Private Sector Partnerships Consultant

OVERVIEW

Parent Sector : Bureau of Strategic Planning (BSP)

Duty Station: Japan

Job Family: External Relations

Type of contract : Non Staff

Duration of contract : From 1 to 6 months

Recruitment open to : External candidates

Application Deadline (Midnight Paris Time) : 15-JAN-2021

 

UNESCO Core Values: Commitment to the Organization, Integrity, Respect for Diversity, Professionalism

 

OVERVIEW OF THE FUNCTIONS OF THE POST

 

I.    Background

 

In 2018-2019, resources mobilized from private funding sources accounted for 11% of resources mobilized by UNESC0.  The bulk of private sector funding comes from entities based in 10 countries in the following order USA, Brazil, China, Switzerland, Saudi Arabia, Kuwait, France, Italy, Republic of Korea. In 2018, over 70% of funds came from the top 10 partnerships. Conversely over 70% of agreements signed were for values of less than $100,000 suggesting that gains could be made by redirecting efforts to higher value work.
 

In terms of the composition of private funding to UNESCO, roughly 50% comes from foundations, 16% from individual giving, 15% from corporates, and remaining 19% from a diverse range of other private funding source.  

 

As set out in the resource mobilization strategy for 2020-2021, UNESCO seeks to scale up its engagement with private partners through a selective focus on specific countries, and a targeted approach to specific funding streams. 
 

There is much that UNESCO Member States can do to support the resource mobilization efforts of the UNESCO Secretariat including by sharing knowledge on public-private partnerships and helping UNESCO to identify and engage with new public and private partners on their territory including sub national government entities. In addition to their formal role in assisting the UNESCO Secretariat with due diligence of potential private partners, National Commissions for UNESCO can also play a valuable role in prospective for potential private sector partners that are aligned with UNESCO values. 
 

UNESCO’s approach to private sector outreach and engagement is framed within the Common UN Approach to Prospect Research and Due Diligence for Business Sector Partnerships. The UN Global Compact offers all UN Agencies, Funds and Programmes an agreed common mechanism for engagement with the private sector by providing a framework for companies to develop more sustainable and responsible business practices in line with UN values.
 

The different forms of engagement with private sector partners include ‘Shared Value’ partnerships, resource mobilization and financing, influence and advocacy, exchange of knowledge and shared learning, programme implementation, capacity development and technical collaboration and innovation. They may involve financial, or in-kind contributions, or a combination of both.

Potential private sector funding streams

 

In 2019, UNESCO contracted an external study to develop scenarios for enhanced private sector fundraising over a 10 – 15 years period. Taking into account wider developments in UN fundraising techniques and market analysis, the study suggests a sharpened focus on the following funding streams: individual fundraising/regular pledging from individual in selected markets that would yield unrestricted funding that could be reinvested in strengthening resource mobilisation, outreach to High Net Worth Individuals (HNWI), strengthened efforts vis à vis foundations, and corporate partnerships including an emphasis on ‘Shared Value’ partnerships.

 
Tapping into large grants from foundations also represents an area of major potential. For example, in 2018 commitments from private philanthropy for SDG4 amounted to $ 528 million, with 1.8 billion for SDG 5, and $ 389 million for SDG 15.  According to analysis undertaken by OECD, from 2013-2015, almost three-quarters of giving originated from foundations based in United States Other top originating countries were the United Kingdom (7%), Netherlands (5%), Switzerland (2%), Canada (2%) and United Arab Emirates (2%).

 

As far as business is concerned, the main emerging opportunity flagged in the study commissioned by UNESCO, as well as the recent UN wide guidance  are shared value partnerships which the UN Guidance note defines as follows: “Shared value refers to achieving sustainable societal success by creating value for all the stakeholders involved, therefore for business entities too. These types of alliances differ from regular partnerships as they explicitly intersect with core business elements (e.g., products, services, R&D or strategies) contemplating business value as core aspect of advancing the social and economic conditions in the communities in which a business entity operates, and beyond. From a business perspective, this value may translate into operational enhancement, reputational benefits, employee satisfaction and retention, sustainability achievements, social impact, and other elements which may ultimately lead to financial benefits. From the perspective of the United Nations, the value can translate into better, more sustainable and at scale (or scalable) solutions to meet the SDGs”. 

UNESCO wishes to explore the opportunity of establishing strategic partnerships with a limited number of High Net Worth individuals otherwise known as ‘major giving’ a source of private income amongst comparator organisations. Areas like education, culture, museums, environment, children and youth are typically attracting high levels of interest and support from the ultra-wealthy. UNESCO will focus on the top 20 countries with the highest population of HNWI between 2017-2018.  In decreasing order these were the USA, Japan, Germany, China, France, UK, Switzerland, Canada, Italy, Australia, Netherlands, India, Republic of Korea, Spain, Russian Federation, Saudi Arabia, Kuwait, Brazil Norway. As part of its efforts to increase resource mobilization for Africa, which is the priority region for UNESCO, UNESCO will study the opportunity of partnering with African philanthropists.

    
Individual fundraising/Monthly pledging as it’s considered as the biggest source of private income in comparator organisations including UNICEF and UNHCR. At the same time, it highlighted that success in this area requires significant investment in financial terms, specialized expertise in fund raising from the general public, and a determined communication strategy in selected markets. UNESCO will explore whether selected country markets lend themselves to fundraising from individuals including through crowd funding and digital fundraising. 

Tapping more extensively into private sector funding streams will require a detailed analysis of how existing assets in terms of people and offices could be deployed most effectively to contribute to this effort, the launch of pilots in each of the new funding streams (HNWI, individual fund raising including crowd funding, shared value) to assess opportunities and risks and inform a new organisational approach to private sector fundraising and a strengthened collaboration between Member States and the UNESCO Secretariat to leverage opportunities in specific markets.

II.    Assignment:

 

Under the supervision of the Partnership Division of the Bureau of Strategic Planning (BSP), the selected Individual Specialist/Organization will be responsible for the mapping and strategic analysis of opportunities  (hereinafter referred to as the Study) for UNESCO to engage with private partners in Japan, in close consultation with the Permanent Delegation of Japan to UNESCO and Japanese National Commission for UNESCO. The mapping of opportunities will include foundations, business and High Net Worth Individuals. It will also consider the opportunity for fundraising from individuals (regular pledging of small amounts) including crowdfunding in Japan inter alia in connection with specific advocacy campaigns such as ‘ResiliArt’ or the Flagship programmes of the Global Education Coalition Based on the mapping exercise, the consultant will then prepare a strategy for engagement with the most promising private sector segment(s) in Japan. The candidate may telework inside or outside Japan.

Specifically, in close consultation with the Permanent Delegation of Japan to UNESCO and Japanese National Commission for UNESCO over the course of consultancy, the Study should: 

2.1 Mapping

 

• Identify companies, foundations and High Net Worth Individuals registered/resident in Japan that are aligned with UN/UNESCO values and business sectors that are most relevant to UNESCO’s programme. Their specific interests or priorities that are relevant to UNESCO programme areas/or themes.
• Identify the thematic and geographic focus of their philanthropic or CSR activities and data on volume of philanthropy where relevant by theme and by geographic focus. 
• Examples of any strategic partnerships or shared value partnership with UN, international organizations or not for profit organizations in Japan that could serve as a model for UNESCO. In this context, conduct a select number of interviews with UNESCO’s existing private partners such as National Federation of UNESCO Association in Japan (NFUAJ), comparator organizations like other UN (e.g. UNICEF National Committee and UNHCR), international organizations or non-for-profit organizations who are actively engaged in fundraising from private funding sources.
• Identify the opportunity for scaling up partnerships with existing private partners.
• Based on the mapping, prepare a prioritization of potential partners that offer the most potential for the development of large scale, impactful and sustainable partnerships. 

2.2 Assessment of opportunity to tap into individual fundraising 

 

• Assess opportunity to develop fundraising from individuals in Japan, including the extent to which there is a culture of individual giving with reference to other UN, or non-for-profit organizations that successfully fundraise from individuals and good practices in fundraising from individuals in Japan.
• Assess whether a fund raising operation targeting individual givers could be hosted in existing UNESCO or UNESCO family structures (Field Offices, National Commissions, Liaison Offices), or whether separate legal entities (foundations) whose purpose is national fundraising (and advocacy) along the lines of UNICEF's National Committees, or UNHCR's National Partners should be established. Assess the most favorable and productive arrangement for fundraising from individuals in Japan taking into account: the ability and willingness of the bodies currently representing UNESCO to house a strengthened fundraising operation; any risks of competition a new unit might have with units already present; questions of tax exemption and, in case there are several parallel types of representation, the necessity of a coherent and consistent presence, image and brand for UNESCO in Japan.

2.3 Strategy for engagement

 

• Based on a prioritization of key private sector partners in Japan, choose one, or maximum two category/ies of private partners among business, foundations and HNWI, and provide a rationale for why that category is most promising to UNESCO’s outreach and resource mobilization in Japan. 
• Develop a value proposition and targeted engagement strategy for UNESCO, including:
  o A concrete plan of implementation including inter alia market analysis, management, communication, funding channels, road map and financial projection) 
  o An analysis of how existing UNESCO assets (Field Offices, UNESCO National Commission, NFUAJ, existing private partners and networks, cooperation with Good Will Ambassadors, and other eminent persons) could be leveraged to retain and engage potential  partners (opportunity for introduction from eminent person(s) or institutions, within UNESCO network, analysis of unique passions and values aligned with those of UNESCO).

III.    Requirements:

 

3.1    The Study should be aligned with and build on the UNESCO Resource Mobilization Strategy for 2020-2021[1], inter alia with reference to prospecting and due diligence applicable to private partners, the  UNESCO Resource Mobilization Guidebook and UNESCO Comprehensive Partnership Strategy.

 

3.2    The Study shall be done through a participatory process involving key stakeholders including UNESCO Secretariat, the Permanent Delegation of UNESCO to Japan and Japanese National Commission for UNESCO and interviews with a select number of entities as described in the Assignment above.

 

IV.    Required Technical and Financial proposal:

 

In applying for this position, the candidate shall enclose the following :

 

• A cover letter highlighting your skills and experience that are relevant for this assignment 
• Curriculum Vitae 
• Proposed methodology for undertaking the study and any comments on the terms of reference 
• Financial proposal 

V.    Deliverables:

 

The Individual Specialist shall submit to UNESCO, the following deliverables in English: 

i.     The invoice no 1 and mapping and prioritization of potential that offer the most potential

       for the development of large scale, impactful and sustainable partnerships. 

ii.     The invoice no 2, the draft report of interviews and draft strategy for engagement. 

iii.    The invoice no 3 and the final draft study as a whole. 

Long Description

[1] Resource Mobilization Strategy for 2020-2021  https://unesdoc.unesco.org/ark:/48223/pf0000372858?locale=en

COMPETENCIES (Core / Managerial) Accountability (C) Communication (C) Innovation (C) Knowledge sharing and continuous improvement (C) Planning and organizing (C) Results focus (C) Teamwork (C) Building partnerships (M)

Mobilizing resources (M)

- For detailed information, please consult the UNESCO Competency Framework. REQUIRED QUALIFICATIONS

 

Education

 

• Advanced university degree (Master or equivalent) International Business or relevant field such as the Economics and Finance, Marketing and International Communication.

 
Experience

 

• Minimum seven years of relevant experience in private sector engagement/fundraising from the Japanese private sector, philanthropy and/or business development or management consultancy at the international level.
• Relevant experience working with UNESCO or other intergovernmental organizations on similar assignments and knowledge of UN funding mechanisms. 

 

Competencies and skills

 

• Solid knowledge of fundraising from and engagement with the Japanese private sector including business, foundations, HNWI, and individual giving;
• Excellent written and oral communication skills; 
• The ability to build and maintain professional relationships;
• Ability to prioritize and deliver on deadline.

 

Language skills

    

• Excellent knowledge (written and oral) of English and Japanese.

DESIRABLE QUALIFICATIONS

 

Experience

 

• Japanese private sector engagement/fundraising for the UN or other international organisations 

BENEFITS AND ENTITLEMENTS

Rename the “BENEFITS AND ENTITLEMENTS” title to “APPLICATION PROCESS”, and use additional sections if required to add other relevant information.

Otherwise you can delete this section.

SELECTION AND RECRUITMENT PROCESS

Please note that all candidates must complete an on-line application and provide complete and accurate information. To apply, please visit the UNESCO careers website. No modifications can be made to the application submitted.

The evaluation of candidates is based on the criteria in the vacancy notice, and may include tests and/or assessments, as well as a competency-based interview. 

UNESCO uses communication technologies such as video or teleconference, e-mail correspondence, etc. for the assessment and evaluation of candidates.

Please note that only selected candidates will be further contacted and candidates in the final selection step will be subject to reference checks based on the information provided.

Footer

UNESCO applies a zero tolerance policy against all forms of harassment.

UNESCO is committed to achieve and sustain gender parity among its staff members in all categories and at all grades. Furthermore, UNESCO is committed to achieving workforce diversity in terms of gender, nationality and culture. Individuals from minority groups, indigenous groups and persons with disabilities, as well as nationals from non-and under-represented Member States (last update here) are equally encouraged to apply. All applications will be treated with the highest level of confidentiality. Worldwide mobility is required for staff members appointed to international posts.

UNESCO does not charge a fee at any stage of the recruitment process.