- UNDP around the world
Many of UNDP's relationships with countries and territories on the ground exceed 60 years. Find details on our successes and ongoing work.
- Bosnia and Herzegovina
- Burkina Faso
- Cape Verde
- Central African Republic
- Congo (Dem. Republic of)
- Congo (Republic of)
- Costa Rica
- Côte d'Ivoire
- Democratic People's Republic of Korea
- Denmark (Rep. Office)
- Dominican Republic
- E.U (Rep. Office)
- El Salvador
- Equatorial Guinea
- Fiji (Multi-country Office)
- Finland (Rep. Office)
- Geneva (Rep. Office)
- Iraq (Republic of)
- Kosovo (as per UNSCR 1244)
- Lao PDR
- Mauritius & Seychelles
- Norway (Rep. Office)
- Papua New Guinea
- Programme of Assistance to the Palestinian People
- Russian Federation
- Samoa (Multi-country Office)
- São Tomé and Principe
- Saudi Arabia
- Sierra Leone
- South Africa
- South Sudan
- Sri Lanka
- Sweden (Rep. Office)
- The former Yugoslav Republic of Macedonia
- Tokyo (Rep. Office)
- Trinidad and Tobago
- United Arab Emirates
- About Us
- News Centre
: CPD Evaluation Consultancy - two international consultants and national (National to be recruited separately)
|Location :||Sao Tome|
|Application Deadline :||20-Jan-22 (Midnight New York, USA)|
|Additional Category :||Management|
|Type of Contract :||Individual Contract|
|Post Level :||International Consultant|
|Languages Required :||English French Portuguese|
|Starting Date :|
(date when the selected candidate is expected to start)
|Duration of Initial Contract :||39 Working days|
|Expected Duration of Assignment :||39 Working days|
UNDP is committed to achieving workforce diversity in terms of gender, nationality and culture. Individuals from minority groups, indigenous groups and persons with disabilities are equally encouraged to apply. All applications will be treated with the strictest confidence.
UNDP does not tolerate sexual exploitation and abuse, any kind of harassment, including sexual harassment, and discrimination. All selected candidates will, therefore, undergo rigorous reference and background checks.
São Tomé and Príncipe is a politically stable democracy and Small Island Developing State (SIDS), situated in the Gulf of Guinea, off the western equatorial coast of Central Africa. It comprises an archipelago of two main islands, São Tomé and Príncipe, situated about 140 km apart.
It’s population of 215,000, has grown, on average, by 2.17% per annum over the last decade, and is highly urbanised with 72.8% of the population living in towns and cities, and 40% living in the district of Água Grande in the urban sprawl of the capital city on the island of São Tomé. By contrast, the Autonomous Region of Príncipe hosts a population of just less than 9,000.
Just over half of STP’s population is female (50.5%) and more than one third of households are headed by women. Moreover, STP has a youthful population with 70% aged between 0 and 29 and 61% under the age of 24 (INE, 2012) which, if carefully managed, could create the potential for a demographic dividend.
Notable progress has been achieved in terms of human development in recent years, especially with regard to health and education indicators. STP’s score in UNDP’s Human Development Index (HDI) rose from 0.542 to 0.609 between 2010 and 2018 (UNDP, 2019), placing the country above average for Sub-Saharan Africa (0.537), but below the average for countries in the average human development group (0.645). These improvements are largely attributable to an increase in average life expectancy from 67.4 years in 2010 to 70.2 years in 2018, improvement in GNI per capita from $2,567 in 2010 to $3,024 in 2018, and an increase in the expected and average years of schooling from 10.6 to 12.7 and from 4.9 to 6.4 respectively over the period 2010 to 2018 (UNDP, 2019). These positive developments gains have led the country to be enlisted for LDC graduation status by 2024.
Yet STP still confronts a number of challenges to achieving the SDGs and an economic growth that has not been sufficiently inclusive. Lack of decent employment opportunities, particularly for women and young people, and rising inequality are two of the country’s greatest challenges. When adjusted for inequality, STP’s HDI drops by 16.7% (UNDP, 2019) and the country’s GINI coefficient has risen from 32.1 in 2000 to 56.3 in 2017, indicating an alarming widening in the inequality gap (World Development Indicators, 2020). Poverty rates have remained stubbornly high reducing marginally from 68.4% to 66.7% between 2010 and 2017. The 2017 Household Survey recorded the incidence of extreme poverty at 47% (INE, 2020). Some 46% of households comprising couples with children are poor, and 23% of households composed of extended families. Female-headed households are poorer than their male equivalents with a poverty rate of 61.6% compared to 55.8%. (INE, 2020). Urban areas and southern districts, such as Caué and Lembá, have higher levels of poverty incidence.
Severe food insecurity is a concern with around 10% of families reporting in 2017 that at least one family member had had to skip a full day of meals due to lack of money. And it appears this problem, due to seasonality, is not limited to the poor: 7.5% of non-poor families also reported a similar situation. Not having enough money for food seems to be a recurring problem with 42% of families reporting experiences of food shortages for a few months of the year, and 26% declaring that they are affected by this problem for almost the entire year.
Social protection programmes aimed at the poorest and most vulnerable groups are inadequately resourced and often unable to make timely and regular cash transfers to beneficiaries. In 2016, less than 0.65% of GDP was budgeted for social protection and social assistance programmes, significantly below the regional average of 1.2% (World Bank, 2018). Expanding these programmes to reach all poor households in STP would require expenditure of approximately US$7.2 million, or 2% of GDP. In addition to the lack of funding, sector policies are poorly coordinated and lack a common set of tools to serve those most at risk of being left behind.
STP’s economic challenges are typical of a SIDS and affect its ability to deal with shocks and achieve balanced budgets. The limited labour pool prevents the efficient production of goods and services at a scale needed to meet local and export market demand. Its insularity?and limited transport connectivity increase?imports and export costs, and the limited availability of land, and a small and largely unskilled workforce, prevent the country from diversifying its economy, making it more vulnerable to trade shocks. The economy is principally driven by agriculture, tourism, and foreign direct investment, and especially by government expenditures and investments. Socio-economic development is fragile and 97% of public investment budget is (on average) financed through debt and external aid. The economy is also overly dependent on trade and services (accounting for 70% of GDP), with tourism alone accounting for 65% of total exports. Paradoxically, and despite its potential, agriculture contributes barely 10% to GDP, principally through the production and export of cocoa which on average accounts for 90% of agricultural export earnings. However, although agriculture’s contribution to GDP is small, the sector is of strategic importance in socioeconomic terms given that it accounts for more than 70% of rural employment.
In order to control inflation, STP pegged its national currency (the Dobra) to the Euro in 2009 which has significantly contributed to price stability. Inflation declined to 3.96% in 2015 but has increased since spiking at 9% in 2018 due to a supply shock connected to locally produced food. In order to safeguard the exchange rate regime, the authorities have implemented prudent monetary and fiscal policies to keep international reserves at the necessary level.
Duties and Responsibilities
Evaluation scope and objectives
The CPD evaluation will focus on the formal UNDP country programme approved by the Executive Board (2017-2022. The scope of the CPD evaluation includes the entirety of UNDP’s activities at the outcome and output levels covering from 2017 to date. The evaluation covers interventions funded by all sources, including core UNDP resources, donor funds and government funds. Initiatives from regional and global programmes will be included in the CPD evaluation. The evaluation will also examine UNDP’s contribution toward cross-cutting issues, e.g. human rights, gender, leaving no one behind, and capacity development. The evaluation should be forward-looking by drawing lessons from the current CPD and propose recommendations for the next CPD.
Evaluation criteria and key guiding questions
The evaluation will answer three broad questions as follows:
In addition to the above questions, the evaluation is expected to produce answers surrounding the of relevance, effectiveness, efficiency and sustainability of the country programme. Below are guiding questions. This evaluation will also include a special thematic evaluation of the Sustainable development and resilience to climate change theme & UNDP’s engagement in the same. Guiding questions for the thematic evaluation are listed in the Annex C.
An important note: Based on the above analysis, the evaluators are expected to provide overarching conclusions on achievement of the 2017-2022 CPD, as well as recommend key development priorities which shall inform the focus the new CPD. The evaluation is additionally expected to offer wider lessons for UNDP support in STP.
3.Methodology and approaches
The CPD evaluation methodology will adhere to the United Nations Evaluation Group (UNEG) Norms & Standards. The evaluation will be carried out by an independent evaluation team. The evaluation team should adopt an integrated approach involving a combination of data collection and analysis tools to generate concrete evidence to substantiate all findings. Evidence obtained and used to assess the results of UNDP support should be triangulated from a variety of sources, including verifiable data on indicator achievement, existing reports, evaluations and technical papers, stakeholder interviews, focus groups, surveys and site visits where/when possible. It is expected that the evaluation methodology will comprise of the following elements:
The evaluation is expected to use a variety of data sources, primary, secondary, qualitative, quantitative, etc. to be extracted through surveys, storytelling, focus group discussions, face to face interviews, participatory methods, desk reviews, etc. conducted with a variety of partners. A transparent and participatory multi-stakeholder approach should be followed for data collection from government partners, community members, private sector, UN agencies, multilateral organizations, etc.
Evidence will be provided for every claim generated by the evaluation and data will be triangulated to ensure validity. An evaluation matrix or other methods can be used to map the data and triangulate the available evidence.
In line with the UNDP’s gender mainstreaming strategy, gender disaggregation of data is a key element of all UNDP’s interventions and data collected for the evaluation will be disaggregated by gender, to the extent possible, and assessed against the programme outputs/outcomes.
Given the COVID 19 pandemic and the resultant restrictions may require many of the in-person missions / consultations and data gathering / activities to be carried out remotely using electronic conferencing means. Alternatively, some or all in person interviews may be undertaken by the national consultant in consultation with the evaluation team leader.
4.Evaluation products (deliverables)
These products could include:
5.Evaluation team composition and required competencies
The evaluation will be conducted by a team of three independent consultants comprising of:
(a) Evaluation Team Leader (international), 39 working days
S/he has overall responsibility for conducting the CPD evaluation and providing guidance and leadership to the national consultant. In consultation with the team member, s/he will be responsible for developing a methodology for the assignment that reflects best practices and encourages the use of a participatory and consultative approach as well as delivering the required deliverables to meet the objective of the assignment. S/he will lead the preparation and revision of the draft and final reports, ensuring the assignments have been completed in the agreed timeframe.
S/he has responsibilities as follows:
The CO was granted a 1-year extension until December 2022 due COVID challenges.
(b) International Evaluation Consultant, Sustainable Development and Resilience to Climate Change Area, 25 working days (Advertised and Recruited Separately)
S/he has overall responsibility for contributing to the CPD evaluation especially reviewing UNDP’s engagement in the Sustainable Development and Resilience to Climate Change outcome area. In consultation with the team leader, s/he will be responsible for developing a methodology for the assignment that reflects best practices and encourages the use of a participatory and consultative approach as well as delivering the required deliverables to meet the objective of the assignment. S/he will substantively contribute to the preparation and revision of the draft and final reports, ensuring the assignments have been completed in the agreed timeframe. S/he will prepare a final report focusing on the findings, lessons learned and recommendations for UNDP’s future portfolio in this area. The key elements and highlights of Sustainable Development and Resilience to Climate Change will be integrated into the final country overall programme evaluation report.
S/he has responsibilities as follows:
(c) National Evaluation Consultant, 39 working days) (Advertised and Recruited Separately)
S/he will support the Team Leader by providing knowledge of the development context in STP. S/he is well aware of STP cultural context and working with different government institutions; and when needed support as an interpreter between Portuguese and English. S/he collects all relevant documents and reports needed for the review. S/he will support the team leader in coordinating with UNDP, government partners and other stakeholders. S/he will play a crucial role in organizing meetings, workshops, interviews, consultations during the field missions. S/he will draft some parts of the report as assigned by the team leader. The consultant will advise the Team Leader on relevant aspects of the local context where the projects have operated.
Under the supervision of Evaluation Team Leader, s/he has responsibilities as follows:
Development and Operational Effectiveness
Knowledge and learning management
Management and leadership
Required Skills and Experience
Required Qualifications (Team Leader):
Required Qualifications (International Consultant):
This evaluation will be conducted in accordance with the principles outlined in the UNEG ‘Ethical Guidelines for Evaluation’ which are available here: http://www.unevaluation.org/document/detail/102. The consultants must safeguard the rights and confidentiality of information providers, interviewees and stakeholders through measures to ensure compliance with legal and other relevant codes governing collection of data and reporting on data. The consultants must also ensure security of collected information before and after the evaluation and protocols to ensure anonymity and confidentiality of sources of information where that is expected. The information knowledge and data gathered in the evaluation process must also be solely used for the evaluation and not for other uses without the express authorization of UNDP and partners.
Please refer to ANNEX1 TOR for details.
Documents to be included when submitting the proposal:
Financial Proposal (Please separate the financial proposal from the technical proposal and it should be incripted with a passport until when requested by UNDP). All submissions should be directed to a dedicated e-mail address: bidsSTP@undp.org
The financial proposal shall specify a total lump-sum amount, and payment terms around specific and measurable (qualitative and quantitative) deliverables (i.e. whether payments fall in instalments or upon completion of the entire contract). Payments are based upon output, i.e. upon delivery of the services specified in the TOR. In order to assist the requesting unit in the comparison of financial proposals, the financial proposal will include a breakdown of this lump-sum amount (including travel, living expenses, and number of anticipated working days).
The proposals will be evaluated using the cumulative analysis method with a split 70% technical and 30% financial scoring. The proposal with the highest cumulative scoring will be awarded the contract. Applications will be evaluated technically, and points are attributed based on how well the proposal meets the requirements of the Terms of Reference using the guidelines detailed in the table below.
When using this weighted scoring method, the award of the contract may be made to the individual consultant whose offer has been evaluated and determined as:
a) Responsive/compliant/acceptable, and
b) Having received the highest score out of a pre-determined set of weighted technical and financial criteria specific to the solicitation.
Only candidates obtaining a minimum of 49 points in the Technical Evaluation would be considered for the Financial Evaluation. Interviews may be conducted as part of technical assessment for shortlisted proposals.
Technical Evaluation criteria:
For detailed ToR, letter of interest and confirmation of available, please kindly access the below link at the procument notice site.