UNICEF
ADVISOR ON COST/BENEFIT AND RISK ANALYSIS
Terms of Reference
Background
Millions of children live in alternative care, and many more are at risk of the same due to the loss of a
parent, separation from family members due to armed conflict, family poverty, societal stigma. In many
countries the principal response is residential care, a type of care that does not best serve all children.
Often times there are few or no resources in place to ensure the most appropriate placements, develop
different types of care arrangements and provide support and monitoring needed for the wellbeing of
those placed in care
Better Care Network (BCN) was formed in 2003, filling a critical gap in alternative care - to facilitate
active information exchange and collaboration on this issue and to advocate for technically sound policy
and programmatic action on global, regional and national levels in order to:
 Reduce instances of separation and abandonment of children;
 Reunite children outside family care with their families, wherever possible and appropriate;
 Increase, strengthen and support family and community-based care options for children who
cannot be cared for by their parents;
 Establish international and national standards for all forms of care for children without adequate
family care and mechanisms for ensuring compliance; and,
 Ensure that residential institutions are used in a very limited manner and only when appropriate.
Over the past 8 years the demand for the Network has been confirmed and continues to grow. An
evaluation1 in 2008 recognised the gap in the alternative care community that BCN filled, and it also
noted how much the organisation was growing. The membership of the organisation is now almost 2,000
people, the website receives approximately 40,000 hits a month, it responds to approximately 30 specific
information requests monthly2, and has been involved in spearheading and organising a number of key
alternative care conferences. There are some notable outputs such as the development of the BCN toolkit
for those working in alternative care and a working paper series. It is also an “influencer” as seen during
its response to the Haiti emergency when it was a resource for different people and organisations seeking
the best way to respond. As it continues to grow and respond to global demands it is opportune to ensure
that its structure can effectively respond to these opportunities.
BCN Organisational Structure3
Vatsia, Usha. (2008) “Better Care Network: An assessment of its impact”. CARE USA.
BCN Annual Report/ppt 2008.
3
Further details are found in “The Better Care Network Guiding Principles and Procedures”,
www.bettercarenetwork.org (currently not on the site but will be)
1
2
BCN is not a legal entity. It developed from a recognised need across different government,
intergovernmental and non-governmental organisations that work in the care area. It has a unique
responsibility to pull together the differing perspectives and reflect this as it implements its purpose.
Secretariat
The Network was initially maintained through the voluntary human resources of DCOF. This supported
the collecting and dissemination of information. In 2005 a staffed secretariat was established. At present it
is based in UNICEF Headquarters in New York USA, with day-to-day supervision by the UNICEF Sr.
Advisor, and the staff are contracted by CARE USA. It operates with guidance from the Steering
Committee
Steering Committee
The Steering Committee coordinates and collaborates with the Secretariat in the attainment of BCN
objectives. It is also the body that provides overall guidance on matters of BCN policy. Membership is by
invitation of the current members, and they must have a demonstrated commitment to the purpose of
BCN. The Committee meets by conference call and at the annual meeting.
Advisory Group
This Group advises on strategic priorities and the work plan of the BCN Secretariat. They propose joint
initiatives that could take place within the Group’s memberships, and contribute to or lead these
initiatives. Promoting the aims of BCN, the members provide technical assistance, advice and expertise
on alternative care to the BCN Secretariat. With demonstrated experience in the goals of BCN, they are
invited to participate by the Secretariat
BCN Country and Regional Chapters
There is scope within the Network to establish other chapters, with BCN Netherlands opening in
November 2007, and an ongoing discussion to establish a Network in Africa. These chapters tailor the
global principles to the specific context, facilitating the same exchange of information and technical input
at the chapter level as BCN does globally. The global BCN Steering Committee and Secretariat can
revoke support and assistance if it finds a chapter does not adhere to the overarching principles and
standards.
Working Groups – Faith-to-Action
In the early days of BCN, working groups on different topics were established, for example, on advocacy.
This is not the case currently and is not reflected in BCN’s Guiding Principles and Procedures. Faith-toAction is an example of a “project” or “working group” that was founded through BCN and has emerged
as its own entity with a distinct structure and strategic decision making process. It is an advocacy
initiative that provides information and resources to US Christian churches and faith-based organisations
seeking to address the needs of orphans and vulnerable children in predominantly Sub-Saharan Africa.
BCN is represented as a core working member with equal vote/influence as other members.
BCN is also a member of other groups, notably as co-chair of the NGO Committee on UNICEF Working
Group on Children without Parental Care.
Finances
Finances for BCN are channelled through Steering Committee members. This means that the member is
held accountable for the funds that the Secretariat spends. Each Steering Committee member is to
contribute, in cash or in kind, a minimum of 5000 USD annually. Accounting with the organisations that
manage funds the BCN Secretariat does produce an annual report and financial statements for the
Steering Committee
UNICEF as the Host Organisations
“The Better Care Network Guiding Principles and Procedures” detail that BCN is hosted by an
organisation in the Steering Committee. This is currently UNICEF, and has been such since the
establishment of the Secretariat. As noted, the demand for the Network continues to expand, and it has
also changed from a “loose” network, to one with staff and projects. To date the hosting relationship has
also been loosely organised, yet with the expansion of BCN and its Secretariat, there are concerns that
this may expose UNICEF to some risks, including financial and ‘political’ risk. Examples of these
concerns include:
 There has been confusion on the part of other organisations that view BCN as part of the
organisation where it is housed, emphasised further as it holds the email address of the host
organisation. This can result if people, even in UNICEF, perceiving the positions of BCN and
equivalent to UNICEF’s positions and approaches
 Staff working in the BCN Secretariat have full access to all UNICEF services and facilities,
including the intranet, and can wittingly or unwittingly access confidential information.
 The significant amounts of funds that flow through UNICEF accounts can impact on the fundraising ability of the relevant section of the UNICEF organisation, particularly when the
spending levels of BCN are lower than expected. This is a further risk as while donors use
UNICEF for the financial accountability, but UNICEF has no authority over the funds or any
shifts in the use of funds.
 As the Secretariat grows there is an increasing expenditure to UNICEF which covers the
consumption of BCN such as office space, supplies, communication services.
 There is no direct accountability to the host organisation on the part of BCN. The principles and
procedures do not delineate who the Secretariat is accountable to overall; they rather focus on the
collaborative directions.
At the same time, though, it is also recognised that UNICEF enjoys some benefits through the location of
the BCN secretariat in the UNICEF headquarters:
 Mutual influence between the two organisations
 Easy access to personnel and documentation
 Some BCN funds include a small amount for UNICEF child protection activities (plus the 7%
recovery cost)
Currently an overall Strategic Review of BCN is ongoing. This comprehensive review is looking at ways
to improve the Network’s response to its own objectives. This is currently beginning, and it is expected
that it may revisit its organisational structure in 2012. It is only in a couple of years this may be expected
to impact on the arrangement of “hosting”, and possibly even the type of organisations it becomes (e.g. a
registered entity).
Objective of the Assignment
The objective of the assignment is to carry out a cost /benefit analysis of BCN in relation to its housing
within UNICEF HQ, and make recommendations on how to minimise any risks to UNICEF, while at the
same time being supportive of BCN.
The assignment should consider what are the costs, including risks and benefits now, and whether, in
view of the growth of BCN they will increase in the future (and if so, which are the greatest risks).
Recommendations for minimising the risks to UNICEF should include at least two options, showing
clearly risks and opportunities, costs and benefits of each, and include a time scale for implementation.
The assignment will be carried out within the context of the current institutional structure of BCN.
Duties and Responsibilities
The duties and responsibilities of the consultant will include, but not be limited to, the following:
i.
ii.
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iii.
Carry out a cost benefit analysis of the location of the BCN secretariat within UNICEF. This
includes considering:
 funding allocations and decision-making on expenditure;
 management;
 issues relating to confidentiality;
 risks to UNICEF as being associated with BCN; and,
 other risks to be identified during the assessment
 benefits to UNICEF of the BCN secretariat being housed in the UNICEF headquarters.
Carry out a risks analysis that define the following:
Types of risks potential or incurred
root causes
current practices that may palliate the risks
Deliver a report which proposes recommendations for optimizing costs, minimising the identified
risks to UNICEF, and improving the partnership with BCN. The recommendations should be
framed for UNICEF; however, this should be applicable to other organisations that may later host
BCN.
Data should be gathered from BCN and UNICEF staff, annual reports, financial statements and other
relevant documents.
Indicators of Performance
The measurable indicator of performance is:
i. A cost/benefit and risk analysis report, including comments on any potential areas where the risks
could be minimised.
ii. Recommendations for addressing the risks and maximising the benefits.
Support and Deliverables
The consultant will report to the Senior Adviser for Child Protection in UNICEF, and Programme
Support Unit. Daily supervision will be from the Alternative Care Child Protection Specialist.
In carrying out this assignment the UNICEF will provide the necessary background documents such as
annual reports and financial statements. It is expected that the consultant will also hold meetings with the
Secretariat of the Better Care Network. UNICEF will facilitate introductions with stakeholders as
required.
The consultant is expected to provide UNICEF with a draft output of the report 7 days into the
assignment. This would be followed, in 10 days, with feedback and comments provided by the Senior
Adviser for Child Protection and other UNICEF staff. A final draft of the report would be shared within 3
days following receipt of the feedback.
Consultant Qualifications
The consultant should have:
i. Academic background in Internal Audit, and/or experience commensurate with the task required;
ii. At least five years of experience in carrying out such audits and implementing the recommendations
arising from such reviews;
iii. Successfully worked in an international arena;
iv. Be familiar with “network” organisations; and,
v. Excellent report-writing and human relations skills.
Contract Arrangements
The assignment is expected to begin end May 2011, and is expected to last a total of 10 working days
over a 4 week period. The consultant will have a day to day reporting relationship with UNICEF.
This work will be performed from any place with reliable internet connectivity.
How to Apply
Qualified candidates are requested to submit a cover letter with subject line: Consultancy, Advisor on
cost/Benefit and Risk Analysis. Applications must include a detailed CV, P11 (which can be downloaded
from our website at http://www.unicef.org/about/employ/index 53129.html), daily fee requirements, and
outline of the methodology to be used. Applications can be submitted to the following email –
pdconsultants@unicef.org by 15 July 2011. Applications without a fee reference will not be considered.