Antecedentes

The Kingdom of Saudi Arabia (KSA) spans the vast majority of the Arabian Peninsula, with a land area of approximately 2,150,000 km2 (830,000 sq mi). Saudi Arabia is the largest country in the Middle East, and the second-largest country in the Arab world with a rapidly growing population of 35,013,414 in 2020 the majority of which lives in urban areas. Such a high level of urbanization brings challenges in terms of meeting demands for infrastructure and services, as well as opportunity to provide human resources necessary for development and achieving sustainability. The annual population growth rate is 2.4%. In this regard, the National Housing Strategy of the Kingdom of  Saudi Arabia stated that the deficit of affordable housing for Saudi families in 2011 was estimated at half a million housing units, which led the Custodian of the Two Holy Mosques the late King Abdullah bin Abdul Aziz to issue a royal decree for the establishment of  the Ministry of Housing to replace the General Housing Authority, and ordered the allocation of 76 billion US dollars to build housing units and close the housing gap.  On the 24th of January 2021 the Custodian of the Two Holy Mosques King Salman bin Abdulaziz Al Saud issued a Royal Decree on merging the Ministry of Housing (MoH) with the Ministry of Municipal and Rural Affairs (MOMRA) and rebranding it as the Ministry of Municipal and Rural Affairs and Housing (MOMRAH).

The land award program has played a great role in providing land at a suitable price for building houses in urban areas. However, ineffective use of serviced land, in part due to speculation, has been a major contributor to a growing shortage of affordable housing. In addition, there is also a lack of products that matches the purchasing power of those in need of houses. Saudi households have increasingly faced challenges to access adequate housing, as the gap widened between supply and demand. Supply did not accommodate the financial affordability, whereas financing mechanisms were conventional to hardly satisfying the needs of the Saudi households, especially those of low-income category. There was a tendency to rely on the private sector as an essential developer through partnerships to provide various housing options, particularly for the high- and middle-income segments. The provision by the public housing sector has been limited and not able to reduce the backlog. In fact, provision in Saudi Arabia is mostly dominated by the private sector, as it holds large areas of vacant lands which can be developed to help stem the current housing crisis. This situation led Council of Ministers to issue the White Land Tax Act and its Implementing Regulation to spur owners to develop their vacant lands, in addition to many stimulating housing decisions and legislation for both the private and the 3rd non-profit sector.

In April 2016, the Saudi Vision 2030, an ambitious blueprint for development, was launched. Vision 2030 is the forward-thinking initiative of Crown Prince Mohammed bin Salman. It sets down a plan for the Kingdom of Saudi Arabia’s future with several goals aimed at inspiring economic, political, and social development. The Saudi Vision 2030 aimed to increase home owning rates to 60% by 2020, through various housing solutions, at the lowest cost possible, and financing of projects for the poorest. Key areas tackled by the Program are increasing housing stock, affordability, and regulating the housing sector. Important work streams in this regard include managing urban density, urban redevelopment of city centres, provision of suitable land, and exchange of land with the government for the construction of new housing projects, public-private partnerships, providing financing solutions matching needs of different segments through transforming the Real Estate Development Fund into a financing institution, and the establishment of the Saudi Real Estate Refinance Company, in addition to supporting the segments in need of affordable housing initiatives under property use rights provided by NGO sector. The Technical Support to Implementation of the Developmental Housing Initiatives to MOMRAH project is a national project benefiting the whole of the Kingdom with a focus on female single headed household and low income families in addition to contributing to the UNDP CPD (2017- 2021) Outcome 1 (Improved knowledge-based equitable and sustainable development, underpinned by innovation and improved infrastructure) and CPD output 1.3 (Urban policies developed to boost emerging national priorities). It also contributes to SDG target 11 "sustainable cities and communities".

The project is implemented by the Ministry of Municipal, Rural Affairs and Housing and in partnerships with UNDP/UN-Habitat.

On the basis of the outputs of MOMRAH Strategic Plans and UNDP Projects, as well as considering the UN and Saudi strategy and policy documents, the final evaluation will look into the progress of the following outputs:

1. Business Plan for non-profit sector engagement: defining the key areas of work and the roadmap for engaging non-profit organizations. 
   1. International benchmarking report featuring 3-4 experiences of non-profit housing development in contexts of relevance to the KSA, with emphasis on the following aspects in particular: alternatives to the right of use, legal mechanisms /types of housing ownership, maintenance and operation programs, replacement of beneficiaries, criteria for the choice of beneficiaries and several aspects related to legislation and governance of housing development.  

1. Elaborate a template business plan that can be adapted and adopted by non-profit organizations in the field of Development housing  

1. Establish a cooperation/partnership framework, including guidelines and steps for forming and managing partnerships between MoH and non-profit organizations (and potentially other stakeholders i.e. private sector through CSR. 

1. Comprehensive review of current policies, legislation, initiatives and governance framework of non-profit housing development sector: Review and develop policies, regulations and criteria to select development housing beneficiaries in order to guide and regulate the work of NGOs in delivering affordable housing. 

2.1 Review and analysis of the gaps and bottlenecks in the current frameworks and regulations related to non-profit housing initiatives, with particular attention to decree number 198 and other related decrees. This will increase coordination with relevant authorities that would improve the overall efficiency of the housing delivery system for NGOs to achieve the targets set by the Ministry. 

2.2 Comprehensive review of the?household’s?characteristics of the existing non-profit housing initiatives and programmes in selected Saudi cities to study the?socioeconomic development?of?subsidized households?for their reintegration into market-price housing. This sub activity should include a comprehensive review of existing non-profit housing initiatives and programmes in selected Saudi cities as well as the review of legal mechanism/ types of housing ownership.  

2.3 Set new criteria for the selection of beneficiary target groups, including guidelines for socioeconomic development of households. This sub activity should include suggesting additional regulations or legal mechanisms the replacement of beneficiaries at the end of their contract or no more eligible according to the set criteria. This will help dealing with the current challenges that MoH is facing in this area. Subsequently, this will enhance the efficiency of the non-profit sector in development housing to meet the targets set by the Ministry  

3) Spatial analysis to locate and design non-profit housing projects 

3.1 Drafting of a Compendium of International Standards and Best Practice including 3 to 4 relevant experiences for the context of Saudi Arabia to support the selection of suitable locations for non-profit housing projects or similar social housing developments in Saudi cities. 

3.2 Neighbourhood analysis of selected of Saudi cities by using international standards related to social integration, employment availability, accessibility and mobility among others. This activity will include the assessment of the designs of the housing unit. 

3.3 Develop a system of spatial standards by utilizing geographic information system to select suitable locations within Saudi cities for the construction of non-profit housing developments. 

3.4 Application of the new standards to one non-profit housing project in one Saudi city (preferably one of the main cities that Habitat has already studied extensively with Future Saudi Cities Programme) through a participatory housing design studio including the participation of different target groups 

To date the project has been progressing well in achieving its intended outputs. Many achievements have been realized, including the completion of five sub-outputs reports (1.2, 1.3, 2.2, 2.3 and 3.2). The drafted reports include the development of a model partnership agreement (sub-output 1.3); a template business plan and housing needs assessment (sub-output 1.2), a mapping of the beneficiary selection process (sub-output 2.2), recommendations for revisions to beneficiary selection (sub-output 2.3), a neighborhood analysis of fourteen developmental housing sites (sub-output 3.2).  All draft reports have been presented to the Ministry of Municipal and Rural Affairs and Housing (MOMRAH) and final versions have been completed with translations and graphic design for final submission.

Furthermore, the UNDP and UN-Habitat partnered with the Ministry of Municipal Rural Affairs and Housing (MoMRAH), Deputyship of Developmental Housing, together with NGO’s and AlFaisal University and Dar Al Uloom University on the Sustainable Housing Concept Plan Initiative (SHCP) - Housing Design Studio. The SHCP will aim to develop new housing typology designs that addresses quality of life and beneficiary housing needs by engaging youth, women, and local experts through an inclusive participatory planning process. In addition, to creating housing projects designs that integrates development housing and the city by incorporating sustainable mobility concepts, such as non-motorized transport and adopting hot climate mitigative designs in public spaces.

The evaluation requires working with all heads of departments involved with the various outcomes as well as all consultants on the project and other relevant project and authority staff. 

The project duration was originally for approximately 2 years (January 2020- October 2021). The project extension period (October 2021 to April 2022) provides the necessary time for the project to complete ongoing activities and deliver the outputs that were delayed due to COVID.

Basic Project information can also be included in table format as follows:

1. Evaluation purpose, scope and objectives

Evaluation purpose and objectives:

This final evaluation is conducted as part of a planned intervention aimed at re-positioning the project to help MOMRAH and the housing deputyship meet its mandate. In view of the pandemic and the drastic changes that has been taking place in the country, the project has had to adapt to the changes over recent years. This evaluation thus becomes crucial to assess the impact of the pandemic and to ensure the project has delivered its intended objectives. The evaluation and ensuing?recommendations will help build a new phase for the project serving MOMRAH to better deliver its intended task and learn lessons from previous activities.   

Scope of the evaluation:

• The final evaluation will look into the progress of the following outputs:

1. Business Plan for non-profit sector engagement: defining the key areas of work and the roadmap for engaging non-profit organizations. 
   1. International benchmarking report featuring 3-4 experiences of non-profit housing development in contexts of relevance to the KSA, with emphasis on the following aspects in particular: alternatives to the right of use, legal mechanisms /types of housing ownership, maintenance and operation programs, replacement of beneficiaries, criteria for the choice of beneficiaries and several aspects related to legislation and governance of housing development.  

1. Elaborate a template business plan that can be adapted and adopted by non-profit organizations in the field of Development housing  

1. Establish a cooperation/partnership framework, including guidelines and steps for forming and managing partnerships between MoH and non-profit organizations (and potentially other stakeholders i.e. private sector through CSR. 

1. Comprehensive review of current policies, legislation, initiatives and governance framework of non-profit housing development sector: Review and develop policies, regulations and criteria to select development housing beneficiaries in order to guide and regulate the work of NGOs in delivering affordable housing. 

2.1 Review and analysis of the gaps and bottlenecks in the current frameworks and regulations related to non-profit housing initiatives, with particular attention to decree number 198 and other related decrees. This will increase coordination with relevant authorities that would improve the overall efficiency of the housing delivery system for NGOs to achieve the targets set by the Ministry. 

2.2 Comprehensive review of the?household’s?characteristics of the existing non-profit housing initiatives and programmes in selected Saudi cities to study the?socioeconomic development?of?subsidized households?for their reintegration into market-price housing. This sub activity should include a comprehensive review of existing non-profit housing initiatives and programmes in selected Saudi cities as well as the review of legal mechanism/ types of housing ownership.  

2.3 Set new criteria for the selection of beneficiary target groups, including guidelines for socioeconomic development of households. This sub activity should include suggesting additional regulations or legal mechanisms the replacement of beneficiaries at the end of their contract or no more eligible according to the set criteria. This will help dealing with the current challenges that MOH is facing in this area. Subsequently, this will enhance the efficiency of the non-profit sector in development housing to meet the targets set by the Ministry  

3) Spatial analysis to locate and design non-profit housing projects 

3.1 Drafting of a Compendium of International Standards and Best Practice including 3 to 4 relevant experiences for the context of Saudi Arabia to support the selection of suitable locations for non-profit housing projects or similar social housing developments in Saudi cities. 

3.2 Neighbourhood analysis of selected of Saudi cities by using international standards related to social integration, employment availability, accessibility and mobility among others. This activity will include the assessment of the designs of the housing unit. 

3.3 Develop a system of spatial standards by utilizing geographic information system to select suitable locations within Saudi cities for the construction of non-profit housing developments. 

3.4 Application of the new standards to one non-profit housing project in one Saudi city (preferably one of the main cities that Habitat has already studied extensively with Future Saudi Cities Programme) through a participatory housing design studio including the participation of different target groups 

• This evaluation will cover all activities held during the span of the project between (1 January 2020 - 30 April 2022) and highlight issues and recommendations in all aspects (technical, financial, management, structural and operational), including the effective use of resources and delivery outputs in the signed project document and workplan.

Issues relate directly to the questions of the evaluation must be answered so that users will have the information they need for pending decisions or action. An issue may concern the relevance,?coherence,?efficiency, effectiveness,?or sustainability of the intervention. In addition, UNDP evaluations must address how the intervention sought to?mainstream gender in development efforts, considered disability issues and?applied?the rights-based approach. 

[1] It is the entity that has overall responsibility for implementation of the project (award), effective use of resources and delivery of outputs in the signed project document and workplan.

Deberes y responsabilidades

1. Methodology

The evaluation should employ a combination of qualitative and quantitative evaluation methods and instruments.?The?evaluator is expected to follow a participatory and consultative approach?that?ensures?close engagement with the evaluation managers, implementing partners and?male and female?direct beneficiaries.??Methodological?tools and?approaches may include:?  

• Document review. This would include a review of all relevant documentation, inter alia 

• Project document (contribution agreement).  
• Theory of change and results framework. 

• Programme and project quality assurance reports. 
• Annual workplans. 
• Activity designs.  
• Consolidated quarterly and annual reports.  
• Results-oriented monitoring report.  

• Highlights of project board meetings.   
• Technical/financial monitoring reports. 
• Financial reports for the funding analysis required as per the evaluation questions

• Interviews and meetings?with key stakeholders?(men and women)?such as?key government counterparts, donor community members, representatives of key civil society organizations,?United Nations country team (UNCT)?members and implementing partners:? 

• Semi-structured interviews, based on questions designed for different stakeholders based on evaluation questions around relevance, coherence, effectiveness, efficiency, and sustainability. 
• Key informant and focus group discussions with men and women, beneficiaries, and stakeholders. 

• All interviews with men and women should be undertaken in full confidence and anonymity. The final evaluation report should not assign specific comments to individuals. 

• Surveys and questionnaires including male and female participants in development programmes, UNCT members and/or surveys and questionnaires to other stakeholders at strategic and programmatic levels. 
• Field visits and on-site validation of key tangible outputs and interventions. 
• Other methods such as outcome mapping, observational visits, group discussions, etc. 

• Data review and analysis of monitoring and other data sources and methods. To ensure maximum validity, reliability of data (quality) and promote use, the evaluation team will ensure triangulation of the various data sources. 
• Gender and human rights lens.?All evaluation products need to address gender, disability, and human right issues.? 

The final methodological approach including interview schedule, field visits and data to be used in the evaluation should be clearly outlined in the inception report and fully discussed and agreed between UNDP, key stakeholders, and the evaluator. 

The section describes?the specific roles and responsibilities of?all involved in this evaluation:? 

? 

1. Evaluation?commissioner: The Resident?Representative who will approve the inception report and the final evaluation report.

1. Evaluation manager:?Lead the evaluation process and participate in?all of?its stages - evaluability assessment, preparation, implementation, management and use of the evaluation. Ensure quality assurance and manage the ERC portal? 

1. Evaluator:?? 

1. Fulfil the contractual arrangements under the TOR? 

1. Develop the evaluation inception report, including an evaluation matrix and a?gender?responsive?methodology, in line with the TOR, UNEG norms and standards and ethical guidelines?? 

1. Conduct data collection and field visits according to the TOR and inception report?? 

1. Produce draft reports adhering to UNDP evaluation templates, UNDP Evaluation guidelines including the required quality criteria and brief the evaluation manager, programme/ project managers and stakeholders on the progress and key findings and recommendations?? 

1. Consider gender equality and women’s empowerment and other cross-cutting issues, check if all and respective evaluation questions are answered, and relevant data, disaggregated by sex, is presented, analysed and interpreted. The evaluator needs to ensure that all the evaluation sections are gender responsive.  

? 

1. Finalize the evaluation report, incorporating comments and questions from the feedback/ audit trail. Record own feedback in the audit trail?including those of the members of the team, the?evaluation manager, the commissioning programme unit, and key stakeholders.?? 

1. Project manager:?? 

1. Provide inputs/ advice to the evaluation manager and evaluation reference group on the detail and scope of the TOR for the evaluation and how the findings will be used? 

1. Ensure and safeguard the independence of evaluations? 

1. Provide the evaluation manager with all required data (e.g.?relevant monitoring data) and documentation (reports, minutes, reviews, studies, etc.), contacts/ stakeholder list etc.? 

1. Ensure that data and documentation in general, but?in particular related?to gender equality and women’s empowerment and other cross-cutting issues, are made available to the evaluation manager? 

1. Provide comments and clarification on the TOR, inception report and draft evaluation reports? 

1. Respond to evaluation recommendations by providing management responses and key actions to all recommendations addressed to UNDP? 

1. Ensure dissemination of the evaluation report to all the stakeholders including the project board? 

1. Implement relevant key actions on evaluation recommendations? 

Institutional Arrangements:

The consultants will take responsibility, with assistance from the project team, for setting up meetings and conducting the evaluation, subject to advance approval of the methodology submitted in the inception report. The consultants will report directly to the designated evaluation manager and focal point and work closely with the project team. Project staff will not participate in the meetings between consultants and evaluands. The consultants will work home based and will be required to travel to Saudi Arabia for a field visit. limited administrative and logistical support will be provided. The consultant will use his own laptop and cell phone.

Competencias

1. Evaluation required competencies

The evaluation will be carried out by an international consultant. The consultant shall be responsible for carrying out and performing all the duties and responsibilities as defined in the implementation arrangements section and required by the evaluation.

• Required qualifications:  Advanced degree in architecture, development housing, urban and regional planning minimum 10 years’ experience in evaluations, preferably in the field of housing policy, urban and regional housing, sustainable housing models. Knowledge of Saudi, region or similar context, a plus.  

• Technical competencies: Team leadership skills and experience, technical knowledge in UNDP thematic areas, with specifics depending on the focus of the evaluation, data analysis and report writing etc. 
• Technical knowledge and experience: Gender and disability inclusion competencies are preferable as well as technical knowledge and experience in other cross-cutting areas such equality, disability issues, rights-based approach, and capacity development.   
• Language skills required: Fluent English, knowledge of Arabic is considered an asset. 

Evidence?to be?presented:? 

• resume? 
• work samples? 
• references? 

To?support claims of knowledge, skills and experience.?? 

? 

Explicit statement of evaluators’ independence from any organizations that have been involved in designing, executing,?or advising any aspect of the intervention that is the subject of the evaluation should be provided.3??? 

1. Evaluation criteria and key guiding questions

Referencing and adopting from Organization for Economic Cooperation and Development (OECD) Development Assistance Committee (DAC) evaluation criteria ((a) relevance/ coherence; (b) effectiveness; (c) efficiency; and (d) sustainability (and/or other criteria used), the evaluation will answer the following questions:

Guiding evaluation questions will be further refined in the inception report by the evaluation team and agreed with UNDP evaluation stakeholders

Habilidades y experiencia requeridas

Required qualifications:  Advanced degree in architecture, development housing, urban and regional planning minimum 10 years’ experience in evaluations, preferably in the field of housing policy, urban and regional housing, sustainable housing models. Knowledge of Saudi, region or similar context, a plus

1. Time frame for the evaluation process

The consultancy should be conducted and completed within 24 days over 3 months. The final timeframe should be agreed in the inception report.

This section lists and describes all tasks and deliverables for which?the?evaluator will be responsible and accountable, as well as those involving the commissioning office (e.g.,?workplan, agreements, briefings, draft report, final report).?? 

? 

• Desk review.? 
• Briefings of evaluator.? 
• Finalizing the evaluation design and methods and preparing the detailed inception report.? 
• In-country data collection and analysis (visits to the field, interviews, questionnaires).? 
• Preparing the draft report.? 

• Stakeholder meeting and review of the draft report (for quality assurance).? 
• Incorporating comments and finalizing the evaluation report.? 

? 

In addition, the evaluator may be expected to support UNDP efforts in knowledge?sharing and dissemination.?? 

Working day allocation and schedule for an evaluation

Excludes days estimated for UNDP’s review

Payment’s schedule:

?

1. Application submission process and criteria for selection

Recommended Presentation of Offer

For purposes of generating Offers whose contents are uniformly presented and to facilitate their comparative analysis, it is best to recommend the preferred contents and presentation of the Offer to be submitted, as well as the format/sequencing of their presentation. The following documents may be requested:

1. Duly accomplished Letter of Confirmation of Interest and Availability using the template provided by UNDP.
2. Personal CV or P11, indicating all past experience from similar projects, as well as the contact details (email and telephone number) of the Candidate and at least three (3) professional references.
3. Financial Proposal that indicates the all-inclusive total contract price, supported by a breakdown of costs, as per template provided. The terms “all-inclusive” implies that all costs (professional fees, travel costs, living allowances, communications, consumables, etc.) that could possibly be incurred are already factored into the final amounts submitted in the proposal. If an 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 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.
4. work samples and reference to demonstrate previous experience. 

EVALUATION

Individual consultants will be evaluated based on the following methodologies:

Step I: Screening and desk review:

Individual consultants will be evaluated based on the following methodology.

Technical Criteria (CV review and Desk Review / Interview) – maximum 70 points. Only candidates who obtained at least 70% of points from the CV desk review (who will score at least 49 points) will be considered for the next stage of evaluation, i.e. financial evaluation.

Applications will be first screened and only candidates meeting the following minimum criteria will progress to the pool for shortlisting:

• Educational qualifications
• Minimum of 5 years as experienced
• Work experience.

Financial evaluation - Total 30% (30 points)

The following formula will be used to evaluate the 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

Interested applicants are advised to carefully review this advertisement and ensure that they meet the requirements and qualifications described. 

1. TOR annexes

• Intervention results framework and theory of change.
• Key stakeholders and partners.
• Documents to be consulted. A list of important documents and web pages that the evaluators should read at the outset of the evaluation and before finalizing the evaluation design and the inception report. This should be limited to the critical information that the evaluation team needs. Data sources and documents may include:
  • MOMRAH strategy
  • Monitoring plans and indicators.
  • Partnership arrangements (e.g., agreements of cooperation with Governments or partners).
  • Project Document and Budget Revisions.
  • Minutes of all meetings.
• Evaluation matrix (suggested as a deliverable to be included in the inception report). The evaluation matrix is a tool that evaluators create as map and reference in planning and conducting an evaluation. It also serves as a useful tool for summarizing and visually presenting the evaluation design and methodology for discussions with stakeholders. It details evaluation questions that the evaluation will answer, data sources, data collection, analysis tools or methods appropriate for each data source, and the standard or measure by which each question will be evaluated.

Table 5. Sample evaluation matrix

• Schedule of tasks, milestones and deliverables. Based on the time frame specified in the TOR, the evaluators present the detailed schedule.
• Inception report
• Required format for the evaluation report. The final report must include, but not necessarily be limited to, the elements outlined in the quality criteria for evaluation reports as mentioned in section 6 of the evaluation guidelines.
• Dispute and wrongdoing resolution process and contact details (annex A)
• Pledge of ethical conduct  in evaluation. UNDP programme units should request each member of the evaluation team to read carefully, understand and sign the ‘Pledge of Ethical Conduct in Evaluation of the United Nations system’.5  

Annex A? 

UNDP Evaluation dispute resolution process? 

Dispute settlement? 

Should you or a member of the evaluation team feel unduly pressured to change the findings or?? 

conclusions of an evaluation you have been contracted to undertake you are freely able to raise your?? 

concerns with the management within UNDP.? 

Please send your concerns to the Deputy Director of the Region who will ensure a timely response.?? 

Please also include the Independent Evaluation Office, in your correspondence?? 

(evaluation.office@undp.org).? 

? 

Reporting wrongdoing? 

UNDP takes all reports of alleged wrongdoing seriously. In accordance with the?UNDP Legal? 

Framework for Addressing Non-Compliance with UN Standards of Conduct, the Office of Audit and?? 

Investigation is the principal channel to receive allegations*.? 

Anyone with information regarding fraud against UNDP programmes or involving UNDP staff is?? 

strongly encouraged to report this information through the Investigations Hotline (+1-844-595-? 

5206).? 

People reporting wrongdoing to the Investigations Hotline have the option to leave relevant contact?? 

information or to remain anonymous. However, allegations of workplace harassment and abuse of?? 

authority cannot be reported anonymously.? 

When reporting to the Investigations Hotline, people are encouraged to be as specific as possible,?? 

including the basic details of who, what, where, when and how any of these incidents occurred.?? 

Specific information will allow OAI to properly investigate the alleged wrongdoing.? 

? 

The investigations hotline, managed by an independent service provider on behalf of UNDP to?? 

protect confidentiality, can be directly accessed worldwide and free of charge in different ways:? 

? 

ONLINE REFERRAL FORM?(You will be redirected to an independent third-party site.)? 

? 

PHONE - REVERSED CHARGES?Click here for worldwide numbers?(interpreters available 24?? 

hours/day) Call +1-844-595-5206 in the USA? 

? 

EMAIL?directly to OAI at:?reportmisconduct@undp.org? 

REGULAR MAIL? 

Deputy Director (Investigations)? 

Office of Audit and Investigations? 

United Nations Development Programme? 

One UN Plaza, DC1, 4th Floor? 

New York, NY 10017 USA? 

? 

? 

* https://www.undp.org/accountability/audit/investigations? 

Interested individual consultants must submit the following documents/information to demonstrate their qualifications in one single PDF document:

• Technical Methodology/Proposal  
• Duly accomplished Confirmation of Interest and Submission of Financial Proposal Template using the template provided by UNDP (Annex II);
• Personal CV or P11, indicating all past experience from similar projects, as well as the contact details (email and telephone number) of the Candidate and at least three (3) professional references.

The interested offeror must read the Individual Consultant (IC) Procurement Notice, which can be viewed at https://procurement-notices.undp.org/view_notice.cfm?notice_id=85011 for more detailed information about terms of references, instructions to the offeror, and to download the documents to be submitted in the offer through online.

UNDP reserves the right to reject any incomplete applications.

Please be informed that we don’t accept applications submitted via email.

Interested Offerors are required to submit an application via UNDP Jobsite system as the application screening and evaluation will be done through UNDP Jobsite system. Please note that UNDP Jobsite system allows only one uploading of application documents, so please make sure that you merge all your documents into a single file. Your online application submission will be acknowledged where an email address has been provided. If you do not receive an email acknowledgement within 24 hours of submission, your application may not have been received. In such cases, please resubmit the application if necessary. Please combine all your documents into one (1) single PDF document as the system only allows to upload a maximum one document.

Any request for clarification/additional information on this procurement notice shall be communicated in writing to UNDP office or send to email mohammed.abbas@undp.org with a copy to nora.alzahid@undp.org  While the Procurement Unit would endeavour to provide information expeditiously, only requests receiving at least 3 working days prior to the submission deadline will be entertained. Any delay in providing such information will not be considered as a reason for extending the submission deadline. The UNDP's response (including an explanation of the query but without identifying the source of inquiry) will be posted in the Individual Consultant (IC) Procurement Notice page as provided above. Therefore, all prospective Offerors are advised to visit the page regularly to make obtain update related to this Individual Consultant (IC) Procurement Notice

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.

Annexes:

Annex-1 – Template Confirmation of Interest and Submission of Financial Proposal.

Annex-2 – Individual Consultant General Terms and Conditions.

Annex 3 : TOR

Forms are available on the following link 

https://www.dropbox.com/sh/zwnm3ns28iavyeh/AAA7bhxAjH5lxAWmiNnJBjksa?dl=0