Consultancy – CGF IC for Local Governance and Innovation, CB/UNDP

Background of the organisation 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 research on “Informal Governance, Basic Service Delivery in crisis affected countries”

Background

In an era of squeezed public finances, complex social challenges, widespread digital technology, and changing expectations of public services, governments are increasingly exploring innovative approaches that can generate effective solutions to development challenges that are unmet by business-as-usual approaches. The range of specific interventions is endless – from use of non-traditional data sources for planning and human-centred service design to digital or partnership-led public service delivery – but it is the adoption of innovation principles and novel approaches by government that promises more efficient, adaptive, responsive and engaged governance towards improved outcomes for society. The COVID-19 global pandemic has shown that this approach is now a vital part of crisis response and recovery: digital government, solutions crowdsourcing, and support to community-led social innovation have been among leading features of government responses to the pandemic.

In fragile and conflict-affected settings, however, the COVID-19 pandemic merely exacerbates existing pressures on governance systems spurred by poverty, unemployment or high levels of informality, rapid urbanisation, stressed resources, and social instability. In these contexts, local and regional governments (LRGs) remain the primary interface for the majority of people to access basic services and have a say in the decisions that affect their lives. As such, local governance systems are vital for the resilience and recovery of societies in fragile settings and the need for responsive, effective, and inclusive public service delivery by LRGs is paramount. Despite this, LRGs regularly operate with limited fiscal, human and technical resources and this is set to worsen: indeed, local government revenue – where it is available – is estimated to fall 15-25% in 2021 as a result of COVID-19. These myriad social challenges and operational restrictions establish an urgent need for local government in fragile settings to find alternative and effective development solutions to improve outcomes for the populations they serve.

There are already many examples of local authorities testing innovative approaches in fragility: digital urban modelling tools to manage urbanisation in Gaza City; data crowdsourcing for crisis mapping in east Sudan; community innovation labs and grants in Swat and Swabi districts of Pakistan.  However, across the board, there is notably little systematic exploration of innovation by LRGs in fragile settings or their role in supporting locally grown development solutions. In those studies that do focus on subnational government innovation, there are questions raised about local government capacities compared to that of central governments. For example, in a recent UN survey of levels of e-government in 100 cities, municipal authorities were found to have significantly fewer digital transactional services available than national governments. Deeper and more systematic exploration and analysis are now needed to understand the opportunities and challenges of innovation for development by LRGs in fragile settings, and to identify how best to support them to succeed.

Purpose and modality

Ahead of its next Strategic Plan (2022-25), UNDP is undertaking consultations and evidence-gathering to ensure that its work towards responsive and accountable institutions remains alert to the challenges facing developing countries today. To support this, and in the context above, CPPRI wishes to identify how to effectively support LRGs in fragile settings to innovate when there is potential to improve conditions for the populations under their purview. To this end, this research project seeks to establish an evidence base on LRG capacities in fragile settings to use

innovative approaches to local governance and service delivery. In turn, the project will develop recommendations on how UNDP country offices can support local government partners in these areas.

Project focus

Through analysis of available data, key informant interviews and consultations, the project will explore three categories of innovation through which LRGs in fragile settings can drive improved results for society:

1. Public sector innovation: Novel approaches, processes and ways of working can improve the efficiency and effectiveness of LRGs and improve their ability to respond to fragility and provide services for populations under their purview. The study will therefore explore the use of innovative structures and processes within LRGs, including digital tools, non-traditional data sourcing or procurement, human-centred and collaborative policymaking, and agile project management. The study will therefore explore:

– How have LRGs in fragile settings integrated innovation principles and new systems and practices into their planning and operations?

– Where have these changes resulted in improved local governance and outcomes?

2. Service innovation: Given that service delivery remains an essential role for LRGs towards development outcomes in fragile settings, the study will investigate the use of novel processes, tools and practices by LRGs to improve design and delivery of basic services in these contexts. This may include service co-design with local populations, experimental or behavioural-science informed approaches to service delivery, and cross-sector collaboration and partnerships for service delivery. The study will therefore ask:

i. How have LRGs in fragile settings applied novel processes, tools and practices to design and deliver improved services?

ii. Where have these changes resulted in improved services for the local population?

1. LRGs in the local innovation ecosystem: LRGs have a role to play to facilitate and support local product, technological and social innovations to find solutions to local challenges.  Further, in fragile and conflict-affected environments where development agencies and INGOs may propose innovation for local development, LRGs are an important part of discussions to sustain and scale project-based innovations. The study will therefore explore:

– What roles do LRGs in fragile settings have in local innovation ecosystems?

– How do LRGs work with and/or support other local actors to develop innovative solutions to local development challenges?

– How do LRGs in fragile settings engage with national and international actors to enable innovation at the local level?

Finally, towards recommendations on how UNDP country offices can support local government partners in these three areas, the study will explore:

1. What support (local, national, and international) do LRGs need to build capacities in the three areas and what role can UNDP play?

The Consultant will be wholly responsible for the following outputs:

1. Scoping study: To answer the questions above, the Consultant will carry out a scoping exercise to produce a 15-20 page background paper that provides observations on opportunities and challenges for LRGs, and makes preliminary recommendations on the type of support that local government actors may require.

NB: Alongside the scoping study, short thematic papers will be commissioned by expert organisations on LRG experiences with different innovative approaches (data innovation, behavioural insights for service delivery, frugal innovation, digital government, civic and financial technology, etc). These thematic findings should be integrated into the final background study and case study repository by the Consultant. 

1. Case study repository: An index of short case studies will be compiled by the Consultant to support a lasting evidence base on the issue. The repository should allow for searches by UNDP staff to find useful examples of local-government-led innovation by country, innovation type, development impact and other agreed factors. 

    

2. Validation exercise:  through virtual workshops and meeting with experts, local government representatives, local government association representatives and UNDP regional and country office staff, the Consultant will conduct a validation exercise of the findings and proposed recommendations of the scoping exercise. The exercise is an opportunity for LRGs and partners to identify additional areas of support that UNDP can offer and should be structured to solicit this information. Meetings with UNDP staff should investigate programmatic opportunities and challenges for meaningful support.

    

3. Programmatic Recommendations:  Based on the validation exercise, final programmatic recommendations for UNDP Country Offices will be produced on areas of potential support for LRG innovation in fragile settings. The recommendations should refer to UNDP’s NextGen offer on Local Governance and take into consideration UNDP’s programmatic opportunities in fragile settings in the short-, medium- and long-term.

    

Timeline and Deliverables

The following timeline is proposed for activities and deliverables. All project activities must be completed by June 30, 2021.

Payments will be attached to the finalization, and approval by UNDP, of project deliverables. Payments will be weighted as follows: (a) Payment 1 = 10%; (b) Payment 2 = 40%; (c) Payment 3 = 30%; and (d) Payment 4 = 20%

A) Corporate Competencies

Demonstrates integrity by modelling the UN’s values and ethical standards and acts in accordance with the Standards of Conduct for international civil servants;

Advocates and promotes the vision, mission, and strategic goals of UNDP;

Displays cultural, gender, religion, race, nationality and age sensitivity and adaptability;

Treats all people fairly without favouritism.

B) Functional Competencies

Knowledge about the UNDP programmes would be an advantage;

Proven strong analytical abilities;

Ability to work under pressure with several tasks and various deadlines;

Ability to actively generate creative, practical approaches and solutions to overcome challenging situations;

Excellent writing, presentation/public speaking skills;

Strong IT Literacy

Academic qualifications:

• A Master’s degree, preferably in international development, conflict studies, public administration, development economics, development, technology & innovation, or another relevant field.

Extensive compensating experience in public sector governance reform/public administration reform/restoration of core government functions will be considered in lieu.

Experience:

• A minimum of 10 years of relevant policy, research and programming experience in international development, public sector governance, or peacebuilding, with at least five years’ experience working on complex core governance functions and local governance issues in fragile and crisis-affected contexts;

• Demonstrated detailed knowledge of innovation for development and/or public sector innovation agendas;

• Demonstrated knowledge of concepts and principles around core government functions, local governance systems and institutions, decentralizations policies and laws, basic service delivery and recovery planning; and crisis governance

• Experience of carrying out primary and secondary research, including for international organisations, research institutions or think tanks

• Excellent communication and organizational skills and ability to work effectively in teams, delivering through and with others;

• Demonstrated experience facilitating workshops and consultations;

• Self-management, including conflict management/negotiating skills

Language:

• Fluency in written and spoken English is required;

• Working knowledge of another UN language would be an asset

Application Procedure

The application package containing the following (to be uploaded as one file):

• A cover letter with a brief description of why the Offer considers her/himself the most suitable for the assignment;

• Personal CV or P11, indicating all past experience from similar projects and specifying the relevant assignment period (from/to), as well as the email and telephone contacts of at least three (3) professional references;

• A two-page methodology on how the Offeror will conduct the work including a Work Plan and approach in delivering the required outputs within the assignment period; and

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 shall specify a total lump sum amount, and payment terms around the specific and measurable deliverables of the TOR. Payments are based upon output, i.e. upon delivery of the services specified in the TOR, and deliverables accepted and certified by the technical manager.

• The financial proposal must be all-inclusive and take into account various expenses that will be incurred during the contract, including: the daily professional fee; (excluding mission travel); living allowances at the duty station; communications, utilities and consumables; life, health and any other insurance; risks and inconveniences related to work under hardship and hazardous conditions (e.g., personal security needs, etc.), when applicable; and any other relevant expenses related to the performance of services under the contract.

• This consultancy is a home-based assignment, therefore, there is no envisaged travel cost to join duty station/repatriation travel.

• In the case of unforeseeable travel requested by UNDP, payment of travel costs including tickets, lodging and terminal expenses should be agreed upon, between UNDP and Individual Consultant, prior to travel and will be reimbursed. 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.

• If the 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 a 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.

The Financial Proposal is to be emailed as per the instruction in the separate email that will be sent to shortlisted candidates.

Evaluation process

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:

• Being 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 where technical criteria weighs 70% and Financial criteria/ Proposal weighs 30%.

Technical evaluation – Total 70% (70 points):

• Criteria 1. 10+ years of relevant policy, research and programming experience in international development, public sector governance, or peacebuilding, with at least five years’ experience working on complex core governance functions and local governance issues in fragile and crisis-affected contexts; Maximum Points: 20;

• Criteria 2. Demonstrated detailed knowledge of innovation for development and/or public sector innovation agendas; Maximum Points: 20;

• Criteria 3. Demonstrated experience of carrying out primary and/or secondary research for international organisations, research institutions or think tanks and including consultations; Maximum Points: 15; and

• Criteria 4. Interview: Maximum Points: 15.

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

Contract Award

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.

Institutional arrangement

The consultant will work under the guidance and direct supervision of the Core Government Functions and Local Governance Team Leader in New York 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.

Payment modality

• Payments are based upon output, i.e. upon delivery of the services specified above and deliverables accepted and upon certification of satisfactory completion by the manager.

• The work week will be based on 35 hours, i.e. on a 7-hour working day, with core hours being between 9h00 and 18h00 daily.

Annexes (click on the hyperlink to access the documents):

Annex 1 – UNDP P-11 Form for ICs

Annex 2 – IC Contract Template

Annex 3 – IC General Terms and Conditions

Annex 4 – RLA Template

Any request for clarification must be sent by email to [email protected] 

The UNDP Central Procurement Unit will respond by email and will send written copies of the response, including an explanation of the query without identifying the source of inquiry, to all applicants.