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Final evaluation of the project “Preservation and Promotion of Kuwait’s Cultural Heritage
|Lieu :||Kuwait, KOWEÏT|
|Date limite de candidature :||22-Jan-19 (Minuit New York, États-Unis)|
|Type de contrat :||Individual Contract|
|Niveau du poste :||International Consultant|
|Langues requises :||Anglais|
|Date de commencement :|
(date à laquelle le candidat sélectionné doit commencer)
|Durée du contrat initial||25 Working Days|
|Durée prévue de la mission :||25 Working Days|
The Government of Kuwait is aspiring to be a regional trade and financial hub in line with the Kuwait Vision 2035. Within this vision, Global Position has been placed as an area of focus to attract investment, and the promotion of cultural activity has been identified as a tool to help enhance Kuwait’s regional and global presence.The need to increase the country’s cultural activity has further been addressed through stated objectives in the Kuwait National Development Plan 2015-2020. These objectives highlight the need to conserve, promote, and modernize the current cultural infrastructure in Kuwait.
The project document for “Preservation and Promotion of Kuwait’s Cultural Heritage” was signed on 18thApril 2017 between General Secretariat for the Supreme Council for Planning and Development (GSSCPD), National Council for Culture Arts and Letters (NCCAL), UNESCO, and UNDP, which represent the senior executive, senior beneficiary, technical agency, and senior supplier respectively. With a 21 month duration, the project was initially set to end on 31stDecember 2018, and was later extended for two months. The project has an approved budget of 1,000,000 USD financed by the government of Kuwait, represented by the GSSCPD. An additional 422,300 USD was allocated as in-kind contribution from the beneficiary.
Project Outcome: A clear framework for the development of culture by creating the bases for strong cultural institutions that operate with respect to international standards with qualified and skilled personnel to extend services to society and deliver a rich cultural agenda and programs.
The overarching outcome will be reached through the following outputs:
Within this context, the UNDP is soliciting the services of an independent evaluator to evaluate the projects overall effectiveness, relevance, sustainability and impact.
Devoirs et responsabilités
The purpose of this evaluation is to:
2.2 Evaluation Scope
The evaluation will look at the project activities, outputs and outcomes to date. The evaluation should take into consideration the project duration, existing resources and political and environmental constraints.
In particular, the evaluation will examine the quality and impact of project activities on the target groups, looking at:
2.3 Suggested Analytical Framework
2.3.1 Relevance and strategic fit
a. How is the project contributing to the national priorities/national development plans of Kuwait?
b. To what extent are project activities linked to other global commitments including the SDGs and the agenda 2030?
c. Does the project respond to the real needs of the NCCAL
d. Are the planned project objectives and outcomes relevant and realistic to the situation and needs on the ground? Were the problems and needs adequately analysed?
e. Does the project’s design fill an existing gap that other ongoing interventions have failed to address?
2.3.2 Validity of the design
a. How appropriate and useful are the indicators described in the project document for monitoring and measuring results? If necessary, how should they have been modified to be more useful?
b. Was the strategy for sustainability of impact defined clearly at the design stage of the project? If yes how? Was the approach taken appropriate to the context?
2.3.3 Project progress and effectiveness
a. Has the Project achieved its planned objectives in a timely manner? Are the project partners using the outputs? Have the project outputs been transformed by the project partners into outcomes?
b. What have been the constraining factors and how have they been addressed?
c. How have stakeholders been involved in project implementation? Has project management been participatory and has the participation contributed towards achievement of the project objectives? How effective was the collaboration with the relevant offices, other UN agencies, media, and non-governmental organizations working in Kuwait, and what has been the added value of this collaboration? Have systems been put in place to enhance collaboration with other UN agencies and government institutions working on this issue?
d. What alternatives strategies would have been more effective in achieving the project’s objectives?
e. How did outputs and outcomes contribute to mainstreamed strategies including gender equality, social dialogue, and labour standards?
e. How efficient has the project been in communicating its results, disseminating success stories and enhancing visibility? How effective was collaboration with the media?
f. To what extent has this project contributed to: launching innovative ideas; rapidly addressing emerging needs; expanding the scope and/or scale of existing programmes.
2.3.4 Efficiency of resource use
a. Have resources (funds, human resources, time, expertise etc.) been allocated strategically to achieve outcomes? Do the project results justify the time and financial resources and human resources invested in the project? Have resources been used efficiently? Has the implementation of activities been cost-effective? Could the same results have been attained with fewer resources?
b. Have project funds and activities been delivered in a timely manner? Were there any major delays? What were the difficulties, and how did the project deal with this delay in work plan?
c. Was the timeline initially envisioned for the Project adequate considering Project outputs and outcomes?
2.3.6 Effectiveness of management arrangements
g. Are management capacities adequate? Does the project governance structure facilitate good results and efficient delivery? Is there a clear understanding of roles and responsibilities and division of labour between the UNDP and UNESCO staff?
h. How effective was communication between team on the ground and headquarters? Does the project receive adequate technical, programmatic, administrative and financial backstopping and support from the relevant Country, regional and headquarters offices?
i. How effectively does the project management monitor project performance and results? Does the project report on progress in a regular and systematic manner? Is the reporting evidence-based? What M&E system has been put in place, and how effective has it been?
j. Has the project made strategic use of coordination and collaboration with relevant projects being implemented by other UN agencies, and with other donors to ensure synergies and increase effectiveness and impact?
2.3.7 Impact orientation and sustainability
a. To what extent is the project making a significant contribution to broader and longer-term development impact? Is the project strategy and management steering towards impact?
b. How can UNDP and UNESCO build on the project’s achievements?
c. How effective and realistic is the project’s exit strategy? Is the project gradually being handed over to the national partners? How successful were the Project’s activities in ensuring the sustainability of the project? What kind of synergies were built by the project with ongoing and new projects to sustain impact?
d. Is the national partner able and willing to continue with the project? How effectively has the project built national ownership? Are results anchored in national institutions and can the local partners maintain them financially at end of project?
e. Can any unintended or unexpected positive or negative effects be observed as a consequence of the project’s interventions?
f. Should there be a continuation of the project to consolidate achievements? In what way should the next phase if needed be different from the current one?
g. What are some good practices that can be extracted from the Project? How was the practice carried out, what makes it good, and what are the circumstances in which it took place?
h. What was the role of the project in resource mobilisation?
2.4 Evaluation Methodology
While the evaluation will be strictly external and independent in nature, it will be participatory to the extent possible, engaging constituents, beneficiaries, and other stakeholders. The evaluation will include but will not be restricted to:
The evaluation should be conducted by an independent Evaluator that has no prior involvement in the project “Preservation and Promotion of Kuwait’s Cultural Heritage”.
The recommended presentation of Evaluation report:
Duration of the Work
Scope of Price Proposal and Schedule of Payments
DOCUMENTS TO BE INCLUDED WHEN SUBMITTING THE PROPOSALS.
Qualifications et expériences requises
I. Academic Qualifications:
II. Years of experience:
Le PNUD s’engage à recruter un personnel divers en termes de genre, de nationalité et de culture. Nous encourageons de même les personnes issues des minorités ethniques, des communautés autochtones ou handicapées à postuler. Toutes les candidatures seront traitées dans la plus stricte confidentialité.
Le PNUD ne tolère pas l’exploitation et / ou les atteintes sexuelles, ni aucune forme de harcèlement, y compris le harcèlement sexuel, et / ou toutes formes de discrimination. Tous/tes les candidats/tes selectectionnes /ées devront ainsi se soumettre à de rigoureuses vérifications relatives aux références fournies ainsi qu’à leurs antécédents.