Background
The UN in Malawi has recently finalized the new United Nations Development Assistance Framework (UNDAF) 2019-2023 that will operationalize the Sustainable Development Goals (SDGs) and contribute to the Malawi Growth and Development Strategy (MGDS III) within the framework of Agenda 2063. This UNDAF recognizes the Paris Declaration on Aid Effectiveness which states that the capacity to plan, manage, implement and account for results is critical for achieving development goals. A root cause analysis conducted in 2017 in Malawi highlighted capacity gaps including human, financial, and organizational, which are also compounded by lack of a clear framework for identification of knowledge/skills insufficiencies both technical/specific and within the areas of planning, implementation and monitoring. The absence of clear frameworks for identification, oversight and accountability lead to a large disconnect between inputs and achievement of results. For the delivery of results within the three pillars of the UNDAF: 1) Peace, Inclusion and Effective Institutions; 2) Population Management and Inclusive Human Development and; 3) Inclusive and Resilient Growth, there is need to address these gaps in a holistic and coherent manner.
Over the years, the UN has supported many aspects of capacity development, but this has primarily been at the thematic institutional or project level. Efforts have been fragmented with limited or no tracking of impact on results or review of alternative ways of transferring knowledge, skills or accountability for institutional changes and impact. An initial review of UN Capacity Development in 2015 found that the current approach is neither efficient nor effective in bringing about the joint goals as articulated in the UNDAF and national plans. Since capacity development is such a broad area of work there has been a lack of an operational definition which would enable both the UN and the Government to narrow down its focus to those areas where the UN can invest and contribute to change. Achieving results is the primary objective of the UN’s capacity development efforts. The Government has undertaken decentralization processes at district level in the implementation of its national strategy, increasing the need for an efficient and effective capacity development strategy for the UNDAF at decentralized level.
Recognising the critical role of capacitating national processes but also taking into account the existing challenges of the current approach to Capacity Development, the UNDAF 2019-2023 has included as a transformational principle to change incentive structures through moving from trainings and workshops to interventions that are informed by capacity assessments, clear objectives, alternative and innovative approaches and the move towards the professionalization of skills acquired.
The UN seeks to engage the services of a qualified Consultant to develop a Capacity Development Strategy, including a results framework and operational plan, which will promote a common and systematic approach among the UN agencies to the identification, design, and monitoring and evaluation of capacity development initiatives. The results-oriented framework will include an operational definition of capacity development and the results that can be expected from capacity development efforts with a focus on:
- Cutting across areas at the institutional level and the individual level;
- Identification of appropriate methods of change (beyond the workshop culture);
- Build on existing systems; and
- Touching on programme-based approaches.
Accordingly, the consultancy will be undertaken in two phases:
- Phase 1: Review of initiatives across UN agencies, development of operational definition of capacity development and draft outline for the Strategy, Results Framework and Operational plan.
- Phase 2: Formulation of the Capacity Development Strategy, Capacity Development Results Framework and Operational plan.
The overall goal of the capacity development strategy and its results framework is to enable the respective UN agencies under the three UNDAF pillars to have a coherent measurable approach to capacity development in Malawi which will result in improved delivery of programmes and contribute to achievement of national priorities. This will be underpinned by a Capacity Development approach that aims to[1]: (i) strengthen the capacity in government in the identification, design, and monitoring and evaluation of capacity development initiatives (ii) improve accountability for the delivery of results stemming from capacity development initiatives (iii) define capacity development strategies to apply at national, district and community levels (iv) assess program results achieved (v) integrate indicators into program design to track progress and make adjustments for improvements and (vi) to communicate results to stakeholders and donors.
As a long-term approach, improving Capacity Development in Malawi requires a change in mindset, moving away from thinking of capacity building in terms of incidental activity-specific training towards a holistic programme approach including strengthening of existing government systems and the professionalization of skills acquired that ensures sustainable means of addressing capacity gaps within national and subnational institutions. The capacity development strategy and the results framework should be more inclusive across the five domains of Capacity Development, namely: policy and legislation, institutional accountability, strategic planning and financing; programme design and delivery as well as engagement and participation of non-state actors.
Duties and Responsibilities
Phase 1: The consultancy envisages these critical activities in phase 1 (one month):
- Undertake a stock-taking of existing capacity development initiatives undertaken by the different UN agencies in Malawi both at the national, district and community level from 2016 to 2018. The stock-taking should also take into consideration capacity development investment from other development partners.
- Review the current approaches of the UN agencies in terms of institutional capacity development and individual capacity development both in terms of approach/methodologies (from planning to implementation), impact (means of measurement and resulting change), cost of investment and complementarity/overlap with investment from other development partners in the same sector. Highlight areas of best practice linking methodology to delivery of results (evidence based)[1]. Development of an operational definition of capacity development to be applied across the UN agencies. The definition should be Malawi specific and should take into consideration theUnited Nations Economic Commission for Africa (UNECA) and the UNDG definitions for Capacity Development.
- Development of outline for the Capacity Development Strategy, including Results Framework and Operational plan.
- The above will be presented to the UN PMT for final endorsement by the UNCT prior to moving to phase 2
Phase 2: Formulation of a capacity development strategy, results framework and operational plan – the following activities are envisaged for phase 2 (two months):
- Develop a theory of change (ToC) for Capacity Development within the context of the UNDAF Development of the Capacity Development Strategy, Results Framework with accompanying operational plan for the UN in Malawi based on phase 1 review and proposed plans outlined by various UN agencies. The strategy, results framework and operational plan aligned with the operational definition and identify areas that are key to the goals of the UNDAF. Prioritization should also be identified. The Capacity Development Results Framework should include indicators (with proposed means of verification) that are linked to achievement of results and monitoring of same. Identify and propose innovative approaches to professionalization of skills of Government personnel in thematic areas that will move from a non-result-based approach (workshops) to results based learning and accreditation.
- Identify areas of convergence for the UN in Malawi based on other initiatives being rolled out by development partners.
- Propose new methodologies – considering the Malawi landscape for transfer of knowledge that is more results-focused, sustainable and cost efficient.
To achieve the above objectives within the two phases, the consultant will perform the following activities:
- Review data on existing UN agency and collective UNDAF Development Capacity activities in Malawi;
- Conduct interviews and/or bilateral meetings with key technical staff of UN agencies, partner organizations and development partners on their capacity development strategies and initiatives both from the period 2016-2018 and those planned in the coming 2 years;
- Review similar capacity development initiatives in the region that can bring ‘best practices’ to inform the Capacity Development Strategy; and
- Finalize the Capacity Development Strategy, Results framework and operational plan for input from the UNPMT and UNCT.
For detailed information, please refer to Annex 1.
Competencies
- Strong interpersonal, teamwork and communication skills and proven ability to work in a multi-cultural setting and teams with diversity of background and skills;
- Demonstrated organizational and planning skills, and ability to meet deadlines and to manage multiple tasks effectively and efficiently;
- Strong analytical, reporting and writing abilities skills;
- Openness to change and ability to receive/integrate feedback;
- Ability to work under pressure and tight deadlines;
- Positive, constructive attitude to work;
- Excellent presentation and facilitation skills.
- Demonstrates integrity and ethical standards;
- Displays cultural, gender, religion, race, nationality and age sensitivity and adaptability
Required Skills and Experience
Requirements for Experience and Qualifications:
Academic Qualifications:
- At least a master’s degree in International Relations, Development Studies, Sociology or any relevant area.
Experience:
- Not less than 10 years working, and training experience related to Capacity Development Strategies/plans/activities.
- A “bigger picture” view of the UN operations.
- Previous experience on the development of a Capacity Development strategy and results framework for Government institutions or bi-lateral partner an advantage.
- Demonstrated innovative and “out-of-the-box” approach to capacity building.
Language:
- Fluent in English.
Documents to be included when submitting the proposals:
Interested individual consultants must submit the following documents/information to demonstrate their qualifications:
Proposal:
- Explaining why they are the most suitable for the work
- Provide a brief methodology on how they will approach and conduct the work (if applicable)
- fill annex 1 Offeror’s Letter to UNDP attached
Financial proposal
Personal CV including past experience in similar projects and at least 3 references
Financial Proposal:
[The procuring UNDP entities will choose among one of these two mechanisms. The lump sum approach is the preferred method, as it clearly links deliverables and payments transferring any unforeseen risks for the completion of the deliverable to the consultant. Once the mechanism has been selected, the other one shall be deleted to avoid any misunderstanding]
Lump sum contracts:
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 installments 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, per diems, and number of anticipated working days).
Contracts based on daily fee:
The financial proposal will specify the daily fee, travel expenses and per diems quoted in separate line items, and payments are made to the Individual Consultant based on the number of days worked.
Travel:
All envisaged travel costs must be included in the financial proposal. This includes all travel to join duty station/repatriation travel. In general, UNDP should not accept travel costs exceeding those of an economy class ticket. Should the IC wish to travel on a higher class he/she should do so using their own resources.
In the case of unforeseeable travel, payment of travel costs including tickets, lodging and terminal expenses should be agreed upon, between the respective business unit and Individual Consultant, prior to travel and will be reimbursed
The consultant is expected to organize her/his own transport at the duty station.
Evaluation:
The procuring UNDP entities will choose among one of these two evaluation methods prior to submit the have the Individual Consultant Procurement Notice. Once the evaluation method has been selected the other one shall be deleted to avoid any misunderstanding]
Individual consultants will be evaluated based on the following methodologies:
Cumulative analysis:
When using this weighted scoring method, the award of the contract should be made to the individual consultant whose offer has been evaluated and determined as:
- responsive/compliant/acceptable, and
- Having received the highest score out of a pre-determined set of weighted technical and financial criteria specific to the solicitation.
Technical Criteria weight; 70%
Financial Criteria weight; 30%
Please note that the Office might choose desk review or/and interview to assess candidates. If interview the committee will draft questions that fall under evaluation criteria below. Only candidates obtaining a minimum of 49 point would be considered for the Financial Evaluation
Criteria A: Qualifications = 5 points
Criteria B: Experience = 10 points
Criteria C: Specific expertise = 10 points
Criteria D: Methodology = 30 points
Criteria E = Competencies = 15 points
Financial = 30 points
For more details, please check on the link below, all the Annexes are also found on the same link below:
ANNEX:
ANNEX 1-OFFEROR’S LETTER TO UNDP
Annex 2 - TERMS OF REFERENCES (TOR)
ANNEX 2- INDIVIDUAL CONSULTANT GENERAL TERMS AND CONDITIONS