Background

Following the armed take-over of power by the Séléka coalition in March 2013, the Central African Republic (CAR) has entered a period of crisis at unprecedented scale and complexity. For almost a year, CAR and its population have been victims of violence and of the breakdown of the already weak central and local authority and institutions, of law and order in and outside of Bangui, that have led to a near collapse of the economy.

After the inauguration of the new transitional government, the relocation process of Séléka forces towards the northeast has further enhanced this trend in provinces. Further to political breakdown, the country is becoming deeply divided along religious lines and the Muslim communities are victims of permanent attacks. Uncontrolled armed groups continue to operate all over the country. Since the beginning of the crisis there has been a sharp rise in reports of serious human rights abuses across the country, including arbitrary arrests and detention, sexual violence against women and children, torture, targeted killings and the recruitment and use of children by armed forces and armed groups. For some time, the access to many areas has been very difficult amid the breakdown of law and order, with many UN offices and warehouses looted and destroyed.

The African Union Peace and Security Council have approved the establishment of an African-led International Support Mission for CAR, with a maximum strength of 3,500 uniformed personnel, fully deployed. At the same time, a French led mission code named Sangaris, composed of 1600 men, has been mandated and deployed in support of the AU led MISCA. Lately, both MISCA and Sangaris forces have been bolstered by the 1000 men from EUFOR-RCA, an EU military operation to contribute to a secure environment in the Central African Republic. On 10 April 2014, the United Nations Security Council issued resolution 2149 (2014) authorizing the deployment of a peacekeeping operation to the Central African Republic, known as MINUSCA. The peacekeeping operation will become fully operational on 15 September 2014 with the re-hatting of current MISCA forces to UN blue helmets to be deployed throughout the Central African territory.

With the deployment of the French military operation Sangaris, a political solution was expected to emerge, but the Djotodia/Tiangaye duo at the head of the transition was unable to propose a viable solution. In 2013, they failed to establish functional administrative structures. After the attack of Bangui by anti-Balaka on 5 December 2013, the transitional government simply ceased to exist resulting in the death of 1,000 people in only a few days of violence.

Following the resignation of President Michel Djotodia and Prime Minister Nicolas Tiangaye on 10 January 2014 amid criticism for their inability to contain the December violence, the National Transitional Council (NTC) had two weeks to choose a new head of the transition. On 20 January, the NTC elected Catherine Samba-Panza, then Mayor of Bangui, as the new Head of State of the Transition of the CAR. Since she took office, Ms. Samba-Panza has taken a number of decisive steps, including the appointment of André Nzapayeké as Prime Minister on 23 January, the formation of a new Government on 27 January, and the Brazzaville conference (21-23 July), following a decision adopted at the 5th Session of the International Contact Group on CAR, held in Addis Ababa, Ethiopia, on 7 July 2014.

In response to the developments in CAR and to the need to ensure a robust UNDP response to the crisis, the UNDP Executive Team discussed the Central African Republic and agreed to endorse a plan to provide additional financial and technical support to the Country Office at this critical time, in order to: reposition the country programme to focus on:

  • (1) community protection, Early Recovery and resilience;
  • (2) community based re-integration/re-insertion of eligible ex-rebels in areas of origin in CAR; and
  • (3) strengthening of the strategic planning and partnership development capacities of key transitional institutions; provide targeted financial support to the Country Office to ensure financial sustainability; agree on a SURGE deployment of several positions in programme and operations to support the CO team to deliver on immediate needs; and endorse the relocation of the Country Office.

As part of the response, UNDP has designed a national reconciliation support project that is premised on the need to start intervening from the ground-up, instead of at central levels as has been done in the past. This critical community based response that encourages dialogue and brings together opposing sides and experiences is the only way to begin healing the wounds of the violence of the past months. Of critical importance will also be the need to ensure that national players and institutions are also equipped to manage and deliver the kind of social cohesion support that will continue to be required in the medium and long term. This means not only providing the financial means but also the technical know-how to facilitate this work being done by national stakeholders. The main objective of the project is to promote intercommunity mediation to reduce violence, ease tensions and start a dialogue between communities in order to set the country on the path of national reconciliation and lasting peace.

Duties and Responsibilities

Summary of key functions:

  • Strategic analysis and advice;
  • Programme Management;
  • Capacity development;
  • Coordination and partnerships.

Under overall supervision and guidance of the Country Director and the direct supervision of the Chief Technical Advisor CPR, the Social Cohesion Specialist will work closely with the Government, national agencies and structures and the United Nations agencies operating in the CAR. He is responsible for the management, planning and implementation oversight of the UNDP Project Supporting the National Reconciliation Process:

  • Support the implementation of the UNDP Project Supporting the National Reconciliation Process;
  • Liaise with national authorities (Ministry of Communication and National Reconciliation and the Ministry of Planning to support the new government in implementing, and further updating its National Strategy on National Reconciliation, and the related Emergency National Action Plan;
  • In close coordination with relevant partners, design and conduct process for a national conflict analysis that aim is to gain a comprehensive and shared understanding of potential or ongoing violent conflicts, and bring the conflict analysis closer to the field, by analyzing factors at the local level and undertake a mapping of civil society. The conflict analysis should inform decision-making aiming to improve the effectiveness of conflict prevention, conflict management and peace building interventions, as part of the community recovery and security diagnostics aimed at identifying key threats to the security and social cohesion of communities, particularly in conflict sensitive areas, including Bangui;
  • Support the review and assessment of existing local mechanisms for peace and reconciliation, and the formulation of relevant recommendations for the development of a coordinated and consistent approach for local peace/reconciliation infrastructures;
  • Engage with civil society to catalyze and build upon existing initiatives for conflict management and dialogue;
  • Undertake a rapid assessment with a view to identify risk factors for violence, including gender based violence, and confidence-building opportunities in order to calibrate UNDP engagement on dialogue with various stakeholders;
  • Analyze the youth/civil movement in the CAR, in order to develop strategies to engage a wide range of key stakeholders, including youth and identify the gaps for UNDP to respond through project interventions in short and mid-term;
  • Analyze the issues of religion, politics and security in the context of CAR since they are increasingly intertwined. Identify entry points within existing and new programming to work on social cohesion issues related to youth (both young women and men), which may include but not be limited to, participation and representation of both women and men;
  • Monitor the propensity for the escalation of violence, including gender based violence and based on the analysis, advise the UNDP CO on possible actions in the context of social cohesion and dialogue efforts. This also includes assisting in the setting-up of dialogue platforms as deemed appropriate and identifying dialogue entry points with key stakeholders;
  • Strengthen the capacity of the UNDP Country Office to coordinate and implement development priorities in a conflict and gender sensitive manner, including through social-cohesion / conflict sensitivity training to UNDP programme staff using “Do No Harm” principles and mainstreaming of conflict sensitivity and gender mainstreaming into existing and new programme interventions.

Results expected:

  • Produces high-quality outputs/documents on key issues;
  • Programme implementation is linked to national strategy with emphasize on national ownership;
  • Effectively and efficiently manages available human and financial resources to ensure the timely delivery of programmed outputs;
  • National Peace infrastructure is effective and national dialogue and social cohesion are promoted inclusively and openly;
  • Provides solid substantive support (reports are clear and focused on the issues at hand; meetings or seminars are well-organized and address the topics covered in a comprehensive manner);
  • Effectively develops staff under his/her supervision, including their on-going learning and development;
  • Effectively assists, guides and supports programme managers in meeting their objectives and outputs.

Competencies

Corporate Competencies:

  • Demonstrates integrity by modeling the UN’s values and ethical standards;
  • Promotes the vision, mission, and strategic goals of UNDP;
  • Displays cultural, gender, religion, race, nationality and age sensitivity and adaptability;
  • Treats all people fairly without favoritism.
  • Good knowledge/understanding of UNDP/UN rules, regulations, policies, procedures and practices.

Functional Competencies:

Management:

  • Ability to establish effective working relations in a multicultural team environment;
  • Excellent supervisory, team-building, diplomatic and interpersonal skills;
  • Resourcefulness, initiative and maturity of judgment.

Behavioral:

  • High level liaison, communication and negotiation skills with a demonstrated capacity to establish and maintain relationships a wide range of actors, within the UN system, across Government, CSOs and other external stakeholders;
  • Strong communication and advocacy skills, in particular ability to communicate effectively, orally and in writing, with a wide range of actors, within the UN system, with Government officials, traditional structures, donors and civil society;
  • Ability to demonstrate sensitivity, tact and diplomacy;
  • Excellent analytical, organizational and negotiation skills, especially resource management systems;
  • Excellent networking skills.

Technical:

  • Ability to work in a team and, if necessary, to lead teams working on specific issues and / or multi-sectorial;
  • Ability to identify and develop practical approaches to strengthening the capacity of public institutions, civil society and the private sector;
  • Excellent writing skills and oral communication skills in French;
  • Communication skills and ability to produce advisory reports and other high quality products;
  • Ability to interact with senior government officials and a credible influence with key national policy makers, with UN agencies and with other international development agencies;
  • Highly geared towards achieving results actions;
  • Strong analytical and negotiation skills and the provision of advice;
  • Demonstrate experience in translating policy principles into operational and effective measures in the areas of social cohesion, resilience and peace building;
  • Good understanding of UNDP programming modalities, particularly in crisis and post-conflict settings.

Leadership:

  • Ability to take the initiative to go to complex to achieve the stated outcomes process, carry out the work at different levels and manage different initiatives simultaneously (personal organization and multitasking);
  • Strong interpersonal skills, good communication and commitment to promoting skills;
  • Focuses on impact and results for the client and responds positively to feedback.

Knowledge Management:

  • Proactive sharing of knowledge and experience;
  • Has a clear intellectual interest in the development process of national reconciliation and social cohesion;
  • Excellent computer skills (word, Excel, PowerPoint, Internet, etc.).

Required Skills and Experience

Education

  • Advanced university degree (Master’s degree or equivalent) in social sciences with a focus on peace and conflict studies, international relations, political science, development studies or a related field;
  • A first level university degree in combination with 9 years qualifying experience may be accepted in lieu of the advanced university degree.

Experience

  • At least 7 years’ experience at national and/or international level in advisory and analytical positions;
  • Extensive experience coordinating activities in social cohesion, peacebuilding, conflict resolution and management, consensus-building, dialogue processes, collaborative decision-making and leadership;
  • Excellent conflict analysis and reporting skills, experience in bilateral and/or multilateral negotiations;
  • Practical experience in capacity-building, negotiation, facilitation and training skills, leadership development, and strategy development;
  • Strong experience in conflict sensitive programming;
  • Previous experience in planning and operationalizing development programming in the field;
  • Prior experience in facilitation and/or coaching in negotiation processes and dialogue activities;
  • Knowledge of the programming of the United Nations (One UN), particularly in the context of crisis and post-crisis;
  • Knowledge of M&E systems, and results and performance-based management and reporting;
  • Experience in partnership building and resource mobilization in conflict context;
  • Experience in special development situations in Africa would be an asset, as well as previous experience working in the Western and Central Africa.

Languages

  • Fluency in both French and English (both oral and written) is required