Background
Over the past few years, the UN and the wider multilateral system have been undergoing various processes of review, reform, and strategy- and goal-setting across the spectrum of their collective mandates, spanning the areas of peace and security, human rights, humanitarian assistance and development. These included, chiefly, the 2030 Agenda for Sustainable Development adopted in September 2015 and its ambitious set of 17 Sustainable Development Goals (SDGs) that covers the parallel and often interrelated strands of multilateral engagement across the UN’s collective mandate. In April 2016, twin resolutions on Sustaining Peace were passed by the Security Council and General Assembly, calling on the UN pillars of development, peace and security, and human rights to make contributions to addressing root causes and supporting institutions required for sustainable peace and development.
The outcomes of the May 2016 World Humanitarian Summit (WHS) further built on the premise of coherence. Most stakeholders agreed on the urgent need to strengthen humanitarian-development collaboration and synergies by working to overcome long-standing attitudinal, institutional, and funding obstacles. A commitment was made to a ‘New Way of Working’ that transcends humanitarian and development divides by working over multiple years towards collective outcomes that reduce risk and vulnerability and build towards achievement of the SDGs, based on the comparative advantages of a diverse range of actors, including those outside the UN system.
At present, the UN system remains institutionally fragmented and thematically siloed, which diminishes the Organization’s potential to devise and deliver collective outcomes. This fragmentation is mirrored in the UN’s staff body which, while containing an unparalleled reservoir of specialized expertise, is hampered by a lack of professionals with a system-wide background and requisite skillset. In addition, at country level, the UN is largely lacking dedicated advisory capacity to support joint situation and problem analysis, better joined-up planning and programming towards collective outcomes, and multi-disciplinary support the leadership and coordination by an empowered Resident and Humanitarian Coordinator (RC/HC or DSRSG/RC/HC in integrated contexts). The Secretary-General has made it a priority to achieve greater coherence in the work of the UN both horizontally across siloes, and vertically between the HQs and field – with a particular view to strengthening the UN’s overall effectiveness in prevention. The New Way of Working is one of the initiatives that the Secretary-General views as contributing to this objective.
As a contribution to operationalizing the NWOW and strengthening the humanitarian-development-peace nexus, and to overcoming the challenges outlined above as it pertains to its own institutional capacities, UNDP is spearheading the People Pipeline Initiative, in close coordination with a broad range of UN stakeholders. The initiative seeks to offer a systematic approach to staff development while contributing to organizational reforms aimed at overcoming current barriers to UN system collaboration. It aims to develop and nurture a cadre of professionals across UN system entities starting from the mid-level upward (P3/P4 to D-level) who possess the requisite inter-personal and coordination skills, substantive knowledge and hands-on experience to engage in and facilitate complex system-wide processes. It also aims to align with, and reinforce, existing reform efforts and training/capacity building initiatives to increase UN system coherence and to reduce disincentives that currently prevent closer collaboration and mobility at an organizational and personal level.
During 2018, the concept and a strategy for rolling out the People Pipeline initiative were developed, and a two-phased approach to operationalizing the initiative has been agreed, starting with an initial phase of enhanced cooperation on training, learning and staff development while carrying out further preparatory work with a view to shifting to a formalized joint People Pipeline project within a time span of 6-12 months.
Duties and Responsibilities
Scope of Work and key results
Reporting to the Team Leader of the Crisis and Fragility Policy and Engagement Team in UNDP’s Crisis Bureau, the consultant will support UNDP’s efforts to operationalize the People Pipeline initiative through supporting the implementation of the initial phase of the roll-out strategy, in close collaboration with key UN stakeholders as well as partners beyond the UN system.
A key part of the initial phase entails the development of a harmonized curriculum, based on a common competencies and skills framework. Based on the harmonized curriculum, standardized training modules and learning resources should be developed that separate entities and partner institutions can integrate into their respective corporate staff development resources, while also contributing to setting up common training programmes for the joint trainings to be delivered as part of the formalized joint project.
The initial phase would furthermore consist of the development of a detailed project document for the joint People Pipeline project, incl. governance arrangements, working modalities, budget etc., as well as identification of related HR issues and proposals on how to address them.
Modalities for the two additional components suggested as part of the initiative would also be embedded in the project document, namely a deployable capacities mechanism that coordinates and manages field assignments for short and long-term advisors based on requests from the field, and a knowledge management component that seeks to capture and synthesize lessons from across the entire spectrum of the HDP nexus in order to feed these back into the learning cycle and to inform field implementation, while also contributing to policy work to address systemic barriers to the HDP nexus.
Expected Deliverables
- Develop a detailed project document for the joint People Pipeline project, incl. governance, working modalities, and budget, building on the roll-out strategy and to include the following three components:
- The People Pipeline component offering a structured staff development pathway and nurturing of a cadre of professionals across the full spectrum of the HDP nexus;
- A deployment mechanism that can coordinate and manage field assignments for short and long-term advisors based on requests from the field;
- A knowledge management component that can capture and synthesize lessons to be fed back into the learning cycle and to inform field implementation, bearing in mind existing KM processes or initiatives and suggesting ways to facilitate exchanges and ensure better linkages across them;
Develop detailed components of a People Pipeline curriculum and key elements of a training package (to be delivered in person and online), based on the common core competencies and skills outlined in the roll-out strategy;
Carry out any other activities upon the request of the Team Leader of the Crisis and Fragility Policy and Engagement Team.
In addition to working closely with a group of focal points across relevant organizations and entities on the above deliverables, there should also be regular engagement with a broader reference group for additional input as and when needed (through the process of developing the roll-out strategy inputs were sought from UNDP, OCHA, DOCO, EOSG, UNICEF, UNHCR, WFP, UNFPA, UNWOMEN, WHO, PBSO, DPA, DPKO, IOM, UNSSC and selected Transition Advisors, Strategic Planners, Early Recovery Advisors and Nexus Advisors, as well as a number of NGOs).
Duration of the Work
The consultancy is for a total of 35 Working days, starting from 1 April 2019. All deliverables are to be completed by no later than 31 July 2019.
Duty Station
The duty station of this consultancy is New York. Short-term travel outside the duty station may be required and will be covered by the Crisis Bureau, as necessary.
Competencies
Leadership
Takes responsibility for and ensures high quality of own work
Communication and Relationship Management:
- Synthesizes information to communicate independent analysis
Innovation:
Interprets policies and guidance within context and applies with judgment
People Management
Identifies and nurtures collaborations between diverse professions
Delivery
Ensures high quality of work in terms of both substantive depth and adaptive relevance to client needs
Functional Competencies:
UN System & Organizational Awareness:
Knowledge of the UN System and ability to apply to strategic and/or practical situations
Working in Teams:
Acting as a team player and facilitating team work;
- Works collaboratively with colleagues across the UN system at field level and HQ.
Communicating Information and Ideas:
- Delivers verbal/written information in a timely, clear, organized and easily understood manner;
Excellent oral and written skills to develop knowledge products in relevant areas;
Required Skills and Experience
Academic qualifications:
Advanced University degree (Master’s Degree or equivalent) in Political Science, International Affairs, Management, Economics, Organizational Studies, Development Studies and/or Regional Studies, Sociology, or other relevant fields. (Required)
Substantial experience
At least ten years of relevant experience providing advisory support and technical advice in crisis response, programming, partnerships, and coordination.( Required)
Experience in supporting United Nations inter-agency coherence, strategic planning, and coordination is highly desirable.
Proven experience in facilitating complex UN inter-agency collaboration across the humanitarian-development-peace nexus at field and HQ level and in developing creative, innovative solutions is highly desirable.
Diverse professional biography in different UN entities (Agencies, Funds, Programmes; UN secretariat) is required. Experience working in the different pillars of the UN system is highly desirable.
Experience in staff development and training highly desirable.
Proven ability to deliver in a timely manner within cost and quality standards.
Proven ability to work in a multicultural setting.
Language:
Fluency in written and spoken English is required;
Working knowledge of another UN language would be an asset
Application Procedure
The application package containing the following (to be uploaded as one file):
Online application with brief description of why the Offeror considers her/himself the most suitable for the assignment; and
Personal CV or P11, indicating all past experience from similar projects and specifying the relevant assignment period (from/to), as well as the email and telephone contacts of at least three (3) professional references.
Note: The above documents need to be scanned in one file and uploaded to the online application as one document.
Shortlisted candidates (ONLY) will be requested to submit a Financial Proposal.
The financial proposal should specify an all-inclusive daily fee (based on a 7-hour working day - lunch time is not included - and estimated 21.75 days per month).
The financial proposal must be all-inclusive and take into account various expenses that will be incurred during the contract, including: the daily professional fee; cost of travel from the home base to the duty station and vice versa, where required; living allowances at the duty station; communications, utilities and consumables; life, health and any other insurance; risks and inconveniences related to work under hardship and hazardous conditions (e.g., personal security needs, etc.), when applicable; and any other relevant expenses related to the performance of services under the contract.
In the case of unforeseeable travel requested by UNDP, payment of travel costs including tickets, lodging and terminal expenses should be agreed upon, between UNDP and Individual Consultant, prior to travel and will be reimbursed. 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.
- If the Offeror is employed by an organization/company/institution, and he/she expects his/her employer to charge a management fee in the process of releasing him/her to UNDP under a Reimbursable Loan Agreement (RLA), the Offeror must indicate at this point, and ensure that all such costs are duly incorporated in the financial proposal submitted to UNDP.
- The Financial Proposal is to be emailed as per the instruction in the separate email that will be sent to shortlisted candidates.
Evaluation process
Applicants are reviewed based on Required Skills and Experience stated above and based on the technical evaluation criteria outlined below. Applicants will be evaluated based on cumulative scoring. When using this weighted scoring method, the award of the contract will be made to the individual consultant whose offer has been evaluated and determined as:
Being 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 where technical criteria weighs 70% and Financial criteria/ Proposal weighs 30%.
Technical evaluation - Total 70% (700 points):
Criteria 1. Experience in supporting United Nations inter-agency coherence, strategic planning, and coordination at HQ level Maximum Points: 200;
Criteria 2. Experience in facilitating complex United Nations inter-agency collaboration across the humanitarian-development-peace nexus at field level and in developing creative, innovative solutions Maximum Points: 200;
Criteria 3. Experience working in the different pillars of the UN system: Maximum Points: 100; and
Criteria 4. Experience in staff development and training Maximum Points: 200
Please note that only shortlisted candidates will be contacted.
Candidates obtaining a minimum of 70% (490 points) of the maximum obtainable points for the technical criteria (700 points) shall be considered for the financial evaluation.
Financial evaluation - Total 30% (300 points)
The following formula will be used to evaluate financial proposal:
p = y (µ/z), where
p = points for the financial proposal being evaluated
y = maximum number of points for the financial proposal
µ = price of the lowest priced proposal
z = price of the proposal being evaluated
Contract Award
Candidate obtaining the highest combined scores in the combined score of Technical and Financial evaluation will be considered technically qualified and will be offered to enter into contract with UNDP.
Institutional arrangement
The consultant will work under the guidance and direct supervision of Team Leader of the New York Crisis Interface Team in UNDP’s Crisis Bureau and will be responsible for the fulfilment of the deliverables as specified above.
The Consultant will be responsible for providing her/his own laptop.
Payment modality
Payment to the Individual Contractor will be made based on the actual number of days worked, deliverables accepted and upon certification of satisfactory completion by the manager.
The work week will be based on 35 hours, i.e. on a 7-hour working day, with core hours being between 9h00 and 18h00 daily
Annexes (click on the hyperlink to access the documents):
Annex 1 - UNDP P-11 Form for ICs
Annex 2 - IC Contract Template
Annex 3 – IC General Terms and Conditions
Annex 4 – RLA Template
Any request for clarification must be sent by email to cpu.bids@undp.org
The UNDP Central Procurement Unit will respond by email and will send written copies of the response, including an explanation of the query without identifying the source of inquiry, to all applicants.