Consultant for Polio Assets Transition

Organizing the transition planning process and coordination and Developing transition plans

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1. Background and context

UNICEF is an international humanitarian, child-centred, development organization, without religious, political or governmental affiliation. Routine immunization program continues to be weak with very low immunization coverages. The current conflict in South Sudan has now gone beyond the 3-former conflict affected states adding Western BEG, Western and Central Equatoria. This affected the basic humanitarian health services especially the routine immunization with a coverage estimated at the end of 2017 at 57% for BCG; 56% for OPV3; 57 % for Penta3; 54&% for IPV; 71% for Measles and 46% for TT 2 at national level.

“The last indigenous case of wild poliovirus in South Sudan was reported in 2002 with 565 cases and the last vaccine-derived polio type 2 (VDPVtype2 outbreak confirmed was in May 2015 with 1 case in Unity State in an area where immunization was not getting to. In 2017, cVDPD type 2 outbreak occurred in DRC neighboring South Sudan in the West.

 Polio surveillance data show as of week 3 of 2018 in three conflict affected states is almost normal, NP-AFP rate of under fifteen in Jonglei (3.46) Upper Nile (3.46) and Unity (4.17) per 100,000 U15 years. Stool adequacy of Jonglei is 91%, Unity 61% and 48% for Upper Nile states.

 This 2018, South Sudan is in its fifth year of conflict which expands and intensifies the humanitarian crisis in the country and limits access to some of the population. The number of people uprooted since the start of the conflict in 2013 is more than 4 million, including 1.9 million internally displaced people, with about 85 per cent estimated to be children and women  and more than 2 million refugees in neighboring countries The impacts of this conflict are inaccessibility in most of the counties, destruction of health facilities including the cold chain network, travel restrictions, destruction of Commercial Bank, extreme difficulty in logistics handling and inadequate number of staff to address the evolving needs of the states.

NIDs have been regularly carried out since 2008 although the frequency is going to reduce as from 2018. In 2017 four round of NID were conducted. Note that, the percentage of missed children slightly increased to more than 10% in December 2017 compare to 6.4% in December 2016 because of operational issues. Team did not visit the home of 54.83% of the missed children, 20.76% of the children were not at home, 15.25% of the missed children where sick, new born or sleeping while only 3.59% were refusals.
The percentage of “child not at home” decreased from 30.9% in April 2016 to 20.76% in December 2017, the main reasons for their absence were: travel 25.96%, child with parents at the cattle camp 20.81%, child with parent at the market 20.07%, child at the playground 16.75%.
UNICEF procures and manages all vaccines and cold chain equipment both for routine immunization and SIAs on behalf of Ministry of Health. UNICEF also supports on communication and social mobilization activities with a network of about 4,506 social mobilizers and supervisors.

Polio transition process started in 2016 for South Sudan with support from HQ and Regional Offices of Unicef and WHO, as of end January 2018, the following has been achieved: awareness of the stakeholders as well of the engagement of the government is done, a governing body to manage the process has been established, the mapping of human resources, physical assets and intangible assets have been done, lessons learned and best practices have been documented. The health priorities have been defined as EPI, IDSR and Health System Strengthening through the Boma Health Initiative (BHI), a polio simulation exercise has been organized which specified the strategic options for the transition of essential polio functions against the health priorities. Most of the human resources who are at the base are identified to be transferred into the Boma Health Initiative while giving them a training against their redefined functions. The business case has been developed. It is left to finalize the business case, the transition plan including the implementation plan, develop the resource mobilization document while organizing a high-level advocacy meeting as well as developing the investment case for the polio transition. Implementation of the transition plan as well as its monitoring will start as soon as possible. The process of polio post certification strategic planning has started and the priority counties are called to simultaneously prepare it while finalizing and implementing the polio transition plan.

2. Justification/purpose of assignment

The polio transition process is ongoing and there is need to finalize the transition plan and implement it while starting to develop the polio post-certification strategic plan. As such with the support and oversight from Unicef’s RO and HQ a consultant will be hired to support the country’s Ministry of Health and its partners.

The consultant is expected to lead and document the finalization of the transition process including implementation of the transition plan.

The consultant is expected to work with MOH, WHO, IOM and others implementing partners to update available polio assets mapped as implementation is ongoing, provide data analysis support related to equity and identify challenges and remedial actions.

The consultant will communicate and coordinate closely with staff from other departments at the CO during the implementation of the programme activities, monitoring and evaluation. S/he communicates, at times, with UNICEF Health and Immunization team when seeking technical supports.

Countries are requested as of 2018, to start preparing the Polio Post Certification Strategic Plan

 The consultant in partnership with the stake holders, the consultant working on business case and the institution working on resource mobilisation and investment case ensure that the transition plan is finalized while associating some key stage1 and stage 2 polio post certification strategic plan activities for South Sudan.

The consultant should ensure the follow up of the polio transition implementing process, reviews and updates of work plans.

Support the MoH to set up of the accountability framework on polio activities implementation in collaboration with the WHO and MoH transition focal person.

Provides oversight and support for monitoring and evaluation to the implementing partners.

The consultant is expected to provide inputs to project monitoring and evaluation tools/ standards/ guidelines ensuring measurable indicators for equity are in place in accordance with requirements. He/she is expected to guide the implementation of project monitoring and evaluation system for equity indicators, and conduct verification of data related to equity and inclusion.

3. Specific Tasks/objectives

• Support and maintain a functional governing body with MoH at counties, State level and national with UN partners, as the main decision-making body on polio transition planning.
• Contribute to the resource mobilization for the polio transition and its investment case document.
• Finalize the transition plan.
• Develop and implement work plan that outlines the planning scope and timeline for endorsed by the governing body designated by the government to oversee the planning process.
• Contribute to the finalization of the business case for top priority transition strategies.
• Support the development of the polio post-certification strategic plan.

4. Methodology and technical approach

In continuity with the stages below with emphasis of stage e. and f:

1. Polio Assets mapping:  include both “assets” and “functions”. “Assets” include all of the people, physical infrastructure, financing structures established by the polio program in the country. The first step in situational analysis is to collect detailed information on the polio assets and functions.
2. Documentation of the process: The experience of the polio program, particularly the knowledge, systems and relationships developed during the eradication effort, have relevance for other programs in the region/country. Lessons learned include the valuable processes/systems and best practices developed and improved by the polio program through trial-and-error over three decades. In addition, written case studies, media coverage, video and photo documentation, and academic journal articles are all ways to compile lessons learned
3. Simulation of Transition: Once a clear picture of polio program assets in a region/country has been established and shared, the government, GPEI partners and stakeholders can organize a tabletop simulation exercise to help develop a better understanding of the risks and opportunities presented by polio transition planning. The exercise requires stakeholders to consider a scenario in which polio program funding is no longer available to support public health functions in the region/country.
4. Select transition strategies and build a business case: a clear plan must be articulated for “how” a particular polio program asset, function or lesson learned will be transitioned. Once potential challenges have been identified and trade-offs assessed, it should be clear which transition strategies have the most support from key stakeholders. Where there are a number of different opportunities, carefully assessing trade-offs and prioritizing opportunities will help decision-makers understand what is at stake.
5. Finalize implementation of transition Plan: The execution plan should translate the business case and stakeholder commitments into an actionable plan for implementing and monitoring the transition itself. The main elements of a useful execution plan include:

1. Human resource plans
2. Capacity assessment and capacity-building plans
3. Communications plans
4. Monitoring and accountability framework, with timelines
5. Detailed execution budget
6. Transition framework, with roles and responsibilities of key stakeholders
7. Execution work plan
8. Contribution to the investment case.

6. Develop the life Polio Post-Certification Strategic Plan

5. Expected Deliverables and Time line

6. Expected background, Experience and competencies, qualifications and specialized knowledge

Education and Experience:  

A qualification of a Master’s degree related to social sciences, community development, immunization, or other relevant areas including business management with health care exposure.

At least 5 years programme/ project implementation/ management experience in equity related issues in development, preferably with exposure to the Immunization sector in South Sudan

Experience in support of polio transition process to country offices

Experience in facilitating workshops, meetings, and discussions at formal and informal settings with all levels of stakeholders including community members

Experience working with local and international NGOs

Experience working with government and local authorities at national and sub-national levels

Experience managing project budgets, preferred

Experience monitoring and evaluation of project

Experience of previous work experience in South Sudan will be of added value.

Knowledge and skills:

1. Extensive experience in and knowledge of frameworks, participatory approaches and tools in lifestyle, gender and equality, and sustainability.
2. Demonstrated knowledge of translating human rights into practice, of involving historically marginalized populations in planning and monitoring processes, and of empowering communities and their organizations is a distinct advantage.
3. A track record of translating research findings into materials to inform decision making for Programme implementation.
4. Excellent analytical and writing skills, and ability to prepare quality research briefs and learning papers.
5. Experience managing programmatic partnerships with local/ international organizations, local governments in Somalia will be an asset.
6. Practical and conceptual understanding of immunization and equity issues, including software approaches to collective behaviour change that bring about improvements in immunization practices, consideration of equity as a key determinant of public health, pro-poor and gender-sensitive service delivery, and implementation strategies that are decentralized and demand driven.
7. The ability to work independently, carry out multiple tasks, meet deadlines, remain within budget, and work collaboratively in a team;
8. Strong interpersonal skills, and work effectively with people at all levels;

Attitude and Behaviors:

• Result and quality oriented (commitment to getting things done with quality)

• Proactive and has initiative

• Team player, cooperative/ supportive to colleagues

• Positive attitude towards the organization, work, and colleagues

• Creative and open to feedback and willing to try new approaches and processes

• Commitment to working for child and community development

• Adheres to rules and regulations and abides by organization’s values and principles

• High self-esteem and respect of others

• Gender sensitivity

For every Child, you demonstrate…

UNICEF’s core values of Commitment, Diversity and Integrity and core competencies in Communication, Working with People and Drive for Results.

The technical competencies required for this post are….

View our competency framework at

http://www.unicef.org/about/employ/files/UNICEF_Competencies.pdf

UNICEF is committed to diversity and inclusion within its workforce, and encourages all candidates, irrespective of gender, nationality, religious and ethnic backgrounds, including persons living with disabilities, to apply to become a part of the organization.

Remarks:

Mobility is a condition of international professional employment with UNICEF and an underlying premise of the international civil service.

Only shortlisted candidates will be contacted and advance to the next stage of the selection process.