- Le PNUD dans le monde
Le PNUD est prÃ©sent dans 177 pays et territoires.
Voir ci-dessous pour en savoir plus sur le travail de l'organisation sur le terrain.
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Consultancy – Multi Level Governance, CB/UNDP
|Lieu :||Home Based|
|Date limite de candidature :||13-Dec-20 (Minuit New York, États-Unis)|
|Catégorie supplémentaire :||Gouvernance démocratique|
|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||50 nonconsecutive working days within 6 months|
|Durée prévue de la mission :||50 nonconsecutive working days within 6 months (with possibility of extension for additional 4 month|
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.
[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:
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.
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.
Devoirs et responsabilités
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%.
Qualifications et expériences requises
The application package containing the following (to be uploaded as one file):
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 is to be emailed as per the instruction in the separate email that will be sent to shortlisted candidates.
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:
Technical evaluation - Total 70% (70 points):
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
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.
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.