A B C D E
Team Composition/Expertise of the firm
Qualification of personnel/Expertise of Firm / Organization
submitting Proposal
2.1 Proven previous expertise in conducting 80
thematic/complex evaluations, evaluations of Peace
and Security and Humanitarian response
programmes and projects
2.2 Experience and knowledge on Peace and Security 70
and Humanitarian response , gender equality and
women’s empowerment, gender mainstreaming,
gender analysis and the related mandates within the
UN system across the team
2.3 Extent to which the team is gender balanced and 50
cross-culturally diverse
2.4 Team leader(for details refer to the Annex 3 of TOR)
General Qualification 60
(Education and languages)
Relevant professional experience 100
(Previous experience, knowledge of UN system,
Knowledge of Gender Equality and human rights
issues and particularly Peace and Security and
Humanitarian response issues)
2.5 Team members (for details refer to the Annex 3 of
TOR)
General Qualification 50
(Education and languages)
Relevant professional experience 70
(Previous experience, knowledge of UN system,
Knowledge of Gender Equality and human rights
issues and specifically Peace and Security and
Humanitarian response issues)
Total Part 2 480
80% of 800 pts = 640 pts needed to pass technical
The financial score is calculated as follows:
The lowest offer is awarded 200 points applying the following formula: p=y (x/z)
P = points for the financial proposal being evaluated
Y= maximum number of points for the financial proposal
X= price of the lowest priced proposal
Z= price of the proposal being evaluated
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In addition to the financial score, the financial proposal will be qualitatively assessed on the
following questions:
Does the financial proposal reflect a feasible and realistic estimate of the level of effort needed
for achieving the requirements of the TOR?
What is the allocation of time/level of effort for each deliverable and for each individual team
member overall and in relation to the different deliverables?
Is the number of field visits proposed sufficient for data collection needs?
Is the size of the team proposed suitable?
Are operational costs justified?
For individual consultants
A two-stage procedure is utilized in evaluating the proposals, with evaluation of the CV and
Background note being completed prior to any financial proposal being opened and compared.
The financial proposal of the Proposals will be opened only for submissions that passed the
minimum technical score of 80% of the obtainable score of 800 points in the evaluation of the
technical proposals.
The CV and short background note are evaluated on the basis of its responsiveness to the Terms
of Reference (TOR).
In the Second Stage, the financial proposal of all individual consultants, who have attained
minimum 80% score in the technical evaluation, will be compared. The contract will be awarded
to the bidder offering the optimal combination of technical score and price.
Technical Evaluation Criteria for individual consultants
Score Weight Points Individuals
Obtainable A B C D E
1. Quality of Short Background 20% 200
Narrative
General approach towards an
evaluation of this kind; Motivation
and ethics
2. General Qualifications 20% 200
Education, degrees, languages
(please see TOR Annex 3 for more
details)
3. Relevant professional experience
Years in the evaluation profession, 40% 400
gender and Peace and Security and
Humanitarian response, knowledge
of UN system
(please see TOR Annex 3 for more
details)
Total 800
80% of 800pts = 640 points are needed to be
considered as potential candidate
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The financial score is calculated as follows:
The lowest offer is awarded 200 points applying the following formula: p=y (x/z)
P = points for the financial proposal being evaluated
Y= maximum number of points for the financial proposal
X= price of the lowest priced proposal
Z= price of the proposal being evaluated
22. Award of Contract
23. Award criteria, award of contract
The procuring UN Women entity reserves the right to accept or reject any Proposal, and to annul
the solicitation process and reject all Proposals at any time prior to award of contract, without
thereby incurring any liability to the affected Offeror or any obligation to inform the affected
Offeror or Offerors of the grounds for the Purchaser’s action
Prior to expiration of the period of proposal validity, the procuring UN Women entity will award
the contract to the qualified Offeror whose Proposal after being evaluated is considered to be the
most responsive to the needs of the organization and activity concerned.
24. Purchaser’s right to vary requirements at time of award
The Purchaser reserves the right at the time of award of contract to vary the quantity of services
and goods specified in the RFP without any change in price or other terms and conditions.
25. Signing of the contract
Within 30 days of receipt of the contract the successful Offeror shall sign and date the contract
and return it to the Purchaser.
Failure of the successful Offeror to comply with the requirement of Clause 24 shall constitute
sufficient grounds for the annulment of the award and forfeiture of the Proposal security if any,
in which event the Purchaser may make the award to the next lowest evaluated Offeror or call for
new Proposals.
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Annex II
General Conditions of Contract
To be attached here
1. LEGAL STATUS
The Contractor shall be considered as having the legal status of an independent contractor
vis-à-vis UNWOMEN. The Contractor's personnel and sub-contractors shall not be
considered in any respect as being the employees or agents of UNWOMEN or the United
Nations.
2. SOURCE OF INSTRUCTIONS
The Contractor shall neither seek nor accept instructions from any authority external to
UNWOMEN in connection with the performance of its services under this Contract. The
Contractor shall refrain from any action which may adversely affect UNWOMEN or the
United Nations and shall fulfill its commitments with the fullest regard to the interests of
UNWOMEN.
3. CONTRACTOR'S RESPONSIBILITY FOR EMPLOYEES
The 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 this Contract, respect the local customs, and
conform to a high standard of moral and ethical conduct.
4. ASSIGNMENT
The Contractor shall not assign, transfer, pledge or make other disposition of this Contract or
any part thereof, or any of the Contractor's rights, claims or obligations under this Contract
except with the prior written consent of UNWOMEN.
5. SUB-CONTRACTING
In the event the Contractor requires the services of sub-contractors, the Contractor shall
obtain the prior written approval and clearance of UNWOMEN for all sub-contractors. The
approval of UNWOMEN 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
conform with the provisions of this Contract.
6. OFFICIALS NOT TO BENEFIT
The Contractor warrants that no official of UNWOMEN 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 this Contract.
7. INDEMNIFICATION
The Contractor shall indemnify, hold and save harmless, and defend, at its own expense,
UNWOMEN, 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
acts or omissions of the Contractor, or the Contractor's employees, officers, agents 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, products liability and liability
arising out of the use of patented inventions or devices, copyrighted material or other
15
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.
8. INSURANCE AND LIABILITIES TO THIRD PARTIES
8.1 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.
8.2 The Contractor shall provide and thereafter maintain all appropriate workmen's
compensation insurance, or its equivalent, with respect to its employees to cover claims for
personal injury or death in connection with this Contract.
8.3 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 services 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.
8.4 Except for the workmen's compensation insurance, the insurance policies under this Article
shall:
(i) Name UNWOMEN as additional insured;
(ii) Include a waiver of subrogation of the Contractor's rights to the insurance carrier against
UNWOMEN;
(iii)Provide that UNWOMEN shall receive thirty (30) days written notice from the insurers
prior to any cancellation or change of coverage.
8.5 The Contractor shall, upon request, provide UNWOMEN with satisfactory evidence of the
insurance required under this Article.
9. ENCUMBRANCES/LIENS
The 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
UNWOMEN 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.
10. TITLE TO EQUIPMENT
Title to any equipment and supplies that may be furnished by UNWOMEN shall rest with
UNWOMEN and any such equipment shall be returned to UNWOMEN at the conclusion of
this Contract or when no longer needed by the Contractor. Such equipment, when returned to
UNWOMEN, shall be in the same condition as when delivered to the Contractor, subject to
normal wear and tear. The Contractor shall be liable to compensate UNWOMEN for
equipment determined to be damaged or degraded beyond normal wear and tear.
11. COPYRIGHT, PATENTS AND OTHER PROPRIETARY RIGHTS
11.1 Except as is otherwise expressly provided in writing in the Contract, the UNWOMEN shall
be entitled to all intellectual property and other proprietary rights including, but not limited
to, patents, copyrights, and trademarks, with regard to products, processes, inventions,
ideas, know-how, or documents and other materials which the Contractor has developed for
the UNWOMEN under the Contract and which bear a direct relation to or are produced or
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prepared or collected in consequence of, or during the course of, the performance of the
Contract, and the Contractor acknowledges and agrees that such products, documents and
other materials constitute works made for hire for the UNWOMEN.
11.2 To the extent that any such intellectual property or other proprietary rights consist of any
intellectual property or other proprietary rights of the Contractor: (i) that pre-existed the
performance by the Contractor of its obligations under the Contract, or (ii) that the
Contractor may develop or acquire, or may have developed or acquired, independently of
the performance of its obligations under the Contract, the UNWOMEN does not and shall
not claim any ownership interest thereto, and the Contractor grants to the UNWOMEN a
perpetual license to use such intellectual property or other proprietary right solely for the
purposes of and in accordance with the requirements of the Contract.
11.3 At the request of the UNWOMEN; the Contractor shall take all necessary steps, execute all
necessary documents and generally assist in securing such proprietary rights and
transferring or licensing them to the UNWOMEN in compliance with the requirements of
the applicable law and of the Contract.
11.4 Subject to the foregoing provisions, all maps, drawings, photographs, mosaics, plans,
reports, estimates, recommendations, documents, and all other data compiled by or
received by the Contractor under the Contract shall be the property of the UNWOMEN,
shall be made available for use or inspection by the UNWOMEN at reasonable times and in
reasonable places, shall be treated as confidential, and shall be delivered only to
UNWOMEN authorized officials on completion of work under the Contract
12. USE OF NAME, EMBLEM OR OFFICIAL SEAL OF UNWOMEN OR THE
UNITED NATIONS
The Contractor shall not advertise or otherwise make public the fact that it is a Contractor
with UNWOMEN, nor shall the Contractor, in any manner whatsoever use the name,
emblem or official seal of UNWOMEN or the United Nations, or any abbreviation of the
name of UNWOMEN or the United Nations in connection with its business or otherwise.
13. CONFIDENTIAL NATURE OF DOCUMENTS AND INFORMATION
13.1 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 UNWOMEN, shall be treated as confidential and shall be delivered
only to UNWOMEN authorized officials on completion of work under this Contract.
13.2 The Contractor may not communicate at any time to any other person, Government or
authority external to UNWOMEN, any information known to it by reason of its association
with UNWOMEN which has not been made public except with the authorization of
UNWOMEN; nor shall the Contractor at any time use such information to private
advantage. These obligations do not lapse upon termination of this Contract.
14. FORCE MAJEURE; OTHER CHANGES IN CONDITIONS
14.1 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 which are
beyond the control of the Parties.
17
14.2 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 UNWOMEN, 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 UNWOMEN of any other changes in conditions or the occurrence of any
event which interferes or threatens to interfere with its performance of this Contract. The
notice shall include steps proposed by the Contractor to be taken including any reasonable
alternative means for performance that is not prevented by force majeure. On receipt of the
notice required under this Article, UNWOMEN 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 this Contract.
14.3 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,
UNWOMEN shall have the right to suspend or terminate this Contract on the same terms
and conditions as are provided for in Article 15, "Termination", except that the period of
notice shall be seven (7) days instead of thirty (30) days.
15. TERMINATION
15.1 Either party may terminate this Contract for cause, in whole or in part, upon thirty days
notice, in writing, to the other party. The initiation of arbitral proceedings in accordance
with Article 16 "Settlement of Disputes" below shall not be deemed a termination of this
Contract.
15.2 UNWOMEN reserves the right to terminate without cause this Contract at any time upon
15 days prior written notice to the Contractor, in which case UNWOMEN shall reimburse
the Contractor for all reasonable costs incurred by the Contractor prior to receipt of the
notice of termination.
15.3 In the event of any termination by UNWOMEN under this Article, no payment shall be due
from UNWOMEN to the Contractor except for work and services satisfactorily performed
in conformity with the express terms of this Contract. The Contractor shall take immediate
steps to terminate the work and services in a prompt and orderly manner and to minimize
losses and further expenditures.
15.4 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, UNWOMEN may,
without prejudice to any other right or remedy it may have, terminate this Contract
forthwith. The Contractor shall immediately inform UNWOMEN of the occurrence of any
of the above events.
16. SETTLEMENT OF DISPUTES
16.1. Amicable 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.
18
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.
16.2. Arbitration
Unless, any such dispute, controversy or claim between the Parties arising out of or relating
to this Contract or the breach, termination or invalidity thereof is settled amicably under the
preceding paragraph of this Article within sixty (60) days after receipt by one Party of the
other Party's request for such amicable settlement, such dispute, controversy or claim shall be
referred by either Party to arbitration in accordance with the UNCITRAL Arbitration Rules
then obtaining, including its provisions on applicable law. The arbitral tribunal shall have no
authority to award punitive damages. 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.
17. PRIVILEGES AND IMMUNITIES
Nothing in or relating to this Contract shall be deemed a waiver, express or implied, of any of
the privileges and immunities of the United Nations, including its subsidiary organs.
18. TAX EXEMPTION
18.1 Section 7 of the Convention on the Privileges and Immunities of the United Nations
provides, inter-alia, that the United Nations, including its subsidiary organs, is exempt from
all direct taxes, except charges for public utility services, and is exempt from customs duties
and charges of a similar nature in respect of articles imported or exported for its official use.
In the event any governmental authority refuses to recognize the United Nations exemption
from such taxes, duties or charges, the Contractor shall immediately consult with
UNWOMEN to determine a mutually acceptable procedure.
18.2 Accordingly, the Contractor authorizes UNWOMEN to deduct from the Contractor's
invoice any amount representing such taxes, duties or charges, unless the Contractor has
consulted with UNWOMEN before the payment thereof and UNWOMEN has, in each
instance, specifically authorized the Contractor to pay such taxes, duties or charges under
protest. In that event, the Contractor shall provide UNWOMEN with written evidence that
payment of such taxes, duties or charges has been made and appropriately authorized.
19. CHILD LABOUR
19.1 The Contractor represents and warrants that neither it, nor any of its suppliers is engaged in
any practice inconsistent with the rights set forth in the Convention on the Rights of the
Child, including Article 32 thereof, 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.
19.2 Any breach of this representation and warranty shall entitle UNWOMEN to terminate this
Contract immediately upon notice to the Contractor, at no cost to UNWOMEN.
20. MINES
20.1The Contractor represents and warrants that neither it nor any of its suppliers is actively and
directly engaged in patent activities, development, assembly, production, trade or
manufacture of mines or in such activities in respect of components primarily utilized in
19
the manufacture of Mines. The term "Mines" means those devices defined in Article 2,
Paragraphs 1, 4 and 5 of Protocol II annexed to the Convention on Prohibitions and
Restrictions on the Use of Certain Conventional Weapons Which May Be Deemed to Be
Excessively Injurious or to Have Indiscriminate Effects of 1980.
20.2 Any breach of this representation and warranty shall entitle UNWOMEN to terminate this
Contract immediately upon notice to the Contractor, without any liability for termination
charges or any other liability of any kind of UNWOMEN.
21. OBSERVANCE OF THE LAW: The Contractor shall comply with all laws, ordinances,
rules, and regulations bearing upon the performance of its obligations under the terms of
this Contract.
22. AUTHORITY TO MODIFY: No 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 UNWOMEN unless provided by an amendment to this
Contract signed by the authorized official of UNWOMEN.
20
Annex III
Terms of Reference
Thematic Evaluation of UN Women’s contribution to Increase Women’s Leadership and Participation in
Peace and Security and Humanitarian Response
1. Evaluation Background
Violent conflict affects and engages men, women, girls and boys in different ways. Women often bear the brunt of
many of the harmful consequences of armed violence and disaster. In addition to this, gender-based violence and
inequalities are often exacerbated by violent conflict. However, post-conflict and transition can sometimes open up
new opportunities for women’s participation in the political and economic spheres. By contrast, analysis of planning
frameworks and funding mechanisms show on average that less than six percent of budgets make provision for
addressing the needs of women and girls2.
UN Security Council resolution (UN SCR) 1325 recognized, as a matter of international peace and security, the
urgent need to address women’s participation in peace processes and peacebuilding as well as the need to protect
women and girls from egregious violations of their rights during and after violent conflict. Subsequent UN SCRs3,
Presidential Statements of the Security Council as well as regional, sub-regional and national policy frameworks
have underlined these imperatives.
In July 2010, the UN General Assembly created UN Women, the United Nations Entity for Gender Equality and the
Empowerment of Women. UN Women merges and builds on the work of four previously distinct parts of the UN
system, which focused exclusively on gender equality and women’s empowerment: the Division for the
Advancement of Women (DAW); the International Research and Training Institute for the Advancement of Women
(INSTRAW); the Office of the Special Adviser on Gender Issues and Advancement of Women (OSAGI); and the
United Nations Development Fund for Women (UNIFEM). The creation of UN Women came about as part of the
UN reform agenda, bringing together existing resources and mandates for greater impact. UN-Women mandate4
brings together those of the four pre-existing entities, calling on the new entity to have universal coverage, strategic
presence and ensure closer linkages between the norm setting inter-governmental work and operations at the field
level. It entrusts UN Women with a leading role in normative, operational and coordination work on gender
equality, including peace, security and humanitarian response5.
UN Women prioritizes the area of increasing women’s leadership in Peace and Security and Humanitarian Response
in its Strategic Plan (2011-2013)6, with specific goals and outcomes to support the implementation of
intergovernmental commitments on peace and security, including those from the Beijing Platform for Action, SCRs
1325, 1820, 1888, 1889 and 1960, and relevant regional commitments.
2
UN Women strategic plan, 2011-2013, paragraph 12.
3
These include SCR 1820 (2008); 1888 (2009); 1889 (2009) and 1960 (2010).
4
The mandate is guided by the Beijing Platform for Action, the Convention on the Elimination of All Forms of Discrimination
against Women (CEDAW), the UN Security Council Resolution 1325 on Women, Peace and Security, the Millennium Declaration,
relevant General Assembly, Economic and Social Council (ECOSOC), Commission on the Status of Women (CSW) and other
applicable United Nations instruments, standards and legislation
5
A/64/588 paragraph 5 “Grounded in the vision of equality enshrined in the Charter of the United Nations, the composite
entity will work for the elimination of discrimination against women and girls; the empowerment of women; and the
achievement of equality between women and men as partners and beneficiaries of development, human rights, humanitarian
action and peace and security. Placing women’s rights at the centre of all its efforts, the composite entity will lead and
coordinate United Nations system efforts to ensure that commitments on gender equality and gender mainstreaming translate
into action throughout the world. It will provide strong and coherent leadership in support of Member States’ priorities and
efforts, building effective partnerships with civil society and other relevant actors.”
6
UNW/2011/9; http://www.un.org/ga/search/view_doc.asp?symbol=UNW/2011/9
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As part of its evaluation plan 2012, the Evaluation Office will conduct a corporate thematic evaluation “Evaluation
of UN WOMEN’s contribution to Increase Women’s Leadership and Participation in Peace and Security and
Humanitarian Response” in 2012. Thematic evaluations assess UN Women’s contribution to gender equality and
women’s empowerment development results at global, regional and country levels. The purpose of thematic
evaluations is to generate credible and systematized information on the coherence and progress of UN Women’s
thematic strategies and programmes and their implementation, both at intergovernmental and programmatic levels,
with specific focus on contribution to development results at country level. Their findings are used for strategic
policy and programmatic decisions, organizational learning, accountability at the country, sub-regional and regional
levels, and corporate decisions. They are also used for the generation of knowledge on what works and what doesn’t
to advance gender equality.
2. Purpose, Objectives, and Expected Use of the Evaluation
The relatively recent creation of UN Women and the body of work on peace and security issues of its predecessor
entities necessitates that this evaluation have both summative and formative elements to successfully bridge the gap
between the past and the future: its purpose is to determine the contribution of UN Women to increase women’s
leadership and participation in peace and security, extracting the results achieved and lessons learned by the
predecessor entities and examine these in the context of the new Strategic Plan and its aspirations in this area. It will
also assess the coherence of the design of the humanitarian response area in the context of UN Women’s mandate to
provide forward looking recommendations.
The evaluation will involve assessing the work of the predecessor entities of UN Women and, more specifically,
their achievement of results at the global, regional and country levels 7 against their mandates. It will identify the
strengths and weaknesses of programmes that have been implemented and of other non-programmatic initiatives
(e.g. support to UN political missions, inter-agency work, trainings, etc.). It will also analyze how UN Women has
strategically positioned itself since its creation to implement its normative, operational and coordination mandate in
regards to peace and security and humanitarian response.
The evaluation is expected to provide forward-looking and actionable recommendations, based on previous work
conducted and the current positioning of UN Women in this area. It will inform management decisions, planning
and programming strategies with the goal of maximizing the comparative advantage of UN Women. It will also
allow UN Women to track effectiveness in this field by gathering information on organizational performance and
contribution to development and management results, including UN coordination and intergovernmental support.
The main objectives of the evaluation are:
1. To assess and document UN Women contribution to strengthening women’s leadership and participation in
P&S. Under the frameworks of UN Women’s predecessor entities, and the human rights’ based approach,
the evaluation will analyze the strategies and results and document effective initiatives to inform future
programming;
2. To analyze UN Women’s strategic positioning since its creation with regards to its contribution to women’s
leadership and participation in peace, security and humanitarian response at normative and programmatic
levels, and the coherence of its strategic frameworks in this area to achieve the goals set forth in the
Strategic Plan;
3. To assess how UN Women is leveraging partnerships at national, regional and global levels in P&S-related
support to programme in countries and with regard to its role in the UN system. This includes UN
Women’s contribution to UN system coordination;
4. To provide an analysis of UN women’s capacity to the changing priorities of countries and the international
community with regard to emerging international conflict/crises. It will evaluate its operational readiness to
fulfill the call for universal coverage, strategic presence and closer linkages between the norm setting inter-
governmental work and operations at the field level.
5. To assess and make recommendations on the adequacy of existing results frameworks, performance
measurement instruments, and internal systems and capacities, to support normative/intergovernmental
support, programming and UN coordination in this area.
7
It is important to take into consideration that former UNIFEM did not have a mandate for country-level programmes in the
P&S area.
22
The findings of this evaluation will be used by UN Women to further refine its approaches to peace, security and
humanitarian response. The evaluation will inform the mid-term review of the Strategic Plan, and will be presented
to the UN Women Executive Board at its 2013 annual session.
Main evaluation users in UN Women include UN Women Peace and Security Cluster of the Policy Division, the
Programme Division, the Intergovernmental Support Office, the UN System Coordination Division, and regional
and country offices.
Furthermore, a multiplicity of direct stakeholders, from the UN system, as well as members of the intergovernmental
and UN peacebuilding architecture to women’s peace coalitions, partnering and interacting with UN Women on the
Women, Peace and Security agenda, can make use of the evaluation results.
National stakeholders will be closely involved in the evaluation process to increase ownership of findings, draw
lessons learned and make and greater use of evaluation results.
3. UN Women support to women’s leadership in peace, security and humanitarian response
The protection of women and girls from sexual and gender-based violence is recognized to be a priority challenge
for humanitarian and peacekeeping practice. Women’s peace coalitions have grown in strength and are increasingly
able to put women’s concerns on the agenda of peace talks. Transitional justice mechanisms, including post-conflict
prosecutions, are increasingly albeit inconsistently responding to war crimes against women. Post conflict needs
assessments, post-conflict planning processes, and financing frameworks have, in some cases, acknowledged the
need to put women’s participation and concerns at the center of recovery.
Despite this progress, as well as the UN Security Council resolutions and numerous statements and commitments at
global, regional and national levels, women still remain marginalized from peace processes and are excluded from
peacebuilding initiatives, they continue to suffer horrific levels of conflict-based sexual and gender-based violence,
and few women are nominated to senior level positions within the key peace, security and humanitarian response
efforts. Since 1992, fewer than 10 percent of peace negotiators have been women, with little improvement since the
passage of UN SCR 1325 (2000)8.
Moreover, women have been key drivers of change in peacebuilding processes and should not be considered as
passive victims or recipients of assistance. Women’s organizations do play critical roles in identifying priorities for
the peace process, reconstruction and disaster or crisis management, as well as in fostering peace and security at the
community level. Peacebuilding processes offer new opportunities for positive transformation in gender roles and
relations. They can present a space to support a more equitable redistribution of power, resources and influence in
households, communities and society as a whole and address existing imbalances.
UN Women work on Peace and Security and Humanitarian Response
UN-Women mandate brings together those of the four pre-existing entities on Women’s leadership in P&S and new
mandate on Humanitarian Response. UN Women inherits specific mandates from UNIFEM and OSAGI on this
matter from the Security Council. UN Women has taken up the annual report to the Council on SCR 1325, as well
as, in addition, a lead role in the UN system in building coordination, coherence, monitoring, and technical support
on a wide range of WPS issues.
None of the former pre-existing agencies had an explicit humanitarian action mandate, neither were members of the
Inter-Agency Standing Committee (IASC) nor had extensive experience in humanitarian response. However, at the
country level, some UN Women offices engaged in humanitarian action through supporting the mainstreaming of
gender into field level humanitarian action, by co-leading a gender task force or sub-cluster on gender-based
violence in times of humanitarian crisis, by applying for emergency funds, and by requesting and hosting IASC
Gender Standby Capacity (GenCap) Advisors in places such as Pakistan, Haiti, OPT and Colombia.
Currently UN Women sits on the IASC Gender Standby Capacity (GenCap) steering committee and produced a
programming note for country offices that offers an introduction to the humanitarian architecture and fundraising in
emergencies.
8
UN Women strategic plan, 2011-2013, paragraph 12.
23
UN Women Strategic Context
Being a newly established organization, UN Women operates in a multi-stakeholder and evolving strategic context,
the elements of which complement each other and guide UN Women’s policy and programming on P&S. The first
UN Women Strategic Plan sets out the organization’s mission and priorities, including its goal of increasing
women’s leadership in P&S and Humanitarian Response. In addition to this, and for the purpose of this evaluation,
the former UNIFEM Thematic Strategy (2008 – 2013) on Governance, Peace and Security, Building gender justice
in democratic governance in stable and fragile states, is critical to understand where the UN Women strategic drive
stems from.
UN Women’s work on P&S broadly advocates for better UN System response to women’s needs and capacities in
conflict and post-conflict settings. The inter-governmental results include the strengthening of coherence between
the normative guidance generated by intergovernmental bodies and the operational support provided to national
partners at country and regional levels9.
UN Women’s programming on P&S aim at strengthening national capacity and assisting peacebuilding processes in
high-risk countries to implement activities to increase women’s leadership and participation through the provision of
high quality technical services and advocacy at the national level.
UN Women supports programmes and projects that focus on increasing women’s participation in decision-making,
promoting the use of gender perspectives in policy development, strengthening the protection of women during and
after conflicts, countering conflict-related sexual and gender based violence, amplifying calls for accountability and
redress and advancing the status of women in post-conflict settings.
Following up on successive SCRs intended to strengthen global and UN system-wide response, UN Women has
been tasked with a number of key UN coordination priorities. UN Women is expected to contribute to the better
equipment of the National security sector and UN security sector structures, humanitarian clusters, and partners in
UN Action against Sexual Violence in Conflict in order to promote and protect women’s human rights.
As other United Nations organizations (UNDP, UNFPA, OHCHR and UNICEF) often take on responsibilities
where UN Women is not present or does not have the capacity on P&S, UN Women will support system-wide
guidance, capacity development and monitoring to ensure every UNCT benefits from gender equality expertise.
Global Portfolio information on UN Women’s work on P&S and Humanitarian Response
The UN Women portfolio on P&S and Humanitarian Response includes different kinds of initiatives in this area,
including programmes. This evaluation will gather information on the broad portfolio to address some accountability
questions and provide contextual information about UN Women’s response to country demands and requirements.
The information on the portfolio is being completed and validated while this evaluation is being prepared. The
evaluation team is expected to contribute to consolidate the portfolio information.
UN Women programmes and projects on P&S and Humanitarian Response are managed at different levels within
the organization, from the HQ to sub-regional and country offices. In the period 2008-2011 UN Women P&S and
Humanitarian Response cluster managed a portfolio of 9 programmes/projects with a total expenditure of 22.6 USD
million. In the different Regions, Sub-Regional offices have managed a portfolio of 90 programmes/projects with a
total value of 124.5 USD million. (See Annex 2 Table)
4. Evaluation scope
Evaluation time scope
The evaluation will assess results of UN Women’s predecessor entities from 2008 to 2011 on Peace and Security
against their former mandates in order to extract lessons on effective strategies to inform future programming, and
9
UN Women Strategic Plan Development Results Framework Goal 6
24
will analyze the adequacy of resources, strategy, structure and capacity put in place by UN Women to achieve the
bold aspirations of the Strategic Plan10 in this area.
Programming scope
The evaluation will analyze the diversity of programmes and initiatives that compose the full range and portfolio
within the P&S and humanitarian response thematic area at the global, regional and country levels. With the aim to
cover all geographic sections, as defined by UN Women, the design of the evaluation will be based on a national-
driven perspective focusing on country ownership of the peacebuilding process. Country cases will be selected on a
number a criteria to be determined. While compiling the UN Women P&S and Humanitarian Response portfolio,
several challenges arose when defining integration and streamlining of portfolio activities. Some potential
overlapping with other thematic areas such as Women’s Leadership and Participation—Governance within the
former strategic frameworks—and Ending Violence against Women required to exclude, to the extent possible,
those programmes whose linkages with conflict prevention, peacebuilding and humanitarian response are not
directly established. The evaluation focus on specific sub-themes within this thematic area [i.e. Peacebuilding;
Security and Justice Sector Reform; Sexual/gender based violence; Post-conflict (Post conflict, disaster needs
assessments; Post conflict elections, constitutions); Humanitarian response and early recovery] will be determined
through the portfolio review and evaluability assessment.
On the one hand, not all initiatives undertaken in an area of conflict can be considered conflict prevention and
peacebuilding initiatives. While acknowledging the importance of all programmes conducted in a conflict or post
conflict setting, this evaluation will cover those that specifically seek to improve women’s leadership and
participation in peace, security and humanitarian response including programmes whose main focus is conflict-
based sexual and gender violence. The evaluation will adopt a ‘conflict lens’ through which to explore (a) the extent
to which all programmes in a conflict area have been conflict sensitive, and (b) how different categories of
assistance combine to contribute to an overall effect?
5. Key Evaluation Issues, Questions and Criteria
Evaluation Issues
Drawing from past evaluations at country, cross-regional and global level, and from analysis of priorities in P&S
and Humanitarian Response in UN Women’s strategic documents, the following evaluation issues require particular
attention:
1. Maximizing UN Women’s comparative advantage at the country level
In order to push forward and implement a global agenda at country level, resources need to be leveraged and
operational frameworks streamlined. Based on UN system coherence, the window of opportunity that opens up
for gender equality and women’s empowerment as countries re-build from crisis and conflict should not be lost
because of inadequate or poorly coordinated capacity within UN Women and within the UN system. This
evaluation will broaden the understanding on how UN Women’s comparative advantage can be maximized.
2. Institutional articulation issues
The evaluation will examine the critical need for UN Women to have an explicit and well-articulated exit
strategy, in particular to identify strategic partners that could pick up on supporting continued government and
non-governmental action when field presence came to an end.
The evaluation will analyze UN Women architecture in light of the increasing need for region-based peace and
security advisors and regional approaches. In addition, the potential for interconnected work and cross-thematic
interventions in conflict and emergency settings will be examined.
3. Management issues
Despite UN Women’s outstanding results in P&S and Humanitarian Response, previous evaluations highlighted
the under-investment in documenting lessons learned and sharing them with partners. The evaluation will
explore to what extent this is based on structural constraints and how it has been changing in recent times. This
evaluation will also examine systems in place (or the lack thereof) in the organizational development of UN
Women’s thematic area of P&S and geographical sections to provide actionable recommendations on how to
improve the existing situation and the benefits that can be expected, particularly in this complex area where
10
UNW/2011/9 p.1 “This first strategic plan, 2011-2013, sets out the vision, mission and priorities of the organization in
supporting Member States and the United Nations system. The plan is driven by a longer-term vision, goals and results to 2017,
and it will be reviewed in 2013.”
25
capturing results in all its richness and strategic complexity can be challenging. This evaluation will study
which capacities and skills the organization should prioritize and further develop to bring greater coherence and
relevance to its interventions in conflict-prevention, conflict and post-conflict and humanitarian emergency
situations.
Evaluation Questions
More detailed corresponding questions aligned with evaluations issues are included in the Matrix of Evaluation
Questions (Annex 1). The study will answer the following overarching questions:
What are the key UN Women contributions to achieving results on increasing women’s leadership and
participation in P&S?
How effectively is UN Women incorporating the work of the predecessor agencies on P&S and Humanitarian
Response as well as the new elements to address its full mandate – normative, operational and coordination?
To what extent is UN Women promoting UN coordination on P&S, and how comprehensive is the level of
cooperation with other organizations to address women’s leadership in peace, security and humanitarian
response?
How relevant is UN Women P&S and Humanitarian Response programming to international, regional and
national commitments on P&S and Humanitarian Response? How does UN Women respond to the changing
external financing environment for countries in conflict?
What are the key strengths and weaknesses and internal coherence of UN Women strategic planning
frameworks on increasing women’s leadership in P&S and Humanitarian Response? How interlinked is the
normative/intergovernmental and the operational/programmatic work in this thematic area? How and to what
extent is the UN Women mandate on leading, coordinating and promoting accountability of the United Nations
system on gender equality articulated in the strategic and operational of the Peace & Security and Humanitarian
Response area?
How well does UN Women capture and report on the results of its engagement in conflict affected countries?
Considering how UN Women response mechanisms function at headquarters and at operational levels during
programme implementation in conflict-affected countries, how adequately does UN Women manage the
tensions between its various functions (technical, administrative, programmatic) in conflict-affected
environments?
To what extent has UN Women strengthened national ownership through participation and inclusion of national
governments and civil society groups in their programming processes?
What resources and capacities are available for UN Women P&S and Humanitarian Response programming and
direct intervention at country level. To what extent has this impacted on expected results/goals if at all?
To what extent does the UN Women P&S programming complement and/or overlap with other thematic issues?
Are such cross-cutting issues addressed through joint programming within UN Women or addressed jointly
with other organizations? How has UN Women contributed to change the paradigm in the peace and security
agenda for women’s empowerment and gender equality to play a more relevant role? To what extent has UN
Women been effective to strengthen evidence on the causality between increasing women’s leadership in peace
and security and peace writ large?
Evaluation Criteria
The evaluation will use the following criteria:
Effectiveness & coverage will assess UN Women performance on P&S in terms of the achievement of results
at global, regional and country levels by looking at the 4 predecessor entities and analyze how effective UN
Women is strategically positioned to implement its new mandate in P&S and humanitarian work. The
evaluation will also seek to assess any intended or unintended effects at country level and the influence of
context on the achievement of results.
Impact (road to) will assess how has UN Women contributed to change the paradigm in the peace and security
agenda for women’s empowerment and gender equality to play a more relevant role, and the extent to which
UN Women has been effective to strengthen evidence on the causality between increasing women’s leadership
in peace and security and peace writ large.
Partnerships & coordination will assess the inclusion of relevant global, regional and national stakeholders
and actors in UN Women programming, implementation; intergovernmental and normative support; and policy
advocacy processes.
26
Relevance & coherence will assess the planning, design and implementation of UN Women P&S and
Humanitarian Response initiatives as a new consolidated organization with regard to adherence to overarching
normative frameworks; international, regional and national commitments, policies and priorities; the UN SC
Resolutions and WPS agenda; strategic frameworks; etc. The evaluation will seek to provide recommendations
on how UN Women should position itself in terms of its responsiveness and country needs on P&S and
Humanitarian Response and also vis-à-vis other agencies. It will take into account the necessary transition from
the former scenario of four agencies with individual mandates to the new entity with an enhanced mandate on
P&S and Humanitarian Response. Additionally, the evaluation will examine the internal articulation of relevant
normative and strategic frameworks.
Sustainability will be evaluated based on assessing whether UN Women has been able to contribute to the
generation of national ownership of programmes, the establishment of effective partnerships and the
development of national capacities. It will explore whether UN Women has been able to promote replication of
successful programmes. The evaluation will examine institutionalization within the UN system as a sub-
criterion to ensure long lasting results.
Additional evaluation criteria may be introduced after reviewing and completing the evaluation design and
methodology following the final review of P&S and Humanitarian Response programming portfolio and as part of
the Evaluation Inception report.
6. Evaluation Approach, Methods and Process
The evaluation will be a transparent and participatory process involving relevant UN Women stakeholders and
partners at the corporate, regional, sub-regional and country level. It will be carried out in accordance with UNEG
Norms and Standards and Ethical Code of Conduct and UN Women Evaluation Policy and guidelines. Explicit
emphasis will be placed on the integration of gender equality and human rights principles in the evaluation focus
and process as established in the UNEG Handbook, Integrating Human Rights and Gender Equality in Evaluation -
Towards UNEG Guidance.
The evaluation should adhere to UN Women Evaluation Report Quality Standards. In addition, note will be taken of
the recent guidance piloted by OECD/DAC entitled 'Guidance on Evaluating Conflict Prevention and Peacebuilding
Activities and the World Development Report 2011 “Conflict, Security, and Development” that examines the
changing nature of violence in the 21st century, and underlines the negative impact of repeated cycles of violence on
a country or region’s development prospects. Approaches to evaluation of complexity and systems-based
evaluations will be used to better grasp what works and what does not in this specialized and complex thematic
field.
The evaluation will focus explicitly on identifying what works, those strategies that produce positive results, not
only on what does not work well, including lessons learned, according to the aspirations and goals set out for UN
Women in its Strategic Plan (2011-2013).
For its design, the evaluation will deploy a theory of change approach11 to analyze how UN Women’s support is
provided in order to increase women’s leadership in P&S and Humanitarian Response and support
intergovernmental processes and UN coordination. The theory of change will take into consideration UN Women
Strategic Plan (2011-2013) and other strategic and policy frameworks that inform UN Women’s work in this area
and will look at the change in mandate with respect of the 4 predecessor entities. It will develop the underlying
assumptions about how UN Women’s action contributes to increase women’s leadership in Peace, Security and
Humanitarian Response. Moreover, it will identify the causal relations by which the increase of women’s leadership
in PSHR contributes to national peace goals and peace writ large.
11
The theory of change approach to evaluation is a widely deployed evaluation methodology that makes assumptions explicit
about how program is supposed to work and create social change. It focuses on the causal relationships between resources,
activities, short-term and long-term outcomes and the context of the intervention, including its unintended consequences. Like
any planning and evaluation method, the theory-driven evaluations require the stakeholders to be clear on long-term goals,
identify measurable indicators of success and formulate actions to achieve goals. However, its focus on causal relations
between resources, activities, outcomes and the context of intervention makes this method particularly suitable for the
assessment of complex programmes. The theory-driven approach makes the programme transparent, allowing the
stakeholders to see how it is thought to be working from multiple perspectives. It helps to identify critical areas and issues on
which the evaluation should focus. Overall, a theory-driven approach by mapping a process of change from beginning to end
establishes a blueprint for the work ahead and anticipates its effects, and it reveals what should be evaluated, when, and how.
27
The evaluation will be conducted through a combination of country scans, portfolio analysis, country case studies
and field missions, desk-based review and research, and a series of interviews with UN agencies and UN
peacebuilding architecture members, donors, NGOs and national stakeholders, UN Women partners, academic and
independent researchers, etc.
The methodology should include:
A. Country scans will collect all UN Women interventions per country based on existing information. It will
include implemented and ongoing projects in every conflict-afflicted country. Country scans will provide
information about the scope, subthemes addressed and strategies of intervention developed by UN Women,
and relevant parameters of programmatic work and other initiatives. They will assist in determining the
availability of data, obtaining a better understanding of UN Women interventions profile and coverage,
developing operational categories for the evaluation and portfolio analysis, and defining sampling
methodology for case studies.
B. A programme portfolio analysis will be conducted to determine the universe, characteristics and trends of
UN Women initiatives, programmes and projects, including support provided to Member States on
normative and policy work and the development of functions at the service of enhancing UN Coordination.
This review will guide the selection of case studies. The portfolio analysis will include information on
specific categories such as sub-themes, geographic level of interventions, relevant stakeholders,
implementing partners, funding resources, time-frame, and budget. It will cover information of all PSHR
interventions in its entirety: global, regional, and country programmes, intergovernmental support, and UN
coordination. Furthermore, alongside the portfolio analysis, the evaluation team will develop a web-based
document repository of the evaluation that will include a stocktaking of other non-programmatic
initiatives of relevance in this thematic area.
C. In addition to the portfolio analysis, an evaluability assessment will be undertaken to identify potential
challenges to the evaluation of UN Women contribution to PSHR results at global, regional, sub-regional
and country level and to identify the most appropriate and robust evaluation design. It will analyze the logic
of strategies and programmes, assess the evaluability of results, and identify data gaps in monitoring and
evaluation systems. The assessment will inform the design and the data collection strategy for the
evaluation, and the combination of methods for the country case studies explained below. The evaluability
assessment will also need to take into consideration the change in UN Women mandate from the
predecessor entities.
D. Overall review of clusters of initiatives and programmes will be undertaken through a desk review using
secondary data, while the portfolio analysis is fully compiled, validated and analyzed.
E. Country case studies: A sample of countries will be selected to provide important data and illustrative
examples. Based on transparent criteria, country case studies will be designed to leverage contextual and
institutional knowledge on the ground. The goal is to produce comprehensive case studies that generate
knowledge and lessons for the evaluation and can also function as high-quality stand-alone studies. A set of
parameters for selecting case study countries will be developed based on the theory of change, the
evaluability assessment, the country scans, and the results of the portfolio analysis. In order to capture a
comprehensive and evaluable picture of UN Women activities across the wide diversity of conflict-affected
circumstances where it operates, the following set of potential criteria have been identified for the case
study selection:
1. Considering the regional/country nature of conflict, UN Women’s country orientation and variants
of operational roles therein, the selection should reflect a geographic distribution.
2. To capture and assess how UN Women works at the headquarters, regional and country office
levels in incorporating conflict sensitivity into its work and how UN Women reacts when conflict
emerges, the case selection should include countries that experienced an outbreak of violent
conflict during the past years.
3. Recognizing that UN Women’s operational partnerships with other UN actors in conflict and post
conflict settings have significant impact on the development of UN Women’s work in conflict-
affected countries, the case selection should comprise countries where UN Women has operated in
the presence of other UN actors under Security Council mandate (peacekeeping, peacebuilding,
political missions).
4. The case selection should include countries where a transition to scale-down or withdraw
altogether has occurred or will shortly occur.
28
5. Building on UN WOMEN Evaluation Office’s ongoing work, the case study selection may
include several countries simultaneously being assessed through other corporate evaluations by the
Evaluation Office in 2012.
Country case studies will use a multi-method approach to evaluate UN WOMEN support to PSHR and its
contribution to development results. Based on the evaluability assessment, the following will be outlined: (a)
methods and sequencing of methods used for collecting data (which include qualitative and quantitative data
strategies); (b) indicators for assessing results and causality; (c) type of analysis and interpretation and validity
measures, and (d) the degree that different sources of information can be generalized and, therefore, are
pertinent to UN Women’s programmes. Key concepts and variables will be defined to ensure common
understanding across the case studies. The method will take into consideration country-level data limitations;
delineating different phases of support, linking different levels of analysis and varied time-frames, and
systematic validation of causality (linking process to results). Reference groups will collaborate to the
development of assessment rubrics.
Evaluation Process
The evaluation process is divided in five phases:
1) Preparation, mainly devoted to structuring the evaluation approach, preparing the TOR, compiling
programme documentation, and hiring the evaluation team;
2) Inception, which will involve reconstruction of theory of change, elaboration of country scans and
programme portfolio analysis, evaluability assessment, development of country case study parameters,
inception meetings, inception report and finalization of evaluation methodology;
3) Data collection and analysis, including desk research and preparation of field missions, visits to case
study countries and preparation of country reports;
4) Interpretation and synthesis stage, focusing on data analyzed, interpretation of findings and drafting of
an Evaluation Report; and
5) Dissemination and follow-up, which will entail the development of Management Response, publishing
of report, including uploading it on Evaluation resource Centre, and production of other knowledge
products. As a final product, it is expected the design of a Monitoring and Evaluation system to track
progress in this area adapted to the reality of the PSHR section in UN Women.
7. Management of the Evaluation
UN Women Evaluation Office has responsibility for the management of the evaluation, the quality of the evaluation
report and its presentation to the UN Women Executive Board. The evaluation Office will manage the evaluation
process, constitute a quality assurance system and provide administrative and substantive backstopping support,
including joining the evaluation team in field missions and contributing to the evaluation study. The Evaluation
Office will also ensure the coordination and liaison with concerned sections at headquarters, regional and sub-
regional offices as well as the country level. It will also ensure that evaluations are conducted in accordance with the
United Nations Evaluation Group (UNEG) Code of Conduct for Evaluation in the UN System.
A task team will be designated by the Evaluation Office to provide administrative and substantive technical support
to the evaluation team and will work particularly closely with the evaluation team leader throughout the evaluation.
A core (internal) Evaluation Reference Group will be established. Its composition will include the Director of
Policy, the Chief of the P&S Cluster, the Intergovernmental pillar, representatives of UN Women Geographical
Sections and Sub-regional Offices, and the Evaluation Office.
An external UN Evaluation Reference Group will be also established. Its composition will include the Chief of
the P&S Cluster, the Intergovernmental pillar, representatives of UN entities partnering with UN Women in the
Peace and Security agenda, Women’s Peace Coalitions, and the Evaluation Office.
Country Reference Groups for the case studies will also be established. These Reference Groups will be composed
by representatives of UN Women and UN entities at the country and regional level and key governmental and non-
governmental organizations stakeholders at the country level. The country reference groups will be crucial to ensure
ownership of evaluation findings and use of the evaluation. Full participation of country reference groups will
constitute a priority for the evaluation team and the task team.
An external Advisory Group will be constituted consisting of three experts in the field of women, peace and
security and humanitarian response, ideally with balanced experience in different developing regions. The advisory
29
group members will support the Evaluation Office in assuring the quality of the evaluation. The Advisory Group
will play an important role in providing technical strategic and substantive inputs into the evaluation process and
peer review of the main report.
An Evaluation Office review and Quality Assurance Team, comprising of the Chief of the Evaluation Office, the
Deputy of the Evaluation Office and a Regional Evaluation Specialist will provide inputs on key specific
deliverables to ensure quality of the evaluation products. A research assistant will collect initial information on the
UN Women programmes and initiatives in the PSHR realm.
8. Evaluation Team
The core evaluation team will be composed of 4-5 externally recruited, independent consultants with extensive
experience in evaluation and peace, security and humanitarian response. The team will include an experienced Team
Leader in PSHR evaluation; a senior gender equality expert (preferable with evaluation experience); a senior
evaluation expert and a research assistant.
The combined expertise of the team should include:
Advanced evaluation expertise and experience in a wide range of evaluation approaches including
utilization-focused, gender and human rights responsive, and mixed methods.
Avant-garde use of evaluation methods and approaches, particularly including evaluation of complexity,
systems perspective, etc.
Previous experience in conducting thematic and cluster evaluations as well as complex multi-stakeholder
evaluations.
Knowledge of the PSHR international frameworks and stakeholders, PSHR overarching frameworks and
strategies, and PSHR programming at global and at the country level.
Expertise in gender equality and women’s empowerment, gender mainstreaming, gender analysis and the
related mandates within the UN system; experience/knowledge of women’s movements.
Strong experience and knowledge in human rights issues, the human rights based approach to
programming, human rights analysis and related mandates within the UN system.
Excellent analytical, facilitation and communications skills; ability to negotiate with a wide range of
stakeholders.
Fluency in English and other official UN languages, particularly, Spanish and French
Balance in terms of gender and regional representation is desirable.
The team leader will be responsible for delivering the key outputs outlined in section 5. She/he will coordinate the
work of all other team members during all the phases of the evaluation process, ensuring the quality of outputs and
methodology as well as timely delivery of all products. In close collaboration with the EO Task Manager, she/he
will lead the conceptualization and design of the evaluation, the coordination and conduct of the country visits and
the shaping of the findings conclusions and recommendations of the final report. More specifically the tasks of the
team leader include:
Producing the portfolio analysis and country scans as separate and distinctive products.
Conducting an inception mission and developing an inception report, inclusive of an evaluability
assessment, outlining the design, methodology and the criteria for the selection of the case studies, required
resources and indicative work plan of the evaluation team, assigning and coordinating team tasks within the
framework of the TOR.
Directing and supervising the research associate/s in carrying out research and analysis of secondary
evidence, project documents, databases and all relevant documentation.
Coordinating the conduct of country case studies and preparation of the case studies report as a stand-alone
report.
Overseeing and assuring quality in the preparation of the case studies and taking a lead in the analysis of
evaluation evidence.
Drafting the evaluation report and leading the preparation of specific inputs from designated team
members, based on country reports prepared by the team members, desk research, focus groups, surveys,
etc.
Preparing for meetings with the EO Task Manager and other stakeholders to review findings, conclusions
and recommendations.
30
Leading the stakeholder feedback sessions, briefing the EO Task Manager on the evaluation through
informal sessions and finalizing the report based on feedback from the EO Task Manager.
Preparing evaluation briefs, PPT presentation and working with the report editor, responding to final edits
on the evaluation report.
Devising an M&E system for the thematic area of PSHR in UN Women.
The senior gender equality expert will provide substantive advice and the integration of gender equality dimensions
in the process and analysis of the evaluation issues. Under the overall supervision of the evaluation team leader, the
senior gender equality expert and the senior evaluation expert, will participate in the inception and the conduct phase
of the evaluation. Both will provide inputs for the inception report, participate in the country case studies and will
draft the country case studies reports, based on a standardized approach and format. In addition, both will contribute
to the preparation of the final report and evaluation briefs, as well as to the M&E system adapted to the reality and
characteristics of PSHR work at UN Women, as necessary and will support the team leader in the supervision of the
research associate/s work.
9. Expected Products and time frame
The Evaluation Team will undertake the study from July 2012 to January 2013.
1. Work plan. A detailed workplan will be developed by the team and agreed upon with the Evaluation Office
outlining specific dates for key deliverables. July 2012
2. Inception Report. The Evaluation Team will undertake a preliminary desk review and an inception mission to
New York to meet with the Evaluation Office and interview key stakeholders. An inception report will be
developed that further refines the overall scope, outlines a theory of change and develops evaluation approach
and questions, provides a detailed outline of the evaluation methodology and criteria for selection of in-depth
desk review and case studies. The report will include a complete evaluation matrix and revised workplan.
August 2012
3. Portfolio Analysis, Country Scans and Evaluability assessment. September 2012
4. Country case studies reports. The Evaluation Team will implement the methodology agreed upon in the
inception report and will conduct at least 4- 5 country site visits to collect data. October-November 2012
5. Preliminary findings presentation. December 2012
6. Draft evaluation report. January 2013.
7. Final evaluation report, including clear and relevant recommendations and concise Executive Summary, will
be produced and incorporate the comments and feedback received from the Advisory Group and the Evaluation
Reference Groups. The draft report will be presented at a validation meeting with key stakeholders to discuss
the findings and receive feedback before finalization. February 2013.
8. Elements for an M&E system especially designed to monitor and enable evaluation of the UN Women’s PSHR
sector, where the country scans and portfolio analysis will be an integral part. February 2013.
9. Management Response and Dissemination of Findings. UN Women is responsible for issuing management
responses and disseminating the evaluation findings, including informing their respective governing bodies. The
Evaluation Team will be responsible for developing a dissemination product/pamphlet extracting key
information from the evaluation report. March 2013
31
ANNEX 1: Evaluation Matrix
ANNEX 2: Preliminary Portfolio Analysis
ANNEX 3: Team Members Profile
ANNEX 5: UNEG Norms and Standards (please see hyperlink)
ANNEX 6: UNEG Quality Check List for Evaluation Reports (please see hyperlink)
ANNEX 7: UNEG Handbook on Integrating Gender Equality and Human Rights in Evaluation (please see
hyperlink)
32
ANNEX 1: Evaluation Questions Matrix
Evaluation Maximizing UN Women’s Institutional articulation Organizational
issues comparative advantage management
Evaluation
criteria
Effectiveness &
How effectively is UN How capable is UN Women to To what extent UN Women
coverage
Women articulating results react to emergencies? has succeeded in using
on increasing women’s monitoring as a strategy to
How and to what extent has
leadership in P&S? How further UN Women’s
UN Women’s programming
effective is UN Women in influence and leverage
and intervention in Women’s
incorporating the work of capacity?
leadership Peace and Security
the predecessor agencies on
and Humanitarian Response at What are the systems in
P&S and Humanitarian
country level been effective? place (or the lack thereof)
Response as well as the new
in UN Women’s thematic
elements to address its full What is the influence of the
area of PSHR to effectively
mandate – normative, specific country context and
capture results in all its
operational and circumstances on the
richness and strategic
coordination? achievement of results and
complexity?
operational effectiveness?
To what extent the
How well does UN Women
achievement of results at How adaptable and rapidly
analyze and manage the
global, regional and country does UN Women react to
higher risks inherent in
levels are based on the changing situations?
engagement in conflict
optimization of UN
affected countries?
Women’s comparative
advantage? How does UN Women
respond to the changing
How effective has been UN
external financing
Women’s role and
environment for countries
contribution to policies and
in conflict?
strategies in Women’s
leadership Peace and Does UN Women
Security and Humanitarian acknowledge and report on
Response at global and an explicit Theory of
regional levels? Change?
Is UN Women present in all
relevant themes and
geographical areas?
Partnerships &
To what extent are To what extent are relevant How effectively has UN
coordination
opportunities for gender global, regional and national Women managed its
equality and women’s stakeholders and actors financial and human
empowerment as countries included in UN Women resources in the strategic
re-build from crisis and programming and priority area of PSHR?
conflict used based on the implementation;
To what extent does the
coordination capacity within intergovernmental and
technical capacity of field
UN Women and within the normative support; and policy
staff and partners enable
UN system? advocacy processes?
UN Women to respond to
How well is UN Women’s short-notice needs for
comparative advantage technical support?
maximized as regards
intergovernmental and
normative work?
Relevance/coherenc
How and to what extent are How does UN Women assure What capacities and skills
e
UN Women’s mandates on that programmes at country should the organization
Peace and Security, and level reflect and align strategic prioritize and further
33
Humanitarian Response plans and normative develop to bring greater
aligned, coordinated the frameworks? coherence and relevance to
harmonized? its interventions in conflict,
To what extent is UN
post-conflict and
How successfully does UN Women’s regional architecture
humanitarian emergency
Women manage to push and overall organizational
situations?
forward and implement a structure responsive to the
global agenda at country increasing needs of region- How well does UN Women
level? based peace and security deal with the tensions and
advisors and regional risks inherent in working in
How well is UN Women
approaches?
positioned in terms of its conflict affected countries?
responsiveness and country To what extent are synergies
used in interconnected and
needs on PSHR and vis-a-
cross-thematic interventions in
vis other agencies? conflict and emergency
How strategically is UN settings?
Women playing in How well has UN Women
supporting WPS agenda and transitioned in its mandates on
UN coordination at country
PSHR from the former
level and interagency work?
scenario of four agencies with
How have the inherent individual mandates to the
opportunities and
new entity with an enhanced
constraints that UN Women
has as a UN institution with mandate on PSHR?
a distinct mandate been How well does UN Women
implemented?
conduct context analysis and
Have there been diagnostic work and then
opportunities at country translate this knowledge into
level that have/could have strategy and programme
been used?
development? How conflict
sensitive is UN Women?
Does UN Women apply an
explicit “do no harm” set of
principles at an operational
level, across the full array of
programming and among its
partners?
How coherent are the
programmes and initiatives of
UN Women with internal
organizational policies and
strategic frameworks as well
as external policy context?
Impact
How has UN Women
contributed to change the
paradigm in the peace and
security agenda for
women’s empowerment and
gender equality to play a
more relevant role?
To what extent has UN
Women been effective to
34
strengthen evidence on the
causality between increasing
women’s leadership in
peace and security and
peace writ large?
Sustainability
How effectively has UN To what extent has UN How well are lessons
Women been able to Women identified strategic learned documented and
contribute to the generation partners that could pick up on shared with partners?
of national ownership of supporting continued
To what extent has UN
programmes, the government and non-
Women been able to
establishment of effective governmental action when
promote replication of
partnerships and the field presence came to an end?
successful programmes?
development of national
How effective has its women’s
capacities? How realistic is UN
leadership agenda been,
Women’s planning and
How institutionalized notably in relation to national
time frames in post-conflict
women’s empowerment and ownership and capacity
situations in light of the
gender equality is within the development?
technical expertise and
UN system and the Peace &
What are the innovative support that can be
Security agenda?
strategies and promising offered?
programming practices that
To what extent have UN
could be replicated?
Women’s exit strategies in
PSHR been well planned
and successful?
35
Annex 2 Preliminary Portfolio Analysis
UN Women Number of P&S programmes / projects P&S and Governance12
Section managed in the period 2008 – 2011 expenditures in the period
2008 - 201113 USD million
W, P&S Section Provided by Cluster: 2008: TBC
9 Global Programmes 2009: GPS 5.01
2010: GPS 11.19
2011: 6.4
2009-2011 Total: 22.6
Africa Section Provided by section: 2008: TBC
14 programmes 2009: GPS 14.1
2010: GPS 17.6
2011: 18.1
2009-2011 Total: 49.8
Asia-Pacific and Provided by section: Provided by section: 2008: TBC
Arab States Arab States: Asia-Pacific: 2009: GPS 13.7
Sections 24 programmes 30 programmes 2010: GPS 15.8
2011: AS 0.9 + AP 10.58
2009-2011 Total: 40.98
Europe and Provided by section: 2008: TBC
Central Asia 7 programmes 2009: GPS 3.3
Section 2010: GPS 3.5
2011: 4.06
2009-2011 Total: 10.86
Latin America and Provided by section: 2008: TBC
the Caribbean 12 programmes 2009: GPS 6.3
Section 2010: GPS 8.3
2011: 7.51
2009-2011 Total: 22.11
UN Action Against 3 Programmes extracted from MDTF database 2008: TBC
sexual violence in (http://mdtf.undp.org/factsheet/fund/UNA00) 2009: 201,536
conflict - Stop 2010: 583,807
Rape Now 2011: No info available yet
2009-2011 Total: 785,343
Other initiatives To be compiled
(non-
programmatic)
12
Women, Peace and Security programme expenditures before 2011 includes Governance expenditures as it was part of the
same cluster. All 2009-2011 totals by region and cluster includes Governance from 2009-2010.
13 Expenditure figures for 2011 are based on Atlas expenditure reports as of 18 Nov, 2011, which may not reflect all
expenditures for 2011. Expenditure figures for 2010 are based on Atlas expenditure reports as of 23 Feb, 2011. Expenditure
figures for 2009 are based on Atlas expenditure reports as of 1 March, 2010
36
ANNEX 3: Team Members Profile
As indicated in Section 6 of the TOR, the evaluation team should be composed of 4 – 5 members that include an
experienced Team Leader, a senior gender equality expert (preferable with experience in evaluation of peace and
security and humanitarian response programmes), a senior evaluation expert and research assistants. Ideally, the
team leader should have expertise in UN programming processes, while the senior evaluator expert has strong
knowledge of human rights and gender issues. The team should be gender balanced and include at least 2 regional
evaluators; and preferably national researchers. Below is a more detailed description of the qualification
requirements expected for each team member:
Team Leader
At least 10 -15 years practical experience in conducting evaluations of international policies and
programmes utilizing a wide range of approaches and methods including utilization focused, gender and
human rights responsive, and mixed methods with a background in social research;
Extensive experience acting as team leader for complex evaluations and proven ability to manage a diverse
evaluation team;
Previous experience in conducting evaluations on peace and security and humanitarian response or related
themes would be considered an asset;
Excellent knowledge of the UN system, UN and UN Women programming at the country level, in
development and conflict/post-conflict country contexts;
Experience and knowledge on gender equality and women’s empowerment, gender mainstreaming, gender
analysis and the related mandates within the UN system; experience/knowledge of women’s movements
Experience and knowledge on human rights issues, the human rights-based approach to programming,
human rights analysis and related mandates within the UN system;
Excellent analytical, facilitation and communications skills and ability to negotiate amongst a wide range of
stakeholders;
Fluent in English and knowledge of other official UN languages;
Senior Gender Equality Expert
At least 10 years professional experience in gender equality field;
Experience/knowledge on gender equality and women’s empowerment issues, gender mainstreaming,
gender analysis and thorough knowledge of the related mandates within the UN system and particularly
that of UN Women’s;
Experience/knowledge of peace and security and humanitarian response processes would be an asset;
Knowledge of the UN system, UN reform processes and UN programming at the country level;
Knowledge of human rights issues, the human rights-based approach to programming, human rights
analysis and related mandates within the UN system;
Strong analytical, facilitation and communications skills and ability to negotiate amongst a wide range of
stakeholders;
Fluent in English and knowledge of other official UN languages;
Senior Evaluator Expert
At least 7 – 10 years practical experience in conducting evaluation of international policies and
programmes utilizing a wide range of approaches and methods including utilization focused, gender and
human rights-responsive, and mixed methods and background in social research;
Strong knowledge of human rights issues, the human rights-based approach to programming, human rights
analysis and related mandates within the UN system;
Knowledge of the UN system, UN reform processes and UN programming at the country level, in
development, conflict/post-conflict country contexts;
Experience and knowledge in gender equality and women’s empowerment, gender mainstreaming, gender
analysis and the related mandates within the UN system;
Experience/knowledge of peace and security and humanitarian response would be considered an asset;
37
Excellent analytical, facilitation and communications skills and ability to negotiate amongst a wide range of
stakeholders;
Fluent in English and knowledge of other official UN languages;
Research Assistant
Strong analytical skills and ability to quickly grasp and synthesize information;
Ability to work interactively with a team, often responding to varying requests under pressure;
Good mastery of information technology required for organized presentation of information, including
quantitative information and graphical presentations, and for organizing information and materials on the
internal website;
Excellent drafting skills in English;
Deep knowledge and/or experience in the UN would be considered an asset;
Working knowledge of other UN languages would be considered an asset.
38
Annex IV
PROPOSAL SUBMISSION FORM
Dear Sir / Madam,
Having examined the Solicitation Documents, the receipt of which is hereby duly acknowledged,
we, the undersigned, offer to provide Professional Consulting services (profession/activity for
Project/programme/office) for the sum as may be ascertained in accordance with the Price
Schedule attached herewith and made part of this Proposal.
We undertake, if our Proposal is accepted, to commence and complete delivery of all services
specified in the contract within the time frame stipulated.
We agree to abide by this Proposal for a period of 90 days from the date fixed for opening of
Proposals in the Invitation for Proposal, and it shall remain binding upon us and may be accepted
at any time before the expiration of that period.
We understand that you are not bound to accept any Proposal you may receive.
Dated this day /month of year
E. Signature
(In the capacity of)
Duly authorized to sign Proposal for and on behalf of
39
Annex V
FINANCIAL PROPOSAL
The Contractor (either firm or individual consultants conforming a team) is asked to prepare the
Financial Proposal as a separate envelope from the rest of the RFP response as indicated in
Section D paragraph 14 (b) of the Instruction to Offerors.
Individual consultants should submit their daily fee only.
All prices/rates quoted must be exclusive of all taxes, since the UN Women is exempt from taxes
as detailed in Section II, Clause 18.
The Financial Proposal must provide a detailed cost breakdown. Provide separate figures for
each functional grouping or category.
Estimates for cost-reimbursable items, if any, such as travel, and per diems should be listed
separately.
The format shown below should be used in preparing the price schedule. The format includes
specific expenditures, which may or may not be required or applicable but are indicated to serve
as examples.
Financial Proposal
Request for Proposals for Services
Description of Activity/Item Staff involved Daily Rate Time Effort in Estimated
(indicate profile Days Amount
of the person/s
involved in each
activity)
1. Deliverables
1.1 Work Plan agreed with UN Women
Evaluation Office
1.2 Inception Report
1.3 Data Collection and Analysis – preliminary
findings presentation
1.4 Reports from Country Case Studies
1.5 Draft and final Evaluation Report including
executive summary
1.6 Evaluation Brief for use in Stakeholder
presentations; methodology brief and power
point presentation for different audiences
1.7 Elements for an M&E system especially
designed to monitor and enable evaluation of
the UN Women’s PSHR sector, where the
country scans and portfolio analysis will be an
integral part
2. Operational costs
2.1 Travel – economy only
2.2 Per Diem Allowances
2.3 Other expenses
40
Please indicate daily fees of each member of the team and total number of days that each team
member will be involved in each activity.
41
