Antecedentes

1) BACKGROUND

In response to the steady commitment of the government to reach all its citizens with quality public services, the Ministry of State Administration, in line with its policies for decentralization of public administration, requested the initiation of the project “Supporting Decentralisation of Public Administration through Effective Delivery of Public Services at Municipal Level” with the aim of building capacities of the civil servants within municipalities to effectively deliver public services that are accessible to all. Apart from the increasing role that municipalities will have in the short- and long-term run in delivering public services, the initiated decentralization process supports a democracy from below in which all inhabitants and other local actors actively participate in the decision-making process, reflecting their needs and future aspirations.

In 2010, the National Strategic Development Plan 2011-2030 established four main objectives to be achieved through administrative decentralization policies: the development of the private sector in rural areas; the creation of new opportunities for democratic participation; the promotion of strong institutions; and the establishment of more effective, efficient and equitable provision of public services. To achieve these objectives and to contribute to the decentralization of the public administration, it is required the introduction of a new level of municipal governance. This indeed requires development of capacities within local administrations through the introduction of management systems, processes and procedures of local governance and through the design and execution of capacity building actions mainly in public financial management, planning, and monitoring and evaluation of public programs.

Ever since, the government went through a series of reforms that by means of the present legal frameworks has underpinned the gradual transition of the power to the Municipal Administrations and Municipal Authorities. Because of the complexity of the process, the transition is organized in three stages, starting first with ‘administrative pre-deconcentration’ – outlined under 2014 Decree Law No. 04/14 – which entails the start of the institutional reform, the creation and approval of the necessary framework and the preparation of the local development plans. While the second stage, requires future actions towards administrative decentralization, under which the national government would start to apply the approved legislation and a staged delegation of competences to Municipal Administrations and Municipal Authorities to deliver public services, the third stage entails full decentralization, whereby it would be possible to transfer the power, responsibility and duty to the local government structures which would be holding local elections by that time.

In 2016, progress was seen in deconcentrating government administration, with the establishment of four Municipal Authorities (Baucau, Bobonaro, Ermera, and Dili) and eight Municipal Administrations (Aileu, Ainaro, Cova Lima, Lautem, Liquica, Manatuto, Manufahi, and Viqueque) in the country. This was further buttressed by the adoption of a new Suco Law in 2016, which stipulated new roles and responsibilities to Suco councils. In July 2017, the package of three laws concerning the establishment of local government was passed in the National Parliament after several years of delay.

After several years pending in the National Parliament, recent developments of legal frameworks are encouraging local elections, this being recognized by the Law on Local Government and the Law on Municipal Elections, approved in 2017. Together with the Law on Territorial and Administrative Division, approved in 2009 and amended in 2017, the legal framework governing the decentralization process will soon be in full effect under the 8th Government.

Through UNDP ART (Articulation of Territorial Networks) Initiative, this project will establish a multilevel and multi-actor governance platform/framework for the delivery of public services, spearheaded by the municipalities and local communities. The initiation of such a platform, utilizing UNDP’s worldwide tools and methodologies to promote territorial development and decentralization, becomes key for the local development agenda and eradication of poverty.

Deberes y responsabilidades

2) OBJECTIVES OF THE ASSIGNMENT AND SCOPE OF WORK

The International Coordinator for Local Development will work under the UNDP Governance Unit and will focus on the following area:

1. Technical and coordinative support in the implementation of project “Supporting Decentralisation of Public Administration through Effective Delivery of Public Services at Municipal Level”;
2. Capacity building and support of the civil servants and other local actors in the area of decentralization and governance

The overall objective of the assignment of the International Coordinator for Local Development is to supervise the municipal and community facilitators in each municipality as well as to provide coordinative support to enable the team to deliver quality outputs, as described in the PRODOC in the following areas:  

a) Identification of priority areas in each pilot Municipality through ART methodology;

b) Design and implementation of at least one investment project in each municipality

The main responsibilities of the International Coordinator for Local Development are as follows: 

1. Develop a detailed municipal assessment/analysis, as well as a database of data for the two selected municipalities based on the agreed indicators and available data;
2. Analyze key sectors that requires attention and prioritize actions/activities in support of municipal facilitators;
3. Conduct together with the working group the prioritization of the needs and solutions;
4. Update for each selected municipality the municipal development plan/strategy, determining the vision and the key sectors to be prioritized;
5. Support the working group in each municipality to define and design the investment projects;
6. Prepare and deliver several meetings with all the stakeholders involved in the Working Group for the implementation of the project in the two selected municipalities;
7. Coordinate, mentor and supervise the municipal and community facilitators to deliver quality outputs;
8. Monitor the implementation of the project (all outputs and deliverables as per detailed in the project document) in support of the municipal and community facilitators;
9. Develop and implement tools, templates and training materials in support of the municipal facilitators be used during the workshops/meetings with each municipal working group;
10. Assist in the preparation of the quarterly and annual monitoring reports;
11. Develop and design presentations, brochures, newsletters, factsheets, and banners throughout the different steps of the implementation of the project;
12. Write newsletters for UNDP to update all the partners about the steps towards the implementation of the project;
13. Write and publish articles and press releases to inform about each step of the project implementation

3) EXPECTED OUTPUTS AND DELIVERABLES

Because of personal achievement, the International Coordinator for Local Development should present the individual outputs or group result and be ready to organize team work and involve key professional staff in preparation process. The expected outputs and deliverables of the International Coordinator for Local Development are linked to the project work plan of the Decentralization Project as per defined in the project document (ProDoc):  

1. Identification of priority areas:

Output 1. One progress report of the following products (10th of November 2018):

1. Development of a stakeholder mapping in each municipality
2. Development of the workplan, tools, and methodologies for the identification of the investment/pilot projects to be implemented in each municipality
3. Draft report on the development and validation of the municipal assessment and database
4. Draft report on the review of the national and local legislative and policy frameworks
5. Draft report on the targets and sectors to be prioritized in each municipality as agreed among each municipal working group
6. Development of the workplan, tools and methodologies for the workshops to be held with each municipal working group
7. Progress report on the technical assistance and coordination actions offered to the municipal and community facilitators and/or civil servants in the government                                                         

Output 2.  One progress report of the following products (10th of December 2018):

1. Update the Municipal Strategic Plan
2. Documentation of the results and outcomes as discussed during the consultative meetings
3. Progress report on the technical assistance and coordination actions offered to the municipal and community facilitators and/or civil servants in the government
4. Progress report on the identification of problems and prioritization of the investment projects and plans, including the activities and workplan needed for their implementation
5. Documentation of the results and outcomes of the working group’s meetings for the identification of the problems and prioritization of investment projects to be implemented in each municipality

Output 3. One progress report of the following products (10th of January 2019):

1. Finalize the Municipal Strategic Plan
2. Documentation of the public presentations/meetings held from the initiation of the project until the end of 2018
3. Progress report on the articles/press released published from the initiation of the project until the end of 2018
4. Progress monitoring report on the implementation of the project’s activities
5. Progress report on the technical assistance and coordination actions offered to the municipal and community facilitators and/or civil servants in the government
6. Development of brochures, presentations, newsletters, banners, and/or factsheets produced from the initiation of the project until the end of 2018
7. Progress report on the identification of problems and prioritization of the investment projects and plans, including the activities and workplan needed for their implementation
8. Documentation of the results and outcomes of the working group’s meetings for the identification of the problems and prioritization of investment projects to be implemented in each municipality

1. Design and implementation of investment projects:

Output 4. One progress report of the following products (10th of February 2019):

1. Progress report on the design process of the investment projects and plans, including the activities and workplan needed for their implementation
2. Documentation of the results and outcomes of the working group’s meetings for the design of pilot projects to be implemented in each municipality
3. Progress report on the technical assistance and coordination actions offered to the municipal and community facilitators and/or civil servants in the government
4. Development of quarterly and annual monitoring reports

Output 5. One progress report of the following products (10th of March 2019):

1. Progress report on the design process of the investment projects and plans, including the activities and workplan needed for their implementation
2. Documentation of the results and outcomes of the working group’s meetings for the design of pilot projects to be implemented in each municipality
3. Progress report on the technical assistance and coordination actions offered to the municipal and community facilitators and/or civil servants in the government

Output 6. Final products (10th of April 2019):

1. Municipal assessment report and presentation for each municipality
2. Municipal database in Excel format for each municipality
3. Municipal Strategic Plan for each municipality
4. Progress report on the identified investment projects
5. Progress report on the design process of the investment projects and plans, including the activities and workplan needed for their implementation
6. Updated workplan of project’s activities
7. Press releases and/or articles published
8. Presentations, brochures, banners, and/or factsheets produced
9. Report on the methodologies and tools used for the implementation of the project
10. Documentation report on the results and outcomes of each consultative meeting with each municipal working group and other local stakeholders

Competencias

4) INSTITUTIONAL ARRANGEMENTS

The Consultant will be based at the UNDP Timor-Leste Governance Unit and Ministry of State Administration (MSA).

The Consultant will report directly to the Project Manager of the Decentralization Project.

The Consultant will submit a progress report as per defined in this ToR. The progress report should include achieved results by the end of each month up to the end of the Contract. Two weeks before the end of the Contract the Consultant will present a final report with main results during the assignment.

5) DURATION OF ASSIGNMENT, DUTY STATION AND EXPECTED PLACES OF TRAVEL

Duration: 6 months (10 October 2018 – 10 April 2019).

Duty Station: Dili, Timor-Leste.

6)  SCOPE OF PRICE PROPOSAL AND SCHEDULE OF PAYMENTS

Lump Sum Contract

The payment method is Lump Sum amount based on the monthly report at the end of each month up to the end of the Contract. Travel cost to arrive and depart to the Duty station is included in the Contract price.  Travel arrangements will be coordinated according to the work plan and the project schedule.

Habilidades y experiencia requeridas

7) QUALIFICATIONS OF THE SUCCESSFUL INDIVIDUAL CONTRACTOR

Essential:

The candidate should match the following criteria:

• Degree in Development, Social Science or related areas (compulsory);
• Education and/or complementary trainings in Capacity Development, International Cooperation, Development or related areas;
• A minimum of 3 years of working experience in decentralization, governance, research or other related areas;
• At least 1,5 years of working experience in development with international cooperation organizations;
• At least one previous experience in coordination and capacity development;
• At least one year of working experience in local development, articulation, municipal or urban development;
• At least one previous experience in building and strengthening partnerships with key stakeholders, including government, civil society, local community, private sector and development partners;
• Substantive working experience in developing countries;
• Strong interpersonal, oral and written communication skills in English.

Desirable:

• Ability to work effectively with MS Office and design programmes (Adobe Photoshop, Illustrator, In-Design);
• Previous working experience in any UN agencies is an advantage;
• One previous working experience in Timor-Leste is an advantage;
• Training in Capacity Development is an advantage;
• Working knowledge of Portuguese or Tetum is an advantage.

8) CRITERIA FOR SELECTION OF THE BEST OFFER

Combined Scoring Method

The candidates will be evaluated based on a Combined Scoring Method, where the qualifications and methodology will be weighted a max. of 70% and combined with the price offer which will be weighted a max of 30%. Note: Only candidates obtaining minimum 49 points or 70% of the technical criteria will be considered for financial evaluation.

9) RECOMMENDED PRESENTATION OF OFFER

The candidate will submit the following documents to demonstrate their qualification:

1. Duly accomplished Letter of Confirmation of Interest and availability;
2. Personal CV or P11 form, indicating all past experience from similar projects as well as contact details including e-mail and phone number of the candidate and at least three professional references;
3. Brief description of the best suitability of the candidate for this assignment;
4. Final proposal that indicates the all-inclusive fixed total contract price.  

10) APPROVAL

This TOR is approved by: