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Submit your proposal, evaluation methodology, evaluation plan, and budget to beijing@unesco. org by April 10, 2024.
Cite MB_EVA_2024 in all correspondence.
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China has a plethora of World Heritage sites with unique styles and wonderful value. To date, China has 56 World Heritage sites, of which 39 are cultural heritage sites, 1 four are herbarium heritage sites, and four are cultural heritage and herbarium sites. At the same time, China remains the world’s largest rising country, with a huge population, low levels of capita resources, a fragile ecological environment, and disruptions of unbalanced, uncoordinated, and unsustainable growth remain prevalent. Driven by the purpose that “Progression is the most sensible priority”, how to balance wealth coverage and socio-economic progression well, so that progression can be holisive, sustainable and gain advantages for a greater diversity of people, is a vital question.
Taking culture and heritage as the starting point and world heritage sites as the support, the task “Conservation and Management of World Heritage Sites in China” began in 2007 with the aim of exploring the path and cooperating practices in coverage and progress. As a highly populated country, rich in heritage resources and one of the largest economies in the world, the demanding situations and opportunities of heritage coverage and progress in China are universal and typical, and Chinese reports and practices also have potential benefits as a point of reference. reference. case of other countries in the world. The evaluation of the most recent task carried out in 2021 highlighted that Phase III of the task explored the synergies between herbal and cultural progression, largely linking it with the wishes of governments and local populations in the pilot sites, and giving maximum priority to the participation and empowerment of women during the progression period. . Implementation. He indicated that the high degree of cooperation between the implementing partners had created a synergy that ensured the success of the task, reflecting UNESCO’s exclusive role as organizer and coordinator.
In this context, since 2021, the UNESCO Regional Office for East Asia (hereinafter UNESCO Beijing) has introduced phase IV of the task “Conservation and Management of World Heritage Sites in China” (2021 -2024). The general objectives of phase IV of the mission focus on the consolidation of smart practices that illustrate the facilitating role of culture to achieve sustainable and inclusive progress in the context of China, where heritage conservation and the strengthening of identity culture face complex and demanding situations in a context of strong dynamics of urbanization and economic growth. This goal was achieved through activities in 3 areas: revitalizing intangible cultural heritage for sustainable livelihoods of local communities, encouraging youth participation in heritage promotion and nature education, and strengthening global partnership through movement and the sharing of wisdom. Project partners include World Heritage Site Control Offices, educational and think tanks, foreign organizations and relevant ministries, all working in combination to gain benefits for communities living around World Heritage Sites. Activities took the form of capacity building, policy advice, awareness-raising activities, media campaigns and networking of other young people and professionals. The total investment for Phase IV of the task is 11. 5 million yuan, or approximately 1,749,582 US dollars.
Objective and scope
2. 1 Objective
The evaluation has two main objectives. On the one hand, the effects of the evaluation are expected to provide UNESCO, the China Youth Development Foundation, the Mercedes-Benz Star Fund and their partners with evidence-based research and data to perceive the expected and achieved achievements. , it is hoped that these impacts will provide UNESCO with further guidance and advice on how to refine and implement the planned Phase V (2024-2027), which is a continuation of the current Phase IV of the project.
2. 2 Scope
The evaluation will focus on five main dimensions of performance:
(1) Relevance: the alignment of the task with: (i) the expected impact of the 41 C/5 and 42 C/5 of UNESCO and the Culture Sector (Major Programme IV); (ii) China’s National Heritage Strategy, as specified in the Fourteenth Five-Year Plan to further strengthen the protection and use of important heritage and other national priority programmes (iii) the 2030 Agenda for Sustainable Development; and (iv) the actual wishes of the key beneficiaries.
2) Effectiveness: the effects of the task in terms of results and effects on the 3 activity spaces: revitalizing intangible cultural heritage for the sustainable livelihoods of local communities, encouraging youth participation in heritage promotion and nature education, and strengthening the global community. partnership through the transfer of wisdom and exchanges.
3) Efficiency: the effects of allocation – qualitative and quantitative – in relation to inputs.
4) Partnership and coordination: the quality and partnerships and collaborations of the mission, as well as the in-kind contribution that the mission has mobilized.
5) Sustainability: a virtuous circle and a continuous achievement of benefits for society beyond the end of the execution of the order.
For some of these dimensions, the evaluation will provide action-oriented recommendations based on substantive findings.
2. 3 Assessment Questions
Key assessment questions will be more subtle in the assessment’s knowledge-gathering plan. Indicative questions are below:
2. 3. 1 Relevance
a) To what extent have the main activities of the allocation in one of the 3 spaces (revitalization of intangible cultural heritage for sustainable livelihoods of local communities, fostering youth participation in heritage promotion and nature education, and strengthening the global partnership through wisdom and movement exchange) been aligned?
UNESCO’s priorities and policies (based on UNESCO’s 41 C/5 and 42 C/5 documents and the expected impact of the Culture Sector (Major Programme IV)?
China’s National Heritage Strategy as specified in the Fourteenth Five-Year Plan and preceding national programmes?
The 2030 Agenda for Sustainable Development?
(b) To what extent does the design of UNESCO’s mission reflect the actual wishes of the main beneficiaries, taking into account the scope and duration of the mission?
(c) What is the comparative merit of the project?
compared to those carried out through other institutional actors, adding UNESCO category II centres, and why?
compared to those carried out through personal sector CSR projects such as BMW China Culture Journey, and why?
2. 3. 2 Effectiveness
(a) What were the results, expected and unexpected?
(b) What have been the main points that have enabled or hindered the fulfilment of UNESCO’s priorities and policies?
2. 3. 3 Effectiveness
a) Has the allocation been effectively implemented?
b) How is the task monitored so that the objectives are met on time?
(c) What are the main points that influence whether or not results are obtained?
2. 3. 4 Partnership and coordination
a) Who are the institutional partners of the Project?
(b) How does the task collaborate and leverage resources and in-kind contributions from priority programmes and national and governmental work plans?
(c) How does the resource and in-kind contributions of key stakeholders collaborate and leverage the task, adding donors?
d) What are the challenging situations and opportunities related to the coordination of the Project with its key partners?
2. 3. 5 Sustainability
(a) What is the likelihood that the intervention will continue after the end of UNESCO’s activities?
(b) To what extent have capacities for benefit sustainability evolved?
2. 4 Potential uses of evaluation
The findings and recommendations of the evaluation will provide evidence to UNESCO, donors and key partners, who are also the main users of the evaluation, on the main achievements, challenging situations and tactics for the project. Specifically, users contribute the following:
UNESCO and UNESCO Headquarters in Beijing, the Ministry of Culture and Tourism of China, the National Administration of Cultural Heritage, the National Administration of Forests and Grasslands, the Chinese National Commission for UNESCO, donors, allocation partners, the wider political and educational network in the Culture and Heritage Fund.
Methodology
The evaluation will have the following methodological elements (tasks) advised:
3. 1 Literature review
a) Literature review on existing problems and global trends in the conservation, control and sustainable progression of culture and heritage.
b) Analysis of documents assigning interventions, strategies, activities and reported results.
(c) Review and research of national policy documents, statistics and trends
3. 2 Results framework
(a) Review the effects that frame the links between the key painting spaces of the project and the key outcomes and expected effects, as well as the key assumptions underlying those links.
3. 3 Field Data Collection
(a) Use a combination of qualitative and quantitative strategies to offload the number one knowledge from sources, aggregating interviews, focus teams, and surveys, as appropriate.
(b) Semi-structured interviews (face-to-face/phone/WeChat) with a number of key stakeholders: UNESCO (WHC/CLT), Ministry of Culture and Tourism of China, Chinese Academy of Cultural Heritage, Palace Museum, relevant province and municipal agencies. /County-level government agencies and educational partners from the five sustainable livelihoods pilot sites (Sani embroidery, sustainable livelihoods in Shilin, Miao embroidery, sustainable livelihoods in Songtao, beekeeping and heritage education, sustainable livelihoods in Sichuan giant panda sanctuaries, sustainable bamboo craft livelihoods in Chishui, Quanzhou: Emporium of the World in Song-Yuan China), INBAR, local network representatives, allocation donors, etc.
The evaluation will be accompanied by a mission, if necessary, to a decided pilot matrix. It will be decided on the basis of the evaluator’s suggestion, in consultation with UNESCO and the partners of the task.
Roles and Responsibilities
It will be monitored through the UNESCO Cultural Unit in Beijing (CLT/BEJ) and conducted through an external evaluator.
The CLT/BEJ will play a role in the management and quality control of the evaluation process. In addition, CLT/BEJ will be involved in certain knowledge-gathering, research and reporting activities. In general, the department works on knowledge gathering, research, and reporting are presented in the table below (Table 1). The exact department of work will be decided when the knowledge gathering plan is finalized.
CLT/BEJ will assist in the preparation and organization of the evaluation work and facilitate the activities of the external evaluator (including logistics and coordination in Beijing and at the project sites).
Timeline & Deliverables
The evaluation will consist of 4 main outcomes: a knowledge gathering plan (including a paint replacement theory and a related evaluation matrix) in English and Chinese, a draft evaluation report in English, and a final evaluation report and PowerPoint presentation in English and Chinese. (Table 1). These deliverables are the responsibility of the external evaluator (with input from the CLT/BEJ, see above). The following rules apply:
5. 1 The knowledge collection plan in English and Chinese (appendices with a maximum of 12 pages) shall include: subtle assessment questions, a concise description of a pictorial theory of change, the methodological framework of the assessment, and a detailed schedule of activities. The collection plan will come with an undeniable assessment matrix that shows the relationships between key assessment questions and knowledge gathering and analysis strategies.
5. 2 The draft evaluation report in English (annexes of between 25 and 35 pages) shall concisely provide the following:
Appendices adding terms of reference, list of interviews, knowledge-gathering instruments, key documents consulted.
5. 3 The final evaluation report in English and Chinese (annexes of 25-35 pages) incorporating UNESCO’s comments and observations will provide concisely the following:
Appendices adding terms of reference, list of interviews, knowledge-gathering instruments, key documents consulted.
5. 4 A PowerPoint presentation in English and Chinese (maximum one hundred slides), which is a visual summary of the final evaluation report, with emphasis on diagrams, images, tables, graphs, and anecdotal data collected in the field. It involves a lot of text.
Evaluator Qualifications
You can opt for external evaluator/external evaluator team/non-profit organization or personal corporation. The successful candidate will possess the following qualifications.
Required Qualifications:
Be eligible to adopt paid paintings in the People’s Republic of China or be legally registered as a corporation or organization or individual with adequate experience;
Senior staff responsible for the evaluation must have a postgraduate degree in subjects related to culture, social sciences, control and economics, as well as other applicable areas;
At least ten years of professional experience (for the lead evaluator, if it is an organization) for a foreign organization;
Understanding and wisdom of the formula and prestige of culture and heritage control in China;
Understanding and wisdom of the United Nations system;
10 years of experience in program assignment and/or evaluation, plan development and management;
Knowledge and experience in the application of qualitative and quantitative knowledge research techniques and RBM principles;
Excellent analysis and proven writing in English and Chinese;
There is no past involvement in the implementation of what has been revised.
Desired Qualifications:
Five years of experience working at the UN or in UN missions;
Experience with missions on multi-stakeholder partnerships and/or World Heritage conservation and management.