Background

[A. Background of the organization and the team]

UNDP is the knowledge frontier organization for sustainable development in the UN Development System and serves as the integrator for collective action to realize the Sustainable Development Goals (SDGs). UNDP’s policy work carried out at HQ, Regional and Country Office levels, forms a contiguous spectrum of deep local knowledge to cutting-edge global perspectives and advocacy. In this context, UNDP invests in the Global Policy Network (GPN), a network of field-based and global technical expertise across a wide range of knowledge domains and in support of the signature solutions and organizational capabilities envisioned in the Strategic Plan. Within the GPN, the Crisis Bureau guides UNDP’s corporate crisis-related strategies and vision for crisis prevention, response and recovery.

As a part of the Core Government Functions and Local Governance (CGF-LG) team in the larger Conflict Prevention, Peacebuilding and Responsive Institutions Team (CPPRI),  the Consultant will be part of UNDP’s contribution to the UN conflict prevention and peacebuilding offer through their support to building and strengthening responsive, accountable, resilient, inclusive and functional core governance institutions at the national and local levels in different development settings with a focus on countries impacted by transitions, fragility and conflict.

Reporting to the Core Government Functions and Local Governance Team Leader in New York, the Consultant will provide a “Lessons Learned Review of Multi-Level Governance in fragile and crisis affected countries”.

[B. Background of the Assignment]

Local governance systems, in urban and rural areas alike, are currently on the frontline to deliver solutions to an ever-growing range of challenges. This level of the governance is the closest interface

of citizens with authorities and provide the daily State-society interaction. This is true nowhere more than in crisis-affected settings and, as analysis of recent Covid-19 response has demonstrated, it challenges the traditional power structures between not just national and sub-national levels of governance but also the supra-national as well as the community levels. The recent simultaneous global crisis triggered by the socio-economic impact of Covid-19 has highlighted that, as central governments have been overwhelmed and in some cases been all but paralyzed, these other governance levels have in different ways gained in importance.

In order to ensure that UNDP and other development partners are equipped to support genuinely sustainable and resilient development that aligns with realities and priorities in programme countries, we need to understand better how to approach, harness and add value to multi-level governance systems. This demand is especially valid in crisis settings where government capacity tends to be low and state authority tends to be frail.

A renewed and more systematic focus on Multi-Level Governance has the potential to spur a shift in focus of policy and programme support, for example towards more networked ways of working, recognizing that the boundaries between ‘local’, ‘national’ and ‘regional’, and ‘global’ are all much more fluid than they used to be.

As outlined in the Forging Resilient Social Contracts paper, published by the UNDP Oslo Governance Center in 2018, the increasing prevalence of mixed and hybrid systems and structures is testament to this. Part and parcel of state-formation and state building processes and development processes globally, hybridity is not only in everyday life, but also in the structures and institutions that shape how society is organized. Leaders may have positions of power and authority in one, two or more levels or systems simultaneously or sequentially, while citizens may relate to two or more systems, moving between them strategically and negotiating their sometimes-contradictory obligations.

As the word suggests, the concept of Multi-Level Governance comprises numerous state and non-state actors located at different levels, such as the local (sub-national), the national, the regional and the global (supranational). The challenge for these diverse levels of government is to align and rally around collective priority-setting and design of policy and programming which, ultimately, must be derived from, and deliver on, priorities of local communities. As such, supporting MLG in more pre-defined and targeted ways has potential to strengthen the effectiveness of people-centered elements of existing and new governance models and programming. Fulfilling this potential is closely tied to the need for new methods and power-sharing incentives that can facilitate bottom-up participation as well as stronger links and policy coherence between levels of governance.

So, while the principle of MLG has often been used to highlight the need to prioritize decentralization and support to the sub-national level of governance, in particular city governments, UNDP is now embarking on an initiative that sets out to harness evidence and experiences on the dynamic flow of data, information, policy, priority-setting and planning, programme development, and decision-making processes between levels of governance.

In sum, the focus of this workstream will be on developing more systematic ways of strengthening the linkages (formal and informal), power dynamics, financial management incentives (PFM, tax systems etc), and potential for reinforcing collective decision-making across layers of governance that ‘negotiate’ decisions and are – while bound together by mutual accountability to the population they serve – also tied to their separate constituencies.

The overall lens will be on better harnessing the potential of MLG to fuel transparent people-centered development that addresses grievances, including those at the heart of conflict, and infuses State-society relations with a higher level of legitimacy.

[C. Purpose and Modality]

The purpose of the assignment is to support the development of an evidence-base on the challenges and opportunities of Multi-Level Governance, as well as experiences of UNDP entry points for policy and programming support, aims to feed into and add value to rethinking and reframing the governance support offer of UNDP and its partners to better align with current and future trends and demands.

This will include the production of minimum five case studies and supplemental cross-case analysis that explore MLG, including in fragile and conflict -affected contexts, with the goal of generating evidence-based recommendations for UNDP Country offices for future programming.

The research will explore a number of illustrative cases and the selection of the countries will be discussed and fixed in consultation with UNDP Core Government Functions and Local Governance team as well as Regional Bureau colleagues in the UNDP.

The selected consultant is expected to proactively propose the research method, and final scope, in discussion with the Core Government Functions and Local Governance Team at UN’s Crisis Bureau.

[D. Research Focus and Case Studies]

The Lessons Learned Review will depart from the following guiding questions:

• What can typical Multi-Level Governance approaches (eg to policy coherence, PFM, programming etc) look like in different country contexts with different roles of multiple stakeholders (public institutions, communities, civil society, private sector etc) and, in particular, what is the impact of strengthened MLG on institutions and populations including vulnerable groups?

• Where is the nexus of focus for people-centered networked multilevel governance systems with multiple stakeholder groups across sectors (public, private, people etc)?

• What can we learn from previous and current crises, including COVID-19 response and recovery, about the dilemmas, trade-offs and opportunities etc of MLG (including PFM and access to development finance) in fragile settings and crisis-affected settings?

These questions will be discussed and clarified between the selected consultant and key UNDP stakeholders. 

To develop the necessary evidence base, the selected consultant will conduct a desk review to collect details of MLG systems, and support interventions, in a range of countries. In addition, the consultant will collect relevant data in collaboration with UNDP COs in 6-8 countries to showcase and analyses lessons on MLG. These can later be distilled into 5 short but full-fledged case studies.

E. Outputs

A lessons learned paper (approx. 30-40 pages) that takes stock and derives lessons from country cases – including programming on local governance, decentralization, public administration etc – on the challenges, achievements and potential of a number of Multi-Level Governance systems, mechanisms, and programmatic interventions from development partners in different country typologies, including a strong focus on crisis-affected settings and cross analysis between cases.

The report must aim for actionable conclusions on programmatic options and entry points for UNDP COs on MLG. Executive summary and necessary annexes and bibliography must be included.

In parallel, 5 full-fledged case studies must be submitted as edited stand-alone products.

Duties and Responsibilities

The selected consultant will be fully responsible for leading the aforementioned research. Two main research outputs will be prepared. First, a stand-alone 30-40-page Lessons Learned Review on MLG that will include a brief literature review and details of the research, including lessons from illustrative case studies. Second, a set of five full-fledged, edited country case studies (6-8 page for each case study) exploring the agreed research questions.

Expected outputs and deliverables:

The following deliverables are expected throughout the project:

i. Inception Note (inc. scope, research approach, research questions, proposed case study countries, methodology including for outreach and consultations, workplan and draft report/guidance note templates);

ii. Five full-fledged case studies (6-8 pages each);

iii. Lessons Learned Review on MLG (inc. case study key findings, cross-case analysis, conclusions and options for UNDP COs and partners)

The following timeline is proposed for activities and deliverables. All project activities must be completed by June 30, 2021.

The consultancy fee is based on the delivery of each item. The amount of each payment would be as follows: Payment 1: 20%, Payment 2: 40%, Payment 3: 40%.

Competencies

Corporate Competencies

• Demonstrates integrity by modelling the UN’s values and ethical standards and acts in accordance with the Standards of Conduct for international civil servants;

• Advocates and 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 favouritism.

Functional Competencies

• Knowledge about the UNDP programmes would be an advantage;

• Proven strong analytical abilities;

• Ability to work under pressure with several tasks and various deadlines;

• Ability to actively generate creative, practical approaches and solutions to overcome challenging situations;

• Excellent writing, presentation/public speaking skills;

• Strong IT Literacy

Required Skills and Experience

Academic qualifications:

• A Master's degree, preferably in international development, international affairs, public administration, public policy, development economics, or other relevant field, or extensive compensating experience in public sector governance reform/public administration reform/restoration of core government functions.

Experience:

• A minimum of 10 years of relevant policy, research and programming experience in international development, public sector governance, peacebuilding and conflict-sensitive analysis (national or multilateral, including UN), with at least five years’ experience working on complex core governance functions and local governance issues in fragile and crisis-affected contexts;

• Knowledge of 2030 Agenda, Sustaining Peace Agenda, key public administration areas, core government functions, local governance systems and institutions, decentralizations policies and laws, basic service delivery and recovery planning; and crisis governance concepts and principles and ability to apply to strategic and/or practical situations in different development situations.

• Experience of carrying out research in a think tank or university setting;

• Excellent negotiating and communication skills and ability to mobilize support from a wide range of partners (public, private, academic, civil society, business community leaders)

• Excellent organizational skills and ability to work effectively in teams, delivering through and with others;

• Self-management, including conflict management/negotiating skills

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):

• A cover letter with a brief description of why the Offer considers her/himself the most suitable for the assignment;

• 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; and

• A two-page methodology on how the Offeror will conduct the work including a Work Plan and approach in delivering the required outputs within the assignment period; and

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 shall specify a total lump sum amount, and payment terms around the specific and measurable deliverables of the TOR. Payments are based upon output, i.e. upon delivery of the services specified in the TOR, and deliverables accepted and certified by the technical manager.

• 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; (excluding mission travel); 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.

• This consultancy is a home-based assignment, therefore, there is no envisaged travel cost to join duty station/repatriation travel.

• 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% (70 points):

• Criteria 1. At least 10 years of knowledge of key public administration areas, core government functions, local governance systems and institutions, decentralizations policies and laws, basic service delivery and recovery planning; and crisis governance concepts and principles and ability to apply to strategic and/or practical situations in different development situations.  Maximum Points: 18;

• Criteria 2. Experience of carrying out research in a think tank or university setting; Maximum Points: 10;

• Criteria 3. At least five years’ experience working on complex core governance functions and local governance issues in fragile and crisis-affected contexts; Maximum Points: 7; and

• Criteria 4. Interview: Maximum Points: 35.

Having reviewed applications received, UNDP will invite the top three shortlisted candidates for interview. Please note that only shortlisted candidates will be contacted.

Candidates obtaining a minimum of 70% (49 points) of the maximum obtainable points for the technical criteria (70 points) shall be considered for the financial evaluation.

Financial evaluation - Total 30% (30 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 the Core Government Functions and Local Governance Team Leader in New York 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

• Payments are based upon output, i.e. upon delivery of the services specified above and 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. While the telecommuting arrangements are in place, the consultant is expected to work during New York City business hours unless otherwise indicated by the Technical Manager.

  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.