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Consultant for Developing the UNESCO Pacific Strategy, 2023-27

OVERVIEW

Parent Sector : Field Office

Duty Station: Apia

Classification of duty station: [[filter12]]

Standard Duration of Assignement : [[filter13]]

Job Family: Programme Coordination

Type of contract : Non Staff

Duration of contract : From 1 to 6 months

Recruitment open to : External candidates

Application Deadline (Midnight Paris Time) : 14/08/2022

 

UNESCO Core Values: Commitment to the Organization, Integrity, Respect for Diversity, Professionalism

 

OVERVIEW OF THE FUNCTIONS OF THE POST

The UNESCO Office to the Pacific States based in Apia, Samoa extends UNESCO’s work in the five thematic areas across sixteen Member States and one Associate Member - Australia, Cook Islands, Fiji, Kiribati, Marshall Islands, Micronesia, Nauru, New Zealand, Niue, Palau, Papua New Guinea, Samoa, Solomon Islands, Tokelau (Associate), Tonga, Tuvalu, and Vanuatu. 

The current UNESCO Pacific Strategy (UPS 2018-22) was planned against the backdrop of UN Reforms and the need to align UNESCO strategy with several Organizational frameworks, national development strategies and the United Nations Pacific Strategy (UNPS 2018-22) applicable to 14 SIDS and UNDAF 2018-22 applicable to Papua New Guinea. The alignment of timeframe with the UNPS 2018-22 posed a challenge for the internal alignment since UNESCO offices are required to develop two-year strategies aligned with the biennium programme and budget or the C/5, which follows a four-year cycle and is planned and resourced biennially.  The C/5 is drawn against the Medium Term Strategy or the C/4, which covers a duration of eight years. There is a mismatch between the timeframe of the C/5 and C/4 and the United Nations Sustainable Development Cooperation Framework or CF timeframe in the Pacific. UNESCO’s last C/4 was valid for 2014-21 and the last C/5 was valid for 2018-21. The challenge of internal alignment in the Pacific will continue for the UPS 2023-27 as well. 

In a bid to align with UNPS 2018-22 applicable to 14 SIDS and UNDAF 2018-22 applicable to Papua New Guinea, some key functions of the UNESCO Office to the Pacific States had to be compromised. These included the Office’s role as a clearinghouse, cooperation with Australia and New Zealand, and its role in working with the National Commissions for UNESCO and convener of subregional normative actions. Now that the Management and Accountability Framework is in place and the need to respect normative substantives functions of the Specialized Agencies is recognized, these areas will have to be addressed in the upcoming UPS 2023-27. In preparing the UPS 2023-27, it is also expected that the programme direction is matched by an adequate management structure and budget.

Long Description

The process of developing a strategy would require the following consideration:

  1. Developing programme rationale leading to the identification of the key development issues in the Pacific states relevant to UNESCO’s domain of work and mandate, the outcome-level results included in the CF to which the five programme sectors and the International Oceanographic Commission (IOC-UNESCO) with other institutes and technical resources of UNESCO, the UNESCO Office for the Pacific could contribute. This rationalization should explain the opportunities available to UNESCO to pursue the results and at scale to achieve the strategic objectives.
  1. Developing programme priorities and partnerships that UNESCO could focus on with clear components of the proposed programme; explaining how these priorities align with the national, regional, global and UN CFs (including drawing on the CCA of PNG); and identifying the main partnerships to that end.
  1. Identifying areas of cooperation and collaboration with Australia and New Zealand and articulating specific results. 
  1. Alongside considering how the Office could play its role as a clearinghouse, and as an immediate arm of the UNESCO Secretariat for establishing collaboration and working with the National Commissions for UNESCO, and as a convener of subregional normative actions as well as what results are to be pursued.
  1. Clarifying programme and risk management issues and how will UNESCO function and partners participate to ensure mutual accountability. This would include an analysis of the most significant political, financial, operational, and programmatic risks and how the programme and project design and management will ensure these risks are avoided and /or mitigated and managed; what early warning and risk management arrangements need to be in place to anticipate any significant management challenges or risks; and what step is required to ensure programme and project quality, effectiveness and efficiency over the last biennium ending in Dec 2017.

Long Description

6. Developing monitoring and evaluation (M&E)  planning including information on sources of data, analysis and evidence to monitor UNESCO contributions to national, regional and UN results; steps to address issues in data (availability, quality, periodicity of update, reliability); methods for making monitoring and assurance more inclusive, and to obtain data related to this at useful intervals; and ensuring that planning is integrated into the results based matrices the cost of  M&E is budgeted in the Integrated Budget.

Commencing from the signing of the contract, the UPS formulation process will enter the first stage of conceptualization. At this stage, the consultant shall familiarize UNESCO staff with the process being adopted for the formulation of the strategy and methodology, and coordinate the development of Theories of Change in key programme areas in technical collaboration with the UNESCO Office for the Pacific States. The second stage will be that of employing the information and resources the consultant has and drafting. This stage will see the development of programme strategies for the key areas identified, in line with the development timeline of the CF for fourteen SIDS and the CF for PNG and the development of the first draft of the UPS. The third stage will be finalization and approval which will see consultations internally and externally to finalize the content and presentation of the UPS taking into account feedback from UNESCO, partners and stakeholders (e.g., UN Resident Coordinators, the National Commissions for UNESCO, lead ministries, etc.).

 

  1. Basic work practices and programmatic parameters:
  1. The Director of the Office and UNESCO Representative to the Pacific States is accountable for ensuring that the UPS is prepared;
  2. The Bureau of Strategic Planning (BSP) and Priority Africa and External Relations Sector (PAX) have a key role and stake in UNESCO’s work through Offices outside the HQ;
  3. The UPS preparation should be participatory and seek consensus as far as possible within the Organization on priorities and plans for programme management, including resource allocation, the staffing structure and key responsibilities;
  4. The UPS should provide an executive summary, a theory of change, an analysis of context and specific needs as drawn from the context and outcome and output descriptions, comprehensive results-based matrices with outcomes, outputs, indicators and other monitoring and evaluation elements needed for the full timeframe for the subregion and country-specific chapters to:

Long Description

    1. explicitly align with the National Development Strategies;
    2. draw common results from and show clear reference to the CFs for 14 SIDS and Papua New Guinea (or drawn from the CCA in case of the latter); and
    3. guide the programme staff’s engagement in the forthcoming Joint Country Action Plans (JCAPs) for the 14 SIDS and Annual Work Plan for Papua New Guinea.
  1. Based on the above, UPS should also include separate chapters with:
    1. a partnership and resource mobilization matrix;
    2. office structure and human resources matrix; and
    3. a risk management matrix.
  2. The UPS should also include a matrix mapping the Outcomes and outputs/target of the UPS against the:
    1. Sustainable Development Goals (SDGs), targets and indicators;
    2. Priority areas included in the SIDS Accelerated Modalities of Action (SAMOA) Pathway;
    3. Pacific Roadmap For Sustainable Development (PRSD); and
    4. International Decade action frameworks, specifically for the:
      1. Ocean Decade (2021-2030),
      2. Water Action Decade (2018-2028),
      3. Ecosystem Restoration Decade (2021-2030), and
      4. Indigenous Languages Decade (2022-2032).

COMPETENCIES (Core / Managerial)

Accountability (C)
Communication (C)
Innovation (C)
Knowledge sharing and continuous improvement (C)
Planning and organizing (C)
Results focus (C)
Teamwork (C)
Professionalism (C)

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For detailed information, please consult the UNESCO Competency Framework.

REQUIRED QUALIFICATIONS

Education:

  • Advanced university degree in Development, Business Administration, Management or related field

Work Experience:

  • 15 years of progressively responsible professional work experience at national and international levels.

SKILLS AND COMPETENICECS

  • Extensive policy-related research and programme management experience in the Pacific context.
  • Versatility, judgment, maturity and the ability to work from home.
  • Ability to cope with stressful and difficult conditions and political/cultural sensitivity and ability to work in a Pacific environment.
  • Proven experience in implementing time-limited initiatives.
  • Ability to express clearly and concisely ideas and concepts in written and oral form and to produce results-based documents in a timely manner;
  • Ability to work independently and establish harmonious and effective working relationships both within and outside the organization;
  • Excellent writing, research and analysis skills.

CONTRACT DURATION AND PAYMENTS

This is a home based assignment for a duration of three months (Approximately 38 days between 01 August to 31 October 2022).

A lump sum payment will be made to cover the full cost of the assignment as below:

  • 1st Payment: Upon completion of the desk review of necessary documents and submission of the inception report with a signed invoice (10%)
  • 2nd Payment: Upon submission of minutes of consultations and meetings and the first draft UPS 2023-27 narrative text with a signed invoice (20%)
  • 3rd Payment: Upon delivery of the second draft of the UPS 2023-27 narrative text with all necessary annexes as specified under points A.4.a to A.6.d.iv. with a signed invoice (30%).
  • 4th and final Payment: Upon delivery of the validation report, the final version of the UPS 2023-27 with all annexes and a PowerPoint presentation on the UPS 2023-27 with a signed invoice (40%).

In the event, that the contract was to be amended to include international travel, the cost of the international travel, living expenses and additional days would be added to the 4th and the final payment and the boarding passes and accommodation receipts would have to be submitted with a signed invoice.

SELECTION AND RECRUITMENT PROCESS

Please note that all candidates must complete an on-line application and provide complete and accurate information. To apply, please visit the UNESCO careers website. Candidates must submit their CV in the UNESCO Standard Format accompanied by a proposed workplan and a lump-sum price offer. 

No modifications can be made to the application submitted.

The evaluation of candidates is based on the criteria in the vacancy notice, and may include tests and/or assessments, as well as a competency-based interview. 

UNESCO uses communication technologies such as video or teleconference, e-mail correspondence, etc. for the assessment and evaluation of candidates.

Please note that only selected candidates will be further contacted and candidates in the final selection step will be subject to reference checks based on the information provided.

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UNESCO recalls that paramount consideration in the appointment of staff members shall be the necessity of securing the highest standards of efficiency, technical competence and integrity. UNESCO applies a zero-tolerance policy against all forms of harassment. UNESCO is committed to achieving and sustaining equitable and diverse geographical distribution, as well as gender parity among its staff members in all categories and at all grades. Furthermore, UNESCO is committed to achieving workforce diversity in terms of gender, nationality and culture. Candidates from non- and under-represented Member States (last update here) are particularly welcome and strongly encouraged to apply. Individuals from minority groups and indigenous groups and persons with disabilities are equally encouraged to apply. All applications will be treated with the highest level of confidentiality. Worldwide mobility is required for staff members appointed to international posts.

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