Antecedentes

Chronic political and institutional instability has marked Guinea-Bissau in the last decades. The social situation remains precarious, with one of the lowest scores on the human development index in Africa (177th out of 187 in 2014, with a human development indicator of 0.396). Overall, Governance has been deteriorating since 2011, as measured by the Mo Ibrahim Index of African Governance, with an overall decline by -3.2 points. However, between 2014 and 2015 the country improved, scoring respectively 33.2 and 35.7 points out of 100. The rating of the country in World Bank Transparency Index has been also deteriorating since 2011 (2.5 to 2.0) and is one of the lowest rates, but the rate remained unchanged in the last 2 years. The Mo Ibrahim index reports that Guinea-Bissau has shown poor performance in areas like rule of law, personal safety, participating and human rights, welfare and sustainable economic opportunities.

Political instability has impeded the country to create conditions to implement public policies to foster development and improve the livelihoods of its population. Consequently, the State has not been able to provide the basic services such as health, education, basic sanitation and security throughout the national territory, particularly in the remote regions of the capital, where the presence of public administration is extremely weak. 

The weaknesses of public administration in Guinea-Bissau are widespread and range from lack of financial resources, limited capacity of human resources, inexistent or lack of implementation of organizational and management norms and systems, etc.

The persistent political instability has led to institutional instability and great volatility of public service agents, at all levels, given that whenever there is change in government, it is followed by a complete reshuffle of ministries personnel due to prevailing nepotism associated with political affiliation. With regard to the gender balance within the public agents, women are not part of the decision-making bodies, despite the high number of women in the State apparatus.

In recognition that a functional and efficient public administration is an important element for peace and stability has included reform and modernization of public administration as a key component of its Strategic and Operational Plan 2015-2020, known as “Terra Ranka”.

UNDP has been supporting the government in its efforts to reform the public administration and this has been done through the project of “Reform, Modernization and Decentralization of Public Administration” (REMODEC) that includes three components:

• Reform of public service;
• Modernization of service;
• Decentralization of service.

Over the years of its implementation, the project has supported the revision and improvement of the legal framework, public servants census and creation of data base, training, elaboration of an Action Plan for public sector reform and modernization, improvement of human resources management system, modernization of working tools and decentralization of services. However, many challenges remain in the implementation of the project, such as: the steering committee created by law to be chaired by the Prime Minister, has never worked. Also the Technical Committee as well as the Public Administration Conference, have never functioned. A Unit (UCIRA) was created for monitoring and evaluation of the project but has not yet begun to function.

Deberes y responsabilidades

The project has been active for more than 9 years and has invested significant amount of resources. The context in which the project was designed has changed, both at country level, but also at corporate level. At country level, the project passed through a coup d’état that affected the gains obtained so far and recently a new strategic plan was designed in replacement of the Poverty Reduction Strategy that was the project reference. At corporate level, UNDP, a new UNDAF 2016-2020 (United Nations Development Framework), as well as a new UNDP CPD 2016-2020 (Country Programme Document) that provides the references for UNDP interventions in the country.

In that regard, objective of the evaluation is assess the results achieved by the project since its launch, as well as its relevance, efficiency, sustainability and impact. The evaluation will also identify the main challenges and constraints faced by the project, as well as on how they were addressed, and inform on the lessons that can be drawn from the project implementation. Furthermore, the evaluation will provide recommendations for UNDP future interventions in support to the reform and modernization of public service, taking into account the new programing framework, namely the CPD 2016-2020.

In order to attain this objective, the evaluation will cover the 3 project outputs and will take into consideration the feedback from all beneficiary institutions, selected beneficiaries public service reform, modernization, and decentralization, development partners working in the sector (including UN agencies, fund and programs), as well as Civil Society Organizations.  In addition, the evaluation will also seek information form the core personnel involved in the project implementation activities and UNDP senior management. The evaluation will be conducted at both central and local level, particularly in the regions covered by the project, namely Cacheu, Gabu, Oio, Buba and Bolama Bijagos.

The evaluation is expected to assess to what extent the project applied the human rights based approach and addressed gender issues in its design and implementation. The evaluation will also assess the project approach to capacity development, knowledge management, south-south and triangular cooperation, and the results achieved in that regard.

Therefore, the evaluation should be able to:

• Provide guidance on the current status of the programme intervention in order to inform future decisions regarding the strategic direction of possible future programme and a possible future programme; Assess whether the current focus areas that the programme is engaged in are the most relevant for justice sector reform in Guinea-Bissau;
• Assess whether the UNDP programme is well positioned to effectively and efficiently support the vision and priorities of Guinea-Bissau in the reform, modernization and decentralization of public service;
• Evaluate the extent to which the biometric census of civil servants contributed to the improvement of human resources management;
• Evaluate the extent to which the installed data center contributes to the improvement of human resources management;
• Assess the extent to which the programme has addressed the issues of gender inclusion, women’s equality and empowerment, and the extent to which gender perspectives have been mainstreamed into the design and implementation of the programme;
• Assess the degree to which UNDP has contributed to strengthening the application of these principals in the public service sector in Guinea-Bissau;
• Provide clear recommendations for the next UNDP Country Programme in the public service reform area;
• Identify risk factors may hinder progress and propose risk mitigation/management strategies to ensure success and effective implementation.

Competencias

Competencies:

Functional:

• Strong analytical, negotiation and communication skills, including ability to produce high quality practical advisory reports and knowledge products;
• Professional and/or academic experience in one or more of the areas of the Development or knowledge management field.

Project and Resource Management:

• Ability to produce high quality outputs in a timely manner while understanding and anticipating the evolving client needs;
• Ability to focus on impact and results for the client, promoting and demonstrating an ethic of client service;
• Ability to work independently, produce high quality outputs;

Communications and Advocacy:

• Strong ability to write clearly and convincingly, adapting style and content to different audiences and speak clearly and convincingly;
• Strong presentation skills in meetings with the ability to adapt for different audiences;
• Strong analytical, research and writing skills with demonstrated ability to think strategically;
• Strong capacity to communicate clearly and quickly;
• Strong inter-personal, negotiation and liaison skills.

       Language Requirements

• Proficient spoken and written French or English;
• Proficiency in Portuguese, at least spoken, constitutes a strong advantage;

Habilidades y experiencia requeridas

Academic Qualifications:

• Master’s degree in law, political science, development studies or a bachelor’s degree ;
• Certification in evaluation is desirable;

Years of experience:

• Proven 10 years’ experience in  managing or/and evaluating development programs/projects, especially with UNDP;
• Knowledge and demonstrable experience in the field of reform of public service; including with UNDP is an asset;
• Technical knowledge and experience in UNDP thematic areas, specifically in public service reform, and cross-cutting issues such as gender, capacity development; and rights-based approaches to programming is an asset;
• Proven knowledge of Guinea-Bissau general country context and public service sector is strongly desirable;
• Excellent writing, research, analysis and presentation skills;
• Experience in the use of computers and office software packages as well as web based management systems.

Language Requirements:

• Proficient spoken and written French or English;
• Proficiency in Portuguese, at least spoken, constitutes a strong advantage.

Required documents:

Interested individual consultants must submit the following documents/information to demonstrate their qualifications:

Proposal:

• Explaining why they are the most suitable for the work;
• Provide a brief methodology on how they will approach and conduct the work;
• Personal CV including past experience in similar projects and at least 3 references;
• Financial proposal.

Financial proposal:

• Lump sum contracts

The financial proposal shall specify a total lump sum amount, and payment terms around specific and measurable (qualitative and quantitative) deliverables (i.e. whether payments fall in installments or upon completion of the entire contract). Payments are based upon output, i.e. upon delivery of the services specified in the TOR.  In order to assist the requesting unit in the comparison of financial proposals, the financial proposal will include a breakdown of this lump sum amount (including travel, per diems, and number of anticipated working days).

Travel;

All envisaged travel costs must be included in the financial proposal. This includes all travel to join duty station/repatriation travel.  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.

In the case of unforeseeable travel, payment of travel costs including tickets, lodging and terminal expenses should be agreed upon, between the respective business unit and Individual Consultant, prior to travel and will be reimbursed Individual consultants will be evaluated based on the following methodologies:

Cumulative analysis

When using this weighted scoring method, the award of the contract should be made to the individual consultant whose offer has been evaluated and determined as:

• 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.

Technical Criteria weight; [70%]

Financial Criteria weight; [30%]

Only candidates obtaining a minimum of 70 point would be considered for the Financial Evaluation

Evaluation criteria:

• Criteria A: Education background-10 pts;
• Criteria B: Experience as defined in the ToRs - 15 pts;
• Criteria C: Competences as defined in the ToRs - 10 pts;
• Criteria D: Understating of the ToRs - 15 pts;
• Criteria E: Methodology and overall approach - 30 pts;
• Criteria F: Overall quality of the proposal (Comprehensiveness, structure, language and clarity) - 20 pts.