UNICEF Global Call: Strengthening Monitoring and Evaluation Systems for WASH and Child Health Programs in Fragile Contexts

The United Nations Children's Fund (UNICEF) has issued a high-urgency global call for proposals focused on Strengthening Monitoring and Evaluation (M&E) Systems for Water, Sanitation, and Hygiene (WASH) and Child Health Programs in Fragile Contexts. This opportunity, detailed on UNICEF's procurement page, targets international and national organizations with proven expertise in M&E, particularly in conflict-affected and disaster-prone regions. The call is part of UNICEF's broader commitment to evidence-based programming, ensuring that life-saving interventions are informed by robust data and measured against clear indicators. With a deadline of July 30, 2026, the urgency reflects the escalating needs in fragile states where weak data systems hinder effective resource allocation and program adaptation. Successful applicants will design and implement comprehensive M&E frameworks that integrate digital technologies, participatory methods, and rigorous quality assurance. The call requires close alignment with the Sustainable Development Goals (SDGs), especially Goals 3 (Good Health and Well-being) and 6 (Clean Water and Sanitation), and demands a clear focus on equity, gender, and inclusion. This overview underscores the critical need for deep technical expertise, operational resilience, and institutional capacity—all of which can be bolstered through targeted training from the Global Strategic Leadership Institute (GSLI). GSLI’s specialized courses in M&E, WASH, public health, and project management equip staff to deliver the high-quality, ethical, and context-sensitive M&E systems UNICEF requires. As such, this overview serves as a strategic entry point for organizations to assess their readiness and leverage GSLI's capacity-building assets to craft a winning proposal. Fragile contexts present unique challenges for M&E, including insecurity, limited infrastructure, high staff turnover, and low baseline data availability. UNICEF’s call specifically seeks to address these gaps by investing in systems that are adaptive, resilient, and locally owned. The donor expects bidders to propose innovative solutions such as remote sensing, community-based monitoring, and real-time dashboards. Additionally, the call emphasizes accountability to affected populations (AAP), requiring that feedback mechanisms are integrated into the M&E system. This overview provides a comprehensive top-level view of the call's scope, objectives, and requirements, setting the stage for the detailed breakdowns in subsequent sections. It is imperative for applicants to recognize that this is not a routine M&E contract but a strategic investment in institutional and community capacity to generate actionable evidence. GSLI’s role as a training partner becomes indispensable: our courses not only prepare individuals for technical tasks but also foster a culture of data-driven decision-making. By engaging with GSLI early, organizations can internalize the principles of effective M&E before even drafting their response, ensuring alignment with UNICEF’s vision from the outset. From a logistical standpoint, the call covers multiple countries and regions, each with distinct socio-economic and political dynamics. Bidders must demonstrate familiarity with these contexts, including an understanding of conflict-sensitive approaches and do-no-harm principles. The overview highlights the imperative to form consortia or partnerships with local organizations to ensure sustainability and contextual knowledge. Moreover, the call encourages the use of existing M&E platforms and coordination with national statistical offices to avoid duplication. This overview establishes a clear narrative that this opportunity is not just a funding mechanism but a platform for global health improvement. Organizations with a strong track record in M&E capacity building, especially those that have partnered with training institutes like GSLI, will have a competitive edge. This section, therefore, serves as a compelling introduction that emphasizes the stakes, the expectations, and the strategic advantage of investing in professional development through GSLI. It is crafted to inspire immediate action and to equip the reader with a holistic understanding of the call’s significance.

Strategic Overview

The United Nations Children's Fund (UNICEF) has issued a high-urgency global call for proposals focused on Strengthening Monitoring and Evaluation (M&E) Systems for Water, Sanitation, and Hygiene (WASH) and Child Health Programs in Fragile Contexts. This opportunity, detailed on UNICEF's procurement page, targets international and national organizations with proven expertise in M&E, particularly in conflict-affected and disaster-prone regions. The call is part of UNICEF's broader commitment to evidence-based programming, ensuring that life-saving interventions are informed by robust data and measured against clear indicators. With a deadline of July 30, 2026, the urgency reflects the escalating needs in fragile states where weak data systems hinder effective resource allocation and program adaptation. Successful applicants will design and implement comprehensive M&E frameworks that integrate digital technologies, participatory methods, and rigorous quality assurance. The call requires close alignment with the Sustainable Development Goals (SDGs), especially Goals 3 (Good Health and Well-being) and 6 (Clean Water and Sanitation), and demands a clear focus on equity, gender, and inclusion. This overview underscores the critical need for deep technical expertise, operational resilience, and institutional capacity—all of which can be bolstered through targeted training from the Global Strategic Leadership Institute (GSLI). GSLI’s specialized courses in M&E, WASH, public health, and project management equip staff to deliver the high-quality, ethical, and context-sensitive M&E systems UNICEF requires. As such, this overview serves as a strategic entry point for organizations to assess their readiness and leverage GSLI's capacity-building assets to craft a winning proposal. Fragile contexts present unique challenges for M&E, including insecurity, limited infrastructure, high staff turnover, and low baseline data availability. UNICEF’s call specifically seeks to address these gaps by investing in systems that are adaptive, resilient, and locally owned. The donor expects bidders to propose innovative solutions such as remote sensing, community-based monitoring, and real-time dashboards. Additionally, the call emphasizes accountability to affected populations (AAP), requiring that feedback mechanisms are integrated into the M&E system. This overview provides a comprehensive top-level view of the call's scope, objectives, and requirements, setting the stage for the detailed breakdowns in subsequent sections. It is imperative for applicants to recognize that this is not a routine M&E contract but a strategic investment in institutional and community capacity to generate actionable evidence. GSLI’s role as a training partner becomes indispensable: our courses not only prepare individuals for technical tasks but also foster a culture of data-driven decision-making. By engaging with GSLI early, organizations can internalize the principles of effective M&E before even drafting their response, ensuring alignment with UNICEF’s vision from the outset. From a logistical standpoint, the call covers multiple countries and regions, each with distinct socio-economic and political dynamics. Bidders must demonstrate familiarity with these contexts, including an understanding of conflict-sensitive approaches and do-no-harm principles. The overview highlights the imperative to form consortia or partnerships with local organizations to ensure sustainability and contextual knowledge. Moreover, the call encourages the use of existing M&E platforms and coordination with national statistical offices to avoid duplication. This overview establishes a clear narrative that this opportunity is not just a funding mechanism but a platform for global health improvement. Organizations with a strong track record in M&E capacity building, especially those that have partnered with training institutes like GSLI, will have a competitive edge. This section, therefore, serves as a compelling introduction that emphasizes the stakes, the expectations, and the strategic advantage of investing in professional development through GSLI. It is crafted to inspire immediate action and to equip the reader with a holistic understanding of the call’s significance.

Who is it For?

This opportunity is tailored for organizations with demonstrated capacity to operate effectively in fragile and conflict-affected contexts. Eligible entities include international non-governmental organizations (INGOs), national NGOs, research and academic institutions, private sector consulting firms specializing in monitoring and evaluation (M&E), and consortia led by experienced agencies. UNICEF particularly values applied experience in WASH and child health programs across humanitarian-development nexus settings. Target recipients must show proven expertise in designing and implementing M&E frameworks that incorporate remote data collection, biometric verification, and community feedback mechanisms. The call specifies that applicants should have a minimum of five years of field-level M&E experience in at least three fragile contexts, as recognized by the OECD Fragile States Index. Additionally, organizations must possess existing accountability structures including independent audit trails, safeguarding policies compliant with the Inter-Agency Standing Committee (IASC) standards, and gender-based violence (GBV) risk mitigation protocols. Financial eligibility requires an annual turnover exceeding $500,000 for the past two fiscal years, with auditable financial statements. Spatial eligibility includes a demonstrated operational footprint in priority regions: Sub-Saharan Africa (especially the Sahel and Horn of Africa), the Middle East (Yemen, Syria), and South Asia (Afghanistan, Myanmar). Recipient profiling also emphasizes institutional commitment to localization, defined as at least 30% of key personnel being nationals of the target country. This criterion aligns with UNICEF's Grand Bargain commitments and enhances contextual sensitivity. Overall, the call targets mature, accountable institutions that can produce actionable, high-integrity data to inform life-saving decisions.

Priorities

UNICEF's global priorities for this investment revolve around strengthening evidence-based programming to achieve measurable reductions in child morbidity and mortality from WASH-related diseases such as diarrhea, cholera, and malnutrition. Key performance indicators (KPIs) include: (1) at least 85% of target facilities maintaining functionality of water points six months post-intervention; (2) 70% reduction in open defecation in targeted communities measured through regularly scheduled surveys; (3) 90% of caregivers reporting correct knowledge of hygiene practices (e.g., handwashing at critical times) using a standardized KAP (Knowledge, Attitudes, Practices) survey tool; (4) 50% reduction in reported cases of acute watery diarrhea among children under five in program areas, validated by health facility data; (5) 80% of M&E reports submitted within agreed deadlines, with zero late submissions past 14 days; (6) at least 95% of data completeness for core indicators. Additionally, the donor prioritizes investment in digital M&E ecosystems that enable near-real-time visualization through dashboards accessible to all stakeholders. Adaptive management is central: the M&E system must include feedback loops where findings inform program adjustments within quarterly cycles. International best practices in ethical data collection (including informed consent, child protection protocols, and data privacy) are non-negotiable. The call also expects use of innovative methodologies like Intent to Treat (ITT) analysis, Difference-in-Difference (DiD) estimates, and Theory of Change validation through contribution analysis. Finally, UNICEF emphasizes cost-effectiveness: at most 8% of total budget should be allocated to M&E (including direct costs, capacity building, and ICT4M&E systems). These priorities reflect a shift from activity tracking to outcome-based reporting.

Eligibility

Comprehensive eligibility audits cover three domains: financial, spatial, and corporate legal. Financially, applicants must submit audited statements for the past two fiscal years showing a positive net asset position and adequate liquidity (current ratio >1.5). A minimum annual turnover of $500,000 is required, with no more than 20% of revenue concentrated in a single donor. Organizations must demonstrate an overhead cost ratio between 7-15% and maintain a transparent cost allocation policy. Spatial eligibility is defined by operational presence in at least two of the following fragile states: South Sudan, Central African Republic, Democratic Republic of Congo, Somalia, Yemen, Mali, Niger, Burkina Faso, Syria, Myanmar, and Afghanistan. This presence must include a legally registered office or a signed memorandum of understanding with a local partner. Additionally, the applicant must have conducted M&E activities in at least five woredas/districts within these fragile states within the last three years. Corporate legal eligibility mandates that the organization is a registered legal entity for at least five years, with up-to-date registration in its home country and any operational country where it is a legal entity. It must possess a valid UN vendor registration (UNGM) level P1 or higher and have signed the UN Supplier Code of Conduct. Compliance with key regulations includes: adherence to anti-terrorism financing laws, no sanctions watchlist inclusion, possession of an ethics or compliance officer, and an independent board with at least one member having M&E expertise. Additional requirements include data protection policies aligned with GDPR for European applicants, or equivalent national standards. A mandatory policy against sexual exploitation and abuse (SEA) and child safeguarding is required, with training records for 100% of staff. Organizations with a history of fraud, corruption, or serious SEA allegations are automatically excluded. For consortia, lead applicant must meet all criteria; partners may have lesser turnover but must show operational presence.

Path to Success

GSLI’s strategic roadmap for this UNICEF Call involves four integrated steps, each reinforced by specific training courses to maximize proposal competitiveness and implementation readiness. Step 1: Pre-Solicitation Positioning & Intelligence Gathering (Duration: 1 month). Begin by conducting an internal gap analysis using our 'Monitoring & Evaluation (M&E)' course, which covers indicator frameworks, data quality assurance, and ethical standards. Simultaneously, complete the 'WASH (Water, Sanitation, and Hygiene)' course to deepen technical knowledge on sector-specific M&E needs (e.g., water quality testing, hygiene behavior change tracking). This step ensures your team speaks the donor’s language. Step 2: Proposal Design & Partnerships (Duration: 2 months). Develop a logical framework and Theory of Change using insights from 'Project Management for Development' course, which teaches results-based management and stakeholder analysis. To address the requirement for multi-country presence, leverage the 'Fundraising & Resource Mobilization' course to identify and partner with local organizations, strengthening your consortium. The 'Writing Winning Proposals' course is critical here to formulate compelling technical narratives and budgets that align with UNICEF’s cost-effectiveness criteria (M&E budget ≤8%). Step 3: Institutional Strengthening & Compliance (Duration: 3 months). Before submission, fortify your organization’s financial and governance systems using 'Financial Management for NGOs' and 'Grants Management' courses. Ensure your audit trail and procurement processes meet UNICEF’s standards. Also, take the 'Procurement & Supply Chain' course to prepare for any logistics coordination the M&E system might require. Step 4: Pre-Award Preparation & After-Submission Strategy (Duration: until deadline). Use the 'Public Health & Epidemiology' course to refine your data analytics approach, ensuring your M&E plan addresses the KPI of reducing diarrheal disease by 50%. Engage in mock interviews and Technical Review sessions via GSLI’s advisory services. After submission, maintain communication with UNICEF through structured follow-ups, demonstrating proactive capacity. GSLI’s integrated training not only makes your bid stronger but also equips your team for successful implementation, as UNICEF often assesses institutional capacity as part of scoring. This roadmap ensures that from gap analysis to post-submission, every step is optimized for the high standards of this call.

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Deadline: 2026-07-30

Persona: General

Urgency: Normal