Monday, October 24, 2011

Forcier Consulting Software Developer

Forcier Consulting is a research firm based in South Sudan conducting research and capacity building for various UN agencies and NGOs working in South Sudan.

We conduct baseline & needs assessments, impact evaluations, mid-term project evaluations, and recommendations for program development, and capacity building and other short-term research projects.

As the demand for high – quality research in South Sudan increases, Forcier Consulting aims to increase its capacity through creating two custom software programs to enhance the quality of data collection and management.

Job Description

The Software Developer will report to the Managing Director and work on the development of three specific software programmes; one which will operate on Windows OS and two which will operate on Android OS.

The position does not require any travel outside the home location and it is expected that all communication will take place over the internet.

The ideal candidate will have the following qualifications:

  • B.A. in Computer Programming or related field.
  • Experience designing software for Windows and Android operating systems.
  • Knowledge of STATA or SPSS will be a significant advantage.

To be considered for this position, please send a letter of interest, CV, and daily rate requirements no later than 31 October to

Applications will be reviewed and hiring decisions made on a rolling basis.

Only short-listed candidates will be contacted.

Consultant: Call for Applications - Roster of Russian language editors

The UNDP Bratislava Regional Centre periodically needs the services of editors to edit texts in Russian. The texts are typically translations from English and regard the following topics: democratic governance, poverty reduction, environment and energy, crisis prevention and recovery, gender, HIV/AIDS, capacity development. The Regional Centre currently aims to build a roster of Russian language editors from which it can draw to fulfill a variety of short-term, freelance assignments during the year. Assignments will be carried out remotely; work will be submitted through the internet.

Duties and Responsibilities

Selected editors shall report to the UNDP/RBEC task manager. Depending on the nature of the task, the scope of work could include the following:

  • Editing manuscripts to ensure clarity, consistency and readability for the intended audience;
  • Under the guidance of UNDP specialists, assembling all chapters/sections, suggesting re-writing as necessary, editing boxes of interest, tables and charts bringing the manuscript to full completion including editing all necessary components (table of contents, foreword, preface, introduction, bibliography, tables, annexes, boxes, etc. depending on the product);
  • Pointing out factual inconsistencies, inconsistencies in arguments, political nuances, faulty logic, and awkward or unclear passages and suggest solutions;
  • Ensuring all references are in order, requesting source information for tables and figures when such information is missing;
  • If required, editing communications pieces associated with the primary texts or associated with other related knowledge products (e.g. policy briefs) in close cooperation with UNDP specialists;
  • As appropriate, working closely with the consultant graphic designer to develop ideas for graphics and charts that creatively convey key messages/data in the manuscript;
  • Proof-reading the final texts as laid out by the designer to ensure both text and associated graphics are error free and ready for printing.


  • Excellent analytical and editing/writing skills in Russian;
  • Strong knowledge of English;
  • Excellent organizational skills;
  • Ability to be flexible and respond to changes to the text as part of the review and feedback process;
  • Strong interpersonal skills and the ability to communicate and work well in a multicultural environment;
  • Demonstrated ability to meet deadlines, multitask and work under pressure.

Required Skills and Experience

  • Minimum 5-7 years experience as an editor producing/editing corporate publications and products;
  • Substantive understanding of and/or background in one or more of the following areas of specialization: poverty reduction, democratic governance, environment and energy, capacity development, HIV and AIDS and gender equality and women’s empowerment;
  • Copy-editing experience and excellent attention to detail;
  • Knowledge of UN and UNDP terms, language and style is an advantage.

Evaluation of Applicants:

Applicants will be evaluated based upon experience, education, areas of expertise, and hourly fee. A written test will be administered to short-listed candidates.

UNDP applies the ‘Best Value for Money’ Approach - final selection will be based on applicants’ qualifications, written test and financial proposal.

Contracting Arrangements:

Successful candidates will be placed on the Roster of Editors for a period of 3 years. Placement on the roster does not guarantee a contract. This will depend on UNDP’s future needs.

When a request for services is made, UNDP will contract the consultant directly based on need. A Terms of Reference (ToR) outlining each assignment will be provided, and an Individual Contract (IC) will be issued detailing the time frame. Conditions of a particular assignment may be negotiable.


Payments will be made upon UNDP confirmation of satisfactory performance.

Application procedures:

Qualified candidates are requested to apply online via this website. The application should contain:

  • Cover letter (in English) stating qualifications, areas of expertise (for example, ‘environment and energy’). Please paste the letter into the "Resume and Motivation" section of the electronic application;
  • Filled P11 form (blank form can be downloaded from Please upload the P11; CVs will not be accepted;
  • Hourly fee in US dollars;
  • Incomplete applications will not be considered. Please make sure you have provided all requested materials.

Qualified women and members of minorities are encouraged to apply.

Due to large number of applications we receive, we are able to inform only the successful candidates about the outcome or status of the selection process.

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.

International Expert on training program of Energy Efficient Building Design and Integrated Building Design Approach (IBDA)

The objective of the UNDP-GEF full size project is to reverse the existing trends and reduce consumption of electrical and thermal energy and associated GHG emissions in new and reconstructed, primarily residential buildings in Armenia. As part of a broader development strategy to promote energy-efficient building design and technology in Armenia the project envisages delivery of a comprehensive training program for building professionals on IBDA and energy efficient products and technologies.

Energy-efficient design is a critical building block for sustainable built environment and the central role in that is designated to the architects. The building construction industry is one of largest employers, employing a mix of technical specialists, skilled and unskilled personnel. The IBDA implementation is dependent also from the knowledge and skills of engineers and technicians specialized in mechanical and electrical engineering, HVAC, plumbing, glazing and insulation industry, etc. The ultimate goal of applying IBDA is to achieve high performance and multiple benefits at a lower cost than the total for all the components combined if these were considered separately.

Professional education and training process needs to focus on aligning the curriculum content for students and practical training (with relevant training package) for practicing architects/designers in order to allow these professionals to be in line with current demand in the market and international standards and best practice. Architecture curriculum is developed and monitored by national organizations, however there is charter for architectural education (Union Internationale des Architects, 2005) used for developing curriculum for architectural studies and includes provisions for considering the knowledge building in sustainable and low energy design. Architectural education should also teach professional skills such as project management and coordination with consultants in order to improve the building delivery.

The main objective of the task is to develop a comprehensive training program on energy efficient (EE) building design for i) students specializing in architecture, building design, civil engineering and heating, ventilation, air conditioning (HVAC) engineering; ii) practicing architects and building engineers in selected CIS countries; to iii) deliver training of trainers (ToT) on IBDA and energy efficient building design for respective university lecturers and to iv) deliver training on IBDA and energy efficiency building design for practicing architects.

Duties and Responsibilities

Training program development requested by UNDP from service provider must be conducted from combination of desk work and communication with project team and mission to the country for practical delivery of training.

The proposed structure of the task implementation can follow the below order.

I. Develop the questionnaire (to be provided to the local Project team) for evaluation of the existing needs in the corresponding target group (university students, lecturers and building design/construction professionals) covering following issues:

  • Educational background
  • The need for knowledge and skills on energy efficient building design, awareness about building code and energy policy.
  • Openness for enhancement.
  • Curriculum analysis with emphasis on EE and environmental design (for universities).

II. Identification of relevant content to address the gap in the present architectural, HVAC and other relevant curricula for students and development of a training package on integrated building design approach for practicing architects and engineers.

Key topics to be covered:

  • IBDA
  • EE and Renewable Energy (RE) technologies in buildings:
  • HVAC
  • Lighting
  • Envelope
  • Building energy audit and certification
  • Buildings EE legal aspects
  • Economics and financing of EE and Energy Conservation Measures (ECM) in buildings
  • EE in buildings and climate change
  • Case studies for different building types.

III. Development of supporting teaching material within the existing curricula framework, as a starting point for the curricula enhancement program.

IV. Selection of high quality reference materials for students with possibilities of specializing as a sustainable designer, energy efficiency policy expert, building science researcher, etc.

V. Train the- trainer workshops in Yerevan for university lecturers wherein the reference materials and guides in the form of tutorials as aids for self-learning and teaching should be provided for the duration of 5 days.

VI. Recommendations for infrastructure improvement (laboratories, software, networking, library) for acquisition of practical skills for understanding concepts of building performance by taking thermal performing analysis and computer simulation tools that can help in educating students about the environmental parameters and behavior of a building.

VII. Conduct training workshops for practicing architects on energy efficient building design and IBDA.


  • Deliverable 1. Sample questionnaires for evaluation of the existing needs-November 2011
  • Deliverable 2. Content, the supporting teaching and high quality reference materials of the curricula amendment-December 2011
  • Deliverable 3. Training package for ToT (based on the needs evaluation)-January 2012
  • Deliverable 4. Delivery of ToT training sessions for university lecturers and practicing architects; report on conducted training sessions and recommendations for infrastructure improvement-February 2012


  • Experience in CIS and/or EU countries countries is an asset
  • Knowledge of best international practice in the field of training/educational programs on energy efficient building design.
  • Good understanding of educational/training needs for energy efficient building design and IBDA for universities and design organizations.
  • Good communication, analytical and writing skills

Required Skills and Experience


  • University degree in the field of engineering, architecture and/or energy. The availability of Scientific Degree is an advantage.


  • Minimum 5 years of educational or scientific working experience in the field of elaboration and delivery of educational and training programs on energy efficient building design and IBDA.


  • Proficiency in Russian language knowledge is an asset.

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.

Consultant: Senior Partnership Strategy Consultant for Strengthening the Partnership Coordination and Management Capacity of the African Union Commiss

The African Union is charged with spearheading Africa’s rapid integration and sustainable development by promoting unity, solidarity, cohesion and cooperation among African States as well as developing a new strategic partnership worldwide. In pursuant of its mandate the AU has established a number of multilateral, bilateral partnerships, as well as relationships with regional groupings and organisations. Several others are under consideration, and others are to be initiated.

In 2009 the AUC conducted a Global Review of Africa’s Strategic Partnerships (GRASP)[1] in an effort to get better clarity on the state of partnerships in the AU. The study identified the need for strengthening these partnerships and to this end the AUC intends to strengthen its capacity to deliver by, amongst others, effective management of Strategic Partnerships between Africa and the rest of the world. Further to this, a decision has been taken by the Executive Council of the AUC to establish a new Partnerships Unit.

UNDP has been a key partner of the AU for many years. Under the Regional Cooperation Framework (RCF), UNDP has been providing support to the AU notably through the Ten Year Capacity Building Programme (TYCBP) and regional programmes focusing ondemocratic and participatory governance in Africa,support for the implementation of the peace and security agenda of the Union, and strengthening institutional capacities of the AUC and selected regional economic communities. UNDP is also currently conducting a management and Technical review of its Regional Programmes to position itself more strategically to support the priorities of the AU.

The AU has requested the assistance of UNDP to strengthen the strategic partnership management and coordination function at the AUC. As a result of this request the UNDP has fielded two missions to the AUC. The first mission was a scoping exercise to provide an analysis of the current partnership management situation and to propose a set of long term and short term actions for the development and setting up the partnerships unit; the second mission was to conduct a capacity needs assessment for partnership management and coordination. The mission reports are annexed and constitute an integral part of this TOR.

The AUC now requires the services of a consultant to assist in the the development of a comprehensive framework for AU partnerships.

[1] Global Review of Africa’s Strategic Partnership with Other Parts of the World.

Duties and Responsibilities

Objective and Tasks

The objective of the consultancy is to support the AUC in developing a strategic policy framework to guide partner relationships. The consultant will formulate a policy framework and guiding principles to govern the implementation and coordination of existing partnerships, and to guide the development of future partnerships with a view to promote sound management of development assistance at continental and regional level in support of the AUC’s development objectives. To this end the consultant will perform the following tasks:

  • Review the report on the Global Review of Africa’s Strategic Partnerships (GRASP) which was conducted in 2009;
  • Undertake analyses of existing and newly developed partnerships to establish their relevance, scope, spirit, objectives, action plans, and monitoring mechanisms;
  • Assess consistency and value-addition of existing and developing partnership against AU vision, the 4 pillars of the AUC’s Strategic Plan (2009-2012), and guiding principles;
  • Conduct an internal and external survey of stakeholders on the state of partnerships in the AU, as well as the perceptions and expectation of staff and external partners on the AUC’s performance with respect to partnerships;
  • Undertake an assessment of opportunities for institutional partnerships between the AUC and non-governmental actors (CSOs, private sector, foundations)
  • On the basis of but not limited to the above, prepare a draft partnership strategy elaborating principles, setting forth a clear coherent and consistent framework for engagement with partners, criteria and guidance to manage existing, evolving and/or potential partnerships, and a partnership accountability framework;
  • Develop a monitoring and evaluation framework for the implementation of the partnership strategy;
  • Provide strategic guidance and support for partnership meetings that may be held during the period of the contract, including but not limited to the Africa-South America Summit, Senior Officials Meetings with China and Korea, meeting with Turkey, and the Africa-India Plan of Action.
It is important that the forthcoming meetings with partners referred to in should be anchored in a ‘coherent and consistent framework of engagement’ as indicated in the list of tasks above. In this regard a partnership orientation paper shall be prepared for discussion with senior personnel of the AUC before the scheduled meetings. The paper shall set forth a framework for engagement with partners, key principles on partnerships, and elaborate criteria and guidance to manage partnerships.
Expected Deliverables and Timeframe
The assignment will be based at the AUC in Addis Ababa. It is expected to commence on November 2011 and end on 31 January 2012.
Deliverables expected from the assignment are indicated in the table below, with the respective due dates: The delivery dates will be reviewed in consideration of the actual date of assumption of assignment by the consultant.

Review of the GRASP report

30 Nov. 2011

Report on stakeholder survey of AU partnerships

30 Nov. 2011

Partnership orientation paper

15 Dec. 2011

Monitoring framework for the implementation of the AU Partnership Strategy

30 Dec. 2011

Final draft AU Partnership Strategy elaborating principles, setting forth a clear coherent and consistent framework for engagement with partners, criteria and guidance to manage existing, evolving and/or potential partnerships, and a partnership accountability framework

31 Jan. 2012

Institutional Arrangements
With regard to the specific deliverables, the consultant will report to the Chief of Staff at the Office of the Chairperson of the AU Commission, who will be responsible for day to day the management of the consultant. The AU Commission will provide the consultant with the necessary logistical support, including workspace, internet access, and secretarial assistance to enable the consultant to perform his official duties.

The UN Resident/Humanitarian Coordinator and UNDP Resident Representative (Ethiopia) is entrusted with supervision of the consultant. The latter will report on the progress of activities and other day-to-day implementation issues, and support needed where necessary, to the Resident Representative.

The UNDP Representation to the AU and Liaison Office with UNECA will facilitate and provide in-country administrative and logistical support to the consultant.

The overall management of the assignment and contract will be by the Project Manager of the Regional Project to Strengthen Institutional Capacities to Accelerate Pro-Poor Growth and Accountability in Sub-Saharan Africa, under which the consultant contract is issued. In this regard the Project Manager will have responsibility for monitoring and reporting on overall progress of implementation.

In addition, the UNDP Regional Service Centre in Johannesburg, South Africa, will provide technical support to the consultant to undertake the assignment, while the Partnership Bureau in New York will provide guidance on substantive partnership management issues.


  • At least 10 years of work experience in the field of development management (with at least 5 years in Africa), strategic/policy advice and/or global geo-politics, donor coordination, and ODA management;
  • Extensive experience with African political institutions, including the Regional Economic Communities and continental institutions;
  • Familiarity with global aid standards such as the Paris Declaration, the Accra Agenda for Action and the Dili Declaration;
  • Strong analytical skills with emphasis on assessments;
  • Knowledge of multi-stakeholder engagement processes;
  • Ability to engage at a very high level;
  • Ability to work independently and creatively, with delegated authority.

Required Skills and Experience

The ideal candidate would have the following profile:

  • Post-graduate degree or equivalent in international relations, or related field with work experience related to partnership development.

Documents to be included when submitting the proposal

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

  1. Proposal: (not more than 450 words) (i) explaining why they are the most suitable for the work and (ii) providing a brief methodology on how they will approach and conduct the work (if applicable);
  2. Financial proposal: indicate monthly fee;
  3. Personal CV including past experience in similar projects and at least 3 references.

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.

consultant for Outcome Evaluation: By end 2011, at least one EGC is identified based on the national strategic framework

In line with the five priorities of the UNDAF 2007-2011, developed after an extensive process of consultations with the Government and other stakeholders in the country, UNDP identified three interrelated key areas to be addressed during the Country Programme Document (CPD) period (2007-2011). They come under the umbrella of support for creating an enabling environment for achieving the MDGs as the Country Office (CO) continues to work in assisting the Government and people of Ethiopia to make progress in achieving their goals. The three areas are: reducing poverty and working towards achievement of the MDGs; deepening democratic governance; and addressing the HIV/AIDS epidemic. Working with the Government as well as other United Nations bodies, UNDP would support the development of at least one economic growth corridor with potential interventions related to diversification in agriculture, industry and services to increase the income of the poor. Support will be provided in the form of knowledge-building, increased labour productivity, and encouraging greater use of technology.

Following to the Country Programme Mid Term Evaluation (2009), UNDP Ethiopia programme went through a country programme re-profiling. The programme is currently framed around three strategic priorities: enhanced economic growth and poverty reduction; democratic governance and capacity development; and development of a low-carbon and climate-resilient economy (LCCR). Under programme component I: Enhanced Economic Growth and Poverty Reduction UNDP will support the Government’s efforts to accelerate pro-poor economic growth, with agricultural and small- and medium-scale enterprises as the key drivers, anchored in a value-chain approach. The focus will be on supporting policy and institutional capacity development at both the national and sub-national levels to build the knowledge, skills and systems that can enhance access to critical productive services, support efficiency of marketing systems, and leverage appropriate technology and practices to demonstrate sustainable options for boosting productivity and income in rural areas. UNDP will support policy and diagnostic work, knowledge networking, codification of knowledge, and testing of innovative practices that can facilitate solutions to practical bottlenecks in building effective value chains; and strengthen capacities of producer and private sector institutions to enhance access of the poor, especially women and youth, to better technologies, inputs, finance and markets.

Before the re-profiling of the UNDP programme, the outcome identified under the UNDP Country Programme Action Plan component relative to Enhanced Economic Growth and Poverty Reduction was the following: Knowledge about Economic Growth Corridors (EGCs) enhanced and private sector development promoted as an engine of Economic Growth. After the re-profiling the outcome statement became: By end 2011, at least one EGC is identified based on the national strategic framework and ready to be operational.Moreover, after the programme re-profiling a new outcome addressing private sector development was formulated:Private Sector Development promoted as a motor of Economic Growth.

Outcome indicators covering the cycle 2007-2011:

  • Number of EGS defined with sound investment plan based on national framework and gender responsive in-depth preparatory studies;
  • Extent of documented knowledge on economic growth corridors in Ethiopia;
  • Investment plan available and the number of new productive initiatives that promote pro-poor growth implemented within the EGC;
  • Number of new private domestic and FD investments as a result of improved investment climate (from 2010);
  • Level of competitiveness of private enterprise (2010).
UNDAF Outcome

By 2011, at national, regional, organizational and business levels, capacity strengthened and knowledge developed for increased incomes of the poor, through enhanced labor factor productivity and more intensive and widespread use of technology in at least one economic growth corridor, with potential interventions related to expansion and diversification in agriculture, industry and services.

National Goal
Accelerating Commercialization of agriculture and private sector development to have an accelerated and sustained economic growth for eradication of poverty and improve people's livelihood.

Purpose and Objective

The Purpose of the outcome evaluation is to enhance development effectiveness, to assist decision making, to assist policy making, to re-direct future UNDP assistance.

The overall objective of the outcome-level evaluation is to find out how UNDP has gone about supporting processes and building capacities that have, indeed, helped make a difference. In doing so, evaluation aims to identify which approaches have worked well and which have faced challenges, and to use lessons learned to improve future initiatives. This evaluation also serves the purpose of holding UNDP accountable for the resources invested in its work.

The outcome evaluation will be undertaken to learn lessons and good practices so that this knowledge can contribute to the next Programme Cycle 2012-2015. To learn lessons for next CP formulation by identifying the status of outcome and factors affecting it, relevance of outcome/outputs, strategic positioning of UNDP, production of outputs, partnership strategy, formulation and performance.
The specific objectives of the outcome evaluation include:
  • Assess progress towards the outcome;
  • Assess the factors affecting to the outcome;
  • Assess key UNDP contributions (outputs), including those produced through "soft" assistance, to outcome;
  • Assess the partnership strategy.
Evaluation Questions
  • Relevance: Is the outcome still relevant to UNDP’s mandate, to national priorities and to beneficiaries’ needs?
  • Effectiveness: Is the outcome achieved or has progress been made towards it? Has UNDP made significant contributions in terms of strategic outputs;
  • Effficiency: what is the extent of UNDP’s contribution to the outcome versus that of its partners?
  • Degree of change: What were the positive or negative, intended or unintended, changes brought about by UNDP’s interventions?
  • Sustainability: Will the positive change in the development situation endure/continue in future?
Outcome Analysis
  • Are the stated outcomes, indicators and targets relevant for the context, needs and priorities of Ethiopia and those of UNDP?
  • What is the current status and prospects for achieving the outcome with the indicated resources and within the time frame?
  • Are the outcome indicators chosen relevant and sufficient to measure the outcomes?
  • How have other partners contributed to the achievement of the outcome and how instrumental has UNDP been in rallying this contribution.
  • How has UNDP influenced policy, institutions, cultural factors and gender in addressing the outcome?
Output Analysis
  • What are the key outputs that have been or that will be most likely be produced by UNDP contribution to the outcome? Can causality linkages (results chain) be demonstrated between production of outputs and achievement of the outcome?
  • Are UNDP outputs relevant to the outcome?
  • Are the indicators appropriate to link outputs to the outcome
Output-Outcome Link
  • Can UNDP outputs or other interventions be credibly linked to the achievement of the outcome?
  • What are the key contributions that UNDP has made to the outcome
  • Given current interventions and in partnerships with other, actors and stakeholders will UNDP be able to achieve the outcome within the set time frame and resources?
  • In what way has UNDP been able to develop sustainable national capacity in this area
  • Has UNDP been able to respond to changing context and circumstances
  • What is the prospect for sustainability as a result of UNDP interventions related to the outcome?
  • Resources, Partnerships and Management Analysis
  • Were partners, stakeholders and/or beneficiaries involved in the design of the intervention relating to this outcome? If yes what was the nature of their involvement?
  • Are UNDP structures and working methods appropriate and supportive of the achievement of the outcome?
  • Does the project and institutional arrangements foster sustainability of benefits beyond the current UNDP support?
Flexible blueprints
Overall guidance on outcome evaluations methodologies is provided in the UNDP Handbook on Monitoring and Evaluation for Results and the UNDP Guidelines for Outcome Evaluations. Reference should be made to these documents when addressing issues of methodology.
Based on these guiding documents, and in consultation with UNDP Ethiopia, the evaluators should develop a suitable methodology for this specific outcome evaluation.

During the evaluation, the evaluators are expected to apply the following approaches for data collection and analysis:

  • Desk review of relevant documents (see attached list, documents and weblink);
  • Discussions with UNDP Ethiopia senior management and programme staff;
  • Interviews with partners and stakeholders;
  • Interviews with relevant programme staff;
  • Interview with partners;
  • Interviews with beneficiaries, etc.

There is no official blueprint for how to conduct an outcome evaluation. Each must be tailored to the nature of the individual outcome under review as well as the realities of time and data limitations. Two main limitations related to the outcome evaluation have been identified and these are the following:

  • Under the outcome “By end 2011, at least one EGC is identified based on the national strategic framework and ready to be operational” there is only one project;
  • The outcome formulations have changed during the programme cycle 2077-2011;
  • Not all outcome indicators are in line to the outcome statement;
  • A new outcome was formulated in 2009, the project contributed to that outcome “Private Sector Development promoted as a motor of Economic Growth”, has nearly one year implementation.

Usually, an outcome evaluation begins with a review of change in the outcome itself, proceeds to an analysis of pertinent influencing factors, and then addresses the contribution of UNDP and its partners. It culminates in suggestions about how to improve the approach to results.

More in detail, the first step is for the evaluators to ascertain the status of the outcome. Evaluators should take the following steps: The role of an evaluator is to pass judgment based on his or her best professional opinion. Usually, an outcome evaluation begins with a review of change in the outcome itself, proceeds to an analysis of pertinent influencing factors, and then addresses the contribution of UNDP and its partners. It culminates in suggestions about how to improve the approach to results.

The first step is for the evaluators to ascertain the status of the outcome. Evaluators should take the following steps:

  1. Begin with the description of the intended outcome, the baseline for the outcome and the indicators and benchmarks used. Obtain information from the country office gathered through monitoring and reporting on the outcome. This will help inform evaluators of whether change has taken place or whether a deconstruction of the outcome statement has to be undertaken.
  2. Obtain contextual information beyond what UNDP has tracked. Before organizing an outcome evaluation, the country office will have undertaken preliminary data collection (contextual data as well as evaluations, monitoring reports, etc.) and, depending upon the country office, possibly started to analyze the data. An outcome evaluation is not only designed to tap UNDP-specific information about the outcome but also to derive contextual information from other sources that detail trends in policy formulation, changes in human development indices over time and other changes.
  3. Examine contextual information and baselines contained in project documents, the Country Programme Document (CPD) 2007-2011 and the Country Programme (for newer programmes), United Nations Development Assistance Framework (UNDAF) and other sources. These documents speak to the outcome itself, as opposed to what UNDP is doing about it, and how it was envisaged at certain points in time preceding UNDP’s interventions. The situation analysis section of both the Country Programme and the project document, for example, could each provide useful information and hyperlinks to other sources of information.
  4. Employ a means to validate information about the status of the outcome that is culled from contextual sources such as monitoring reports. To do this, evaluators may use interviews or questionnaires during the evaluation that seek key respondents’ perceptions on a number of issues, including their perception of whether an outcome has changed.
  5. Probe the pre-selected outcome indicators, go beyond these to explore other possible outcome indicators, and determine whether the indicators have actually been continuously tracked. The one or two indicators provided are unlikely to yield sufficiently relevant evidence of change in the outcome. In time, it is expected that the monitoring process will lead to modification in the outcome indicators themselves.
  6. Undertake a constructive critique of the outcome formulation itself (and the associated indicators). This is integral to the scope of outcome evaluation. Evaluators can and should make recommendations on how the outcome statement can be improved in terms of conceptual clarity, credibility of association with UNDP operations and prospects for gathering of evidence.

This will follow with the activities, such as a series of meetings with the key actors in public, private at national, regional and local levels. In this regard, field visits will be conducted in order to undertake several interviews to focused groups and beneficiaries. Data and information to be collected should be evidence-based, as well as qualitative and quantitative in nature. Where there is required, evidence-based data need to be presented with digital pictures. As much as possible, the assessment will follow a participatory approach.

The international consultant will be provided with all the relevant documents for their review, prior to their arrival in Ethiopia. Once the consultants join in their assignments, their tasks, in consultation with the Team Leader and M&E officer, will focus on: (a) field visits and meeting with key stakeholders, (b) data collection and analysis; (c) development of a draft evaluation report; and (d) presentation of findings, recommendation and the way forwards.

What are the main factors (positive and negative) impacting the achievement of the outcomes.

Duties and Responsibilities


The consultants are expected to produce an Outcome Evaluation Report that highlights the findings, lessons learnt and recommendations. This report should follow the Outcome Evaluation Report Template and include all sections recommended therein (see attached template). The evaluators are also expected to produce an inception report before they commence on the bulk of the evaluation work.

Once the draft evaluation report is developed by the consultants, it should be shared with all the key relevant stakeholders for their comments, views, suggestions and recommendations.
  • List of deliverables:
    • Inception report: (3 days after the commencement of the assignment): The consultants need to submit the overall methodological framework which should define: eventually the deconstruction of the outcome statement/indicator and how such would be assessed/evaluated, Data collection tools and instruments, data source, sampling approach, type of data analysis, reference indicators and benchmarks (if relevant)
    • First draft of the evaluation report: shared with M&E officer, Team Leader, stakeholders and comments incorporated where relevant.
    • Final Evaluation Report: High quality Evaluation Report with the implementable action plan /recommendations both in hard and softy copies. Moreover, disseminate findings among implementing partners. Dissemination kits (PowerPoint Presentation, reader-friendly summary version of report, etc.)
    It is expected that the evaluation would be undertaken starting from October 2011. The consultancy will be 22 days, 10 days home-based work, 10 days on the site, as per the following timeframe:
    • Main Activity
      Working Days Assigned

      Desk Review of the relevant documents

      4 (home-based)


      Consultations with key stakeholders, including donors, at federal level

      4 +2 days travel

      Ethiopian chamber of commerce, WB, ECX


      MOFED, MoI, MoT


      Consultation with UNDP relevant staff , Oromia BOFED, Ethiopian investment office


      Field visits to Eastern Industrial zones (Dukam, Fantalle)


      Data analysis and compiling, and drafting the Evaluation Report


      Arrangement for a one-day Stakeholder meeting. PPP


      Finalization and submission of Evaluation Report, Recommendation, Action Plan.

      5 (home-based)

      Total Days Required:
      22 days
      Team Composition and Required Competencies
      Two high caliber professionals, one national and one international, will be recruited as a Team Leader/ for this evaluation exercise. The international consultant (Team Leader) and the national consultant will be recruited for 22 days.
      International consultant:
      October 2011. The consultancy will be 22 working days, 10 days home-based work, 10 days on the site.
      Under the guidance of one international consultant and one national consultant/ M&E officer, the evaluation will be conducted in a timely manner. The two consultants will report to the Team Leader/ M&E officer. The consultants will work together as a team for achieving the deliverables of the evaluation with high standard that have to be accepted by UNDP.
      This evaluation requires senior professionals, these are: one Team Leader (international consultant), one national consultant, UNDP Team leader, UNDP M&E officer. The qualifications and experiences of the international consultant are, as follows:
      Administrative and Logistic Support:
      The consultants will be recruited under the UNDP terms and conditions, applicable to the short-term IC contract holders, and undertake their assigned tasks and responsibilities under the direct supervision of the UNDP Team Leader, Governance Unit, and the M&E officer in collaboration with other UNDP Units, and other key stakeholders at federal, regional and local levels. During the evaluation period, the consultants will directly report to the UNDP Team Leader/ M&E officer.
      All the payments of the Consultants will be borne by the Programme. For the field trips and meetings, UNDP will provide logistic and administration support to the Consultants. In this regard, the Consultants are required to plan their trips in advance.
      Payments to Consultants: The national and international consultants shall receive their respective consultancy fees upon certification of the completed tasks satisfactorily, as per the following schedule:

        Installment of Payment/ Period

        Tasks to be completed by Consultants

        Payment to be made by UNDP

        1st Installment:

        Upon submission of the acceptable (1) draft Evaluation Report

        40 % of the total consultancy fees
        2rd Installment:

        Upon submission of the acceptable Final Evaluation Report

        60% of the total consultancy fees
  • Competencies

    Experience and Skills

    • At least ten years demonstrated experience in planning, implementation and management of the local development and /or economic development programmes at international level;
    • Extensive experience in assessment and evaluation of economic projects, at national and international levels;
    • Three to five years experience in providing high quality technical and advisory support to the governments at federal and local levels in local development policy, strategy and programme development;
    • Have excellent analytical skills and experience in developing high standard evaluation reports;
    • Working experience and familiarity with the development efforts of the international development partners, especially UN agencies and NGOs;
    • Sound understanding of the national and international development policies, strategies and programmes, and their implementation issues and challenges, especially in the area of development economics;
    • Exposure to or understanding of the Ethiopia’s socio-economic and geo-political contexts would be an asset;
    • Full proficiency in using computer software, such as Microsoft offices and internet.


    Full proficiency in both spoken and written English.

    Required Skills and Experience


    Master’s Degree in Development Economic, or development related fields, with the participation in several international training courses, relating to local or/ and economic development, or capacity development.

    Documents to be submitted

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

    1. Proposal: (not more than 450 words)
    (i) Explaining why they are the most suitable for the work

    (ii) Provide a brief methodology on how they will approach and conduct the work (if applicable)

    2. Financial proposal:
    3. Personal CV including past experience in similar projects and at least 3 references

    Payment Proposal

    Proposed payment for the consultancy work on lump sum rate in a separate sheet


    Individual consultants will be evaluated based on the following methodologies:

    Cumulative analysis

    The award of the contract shall be made to the individual consultant whose offer has been evaluated and determined as:

    a) responsive/compliant/acceptable, and

    b) 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 49 point and above would be considered for the Financial Evaluation

    Max. Point
    Technical (based on CV, Proposal and Interview)
    Minimum educational background and work experience (CV)

    Understanding of scope of work and methodology (From Proposal)


    Individual Competencies (Desk review or Interview)


    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.

    Sunday, October 23, 2011

    Technical Assistance Service Contract for the Implementation of the Project “Capacity Building of Civil Society in the IPA countries and Territories”

    Technical Assistance Service Contract for the Implementation of the Project “Capacity Building of Civil Society in the IPA countries and Territories”

    EuropeAid/127427/C/SER/Multi – additional services


    Consultancy providing one CSO Capacity Building Expert with specific EU expertise for the TACSO project, phase 2 (TACSO 2).

    Organisation The technical assistance service contract for the implementation of the project “Capacity Building of Civil Society in the IPA countries and Territories” (Albania, Bosnia and Herzegovina, Croatia, Former Yugoslav Republic of Macedonia, Kosovo under UNSCR 1244/99, Montenegro, Serbia and Turkey), EuropeAid/127427/C/SER/Multi – additional services, TACSO project is lead by SIPU International AB on behalf of a consortium from Bosnia and Herzegovina, Poland, Romania and Turkey.

    The Project The general objectives of the project are to strengthen the overall capacities and accountability of Civil Society Organisations (CSOs) within the IPA beneficiaries and to guarantee the quality of service of CSOs and a sustainable role of CSOs in the democratic process. The main purposes of the project are to increase and improve the capacity and actions of CSOs and to improve the democratic role of CSOs. More information can be found on the TACSO Web site.

    The position The CSO Capacity Building Expert with specific EU expertise (CSO EU Expert) will have Sarajevo as the base of operation.

    Responsibilities The CSO EU Expert will assist the project and the regional office with technical advice and support in all human and institutional capacity development activities conducted as part of the project work plans. General responsibilities will include the organisation and implementation of activities related directly to the EU institutions, serve as a linking pin between TACSO, the CSO environment and the EU institutions, prepare technical documents and reports, comment on draft reports, as well as support the further development and implementation of the regional and national capacity building programmes with direct EU perspective.

    Specific responsibilities: • Project support on monitoring and guidance of CSOs implementing IPA funded projects for beneficiaries • Support to activities such as P2P activities, SEP Calls, PADOR registration and other EU supporting activities initiated by DG ELARG. • Organisation of matchmaking between CSOs in the region and potential EU partners • Representing TACSO during EU initiated dialogues and events. • Preparation and implementation of meetings, workshops and conferences.

    The expert will report directly to the TACSO team leader.

    Qualifications, experience and competences • The expert should have experience in working in the field of cooperation between the CSO environment and EU institutions. • The expert is expected to have an international background and a MBA or Masters in a field related to CSO development. • Furthermore, the expert should have a minimum of eight years of work experience related tasks and project implementation in an EU context.

    Expected competences: • Strong leadership and interpersonal skills. • Experience in working with development of projects (preferably EU-funded) in the field of CSO capacity building or in informal adult education. • Experience in working with EU institutions. • Excellent analytical skills and ability to communicate in a pedagogical and convincing manner in writing. • Experience in the facilitation of international meetings. • Experience in the administration of projects. • Experience in working for international organsations. • Experience with the CSO environment in the Western Balkans and Turkey. • Full command of one of the languages spoken in the IPA region. • Excellent communication skills in English. • Excellent computer skills.

    The Contract The position is open to Consultancies providing one STE for the position. The selected consultancy will be offered a 12 month x 15 day/month with option of extension of the contract and with a start on 1 December 2011. The fee level is foreseen to be modest and match the contracting period. The base of operation is Sarajevo.

    Contact information. The application must include 1) a Motivation letter including remuneration expectations, 2) Profile document on the Consultancy, 3) Updated EU standard CV with photo on the STE and 4) information on 3 references.

    The application must be sent in English by e-mail to no later than Monday, 28 October, 2011 at 10.00 am.

    For more information, please contact the Team Leader,

    Only shortlisted applicants will be contacted.

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