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Crisis Finance Analyst/BPPS/CB/UNDP
|Location :||Home Based, with expected travel: One trip to Washington and one trip to Europe)|
|Application Deadline :||10-Jun-19 (Midnight New York, USA)|
|Additional Category :||Management|
|Type of Contract :||Individual Contract|
|Post Level :||International Consultant|
|Languages Required :||English|
|Starting Date :|
(date when the selected candidate is expected to start)
|Duration of Initial Contract :||60 days; within the period from 15 June to 30 September|
The humanitarian funding architecture is quite developed and established. Funding takes place mostly in the way of grants and is disbursed relatively quickly and flexibly. This funding works well in sudden onset crises (e.g. post-earthquake) or in crises that are in high intensity (e.g. Yemen). On the other hand, development funding architecture is also very developed, but relatively rigid. Decisions are taken by a wider group of actors, with the Government playing a larger role. Different financing instruments are used— from loans to bonds to risk insurance. Innovation is continuously happening in development financing with recent growth areas in green bonds, Islamic financing, as well as instruments such as crowdsourcing. These sorts of financing work well where there is a stable government with whom to plan and through whom to channel funding.
What has emerged over the past few years is a clear recognition that neither of these existing financing mechanisms are fit the bill for crises that are neither sudden onset crises nor pure “stable” development. The likes of DRC, Somalia and Sudan are protracted crises with fledgling, if not problematic governments, that cannot attract significant development funding, and nor can they meaningfully change the narrative of going beyond meeting the basic needs with humanitarian funding alone. This leaves them in a perennial cycle of essentially dependent on humanitarian funding for life-saving work over multiple years.
Changing this continuous cycle requires a change in the way international aid actors – humanitarian, development and peacebuilding – work and incentivize change on the ground. The New Way of Working (NWOW), developed through the World Humanitarian Summit process, and adopted by the UN Development System in the 2017-20 QCPR, provides the substantive roadmap for getting humanitarian, development and peace (HDP) actors to work towards collective outcomes, with joint analysis, joined up planning, stronger leadership and coordination and, ultimately, better financing in crisis settings
While there has been good progress in convincing humanitarian, development and peacebuilding action to work better in terms of analysis, planning and coordination, the financing piece has somewhat lagged. Some positive trends in this regard include the OECD-DAC donors’ recommendation on the funding across the nexus approved in February 2019, as well as the work of the World Bank in strongly expanding their reach and ambition in fragile and crisis states as part of IDA 18. There have also been important innovations by other IFIs, UN Agencies, NGOs and Governments in trying to find different sources of financing to encourage aid programming that goes towards building resilience and reducing risk and vulnerability – rather than just meeting needs. Denmark stands out as an example of a major donor that has shown most flexibility in funding humanitarian and development programming, by “merging” their pots.
However, these good initiatives need to be brought to scale, and UNDP (including in its role as integrator) needs to play a leading, facilitating or informational role as the case may be. In order to do so, UNDP needs to develop a tailor-made mapping of examples of such mechanisms (an initial draft of which has been compiled), which the Crisis Bureau and the Bureau for External Relations and Advocacy want to develop further. Taking this to scale will also require increasing the “financing literacy” of UNDP.
Duties and Responsibilities
Under the Administration of the Crisis Bureau, and under the direct supervision and guidance of the Programme Specialist, Crisis Interface, CB, and Partnerships Adviser, FIT/BERA, and overall support/inputs from UNDP’s inter-Bureau IFI Working Group, the Consultant will perform the following tasks during the assignment period:
Analysis of existing and impending financial instruments/mechanisms for protracted crises that UNDP, both for its own mandate and in its role as integrator, needs to a) be aware of; b) increase influence over; c) develop capacity over; and d) decide to invest in, with particular emphasis on instruments managed and disbursed by IFI/MDBs.
The analysis will build on the existing mapping developed by the Crisis Bureau, and include, inter alia, the following elements:
2. Develop a UNDP-friendly glossary of the main financing terms that can be understood by mid-level UNDP professionals from across the organization working on substantive issues.
Ability to identify and make new ideas work.
Ability to persuade others to follow.
Ability to improve performance and satisfaction.
Ability to listen, adapt, persuade and transform.
Ability to get things done.
Required Skills and Experience
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.