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Consultant (4) positions – Lead Consultant (1) and 1 (one) Consultant for each of the three Country Programme Outcome areas.

home based (with flexible working arrangement to travel to undp delhi office; meetings with partners in delhi and select states

  • Organization: UNDP - United Nations Development Programme
  • Location: home based (with flexible working arrangement to travel to undp delhi office; meetings with partners in delhi and select states
  • Grade: Consultancy - National Consultant - Locally recruited Contractors Agreement
  • Occupational Groups:
    • Sustainable Development and Poverty Reduction
    • Project and Programme Management
    • Managerial positions
  • Closing Date: Closed

Background

Background: The UNDP India Country Programme Document 2018-2022 was approved by the Government of India in June 2017 and subsequently approved in the UNDP Executive Board in September 2017 with a total indicative budget of USD 349.09 Million. The Country Programme Document (CPD) identified three Outcome areas aligned with the Government of India - UN Sustainable Development Framework (UNSDF) 2018-2022 and the UNDP Strategic Plan 2014 -17 and 2018 – 2021.

1)     Outcome 1: Institutional and systems strengthening for service delivery (with 5 Output result areas)

2)     Outcome 2: Inclusive growth (with 3 Output result areas)

3)     Outcome 3: Energy, environment and resilience (with 4 Output result areas)

Outcome 1, Institutional and Systems Strengthening for Service Delivery corresponds to the need for ‘growth enablers’ expressed in the national agenda through e-governance, systems strengthening, technological innovations, and citizen centric service delivery. The Output result areas are:

  • Output 1.1: Institutions strengthened to support implementation and monitoring of the SDGs.
  • Output 1.2: Systems strengthened for increased access to entitlements, services, justice and finance.
  • Output 1.3: Improved efficiency and effectiveness in public health systems for service delivery benefitting women and the poor.
  • Output 1.4: Increased provision of digital government services to citizens.
  • Output 1.5: Partnerships forged between government, private sector, multilateral and bilateral agencies, vertical funds, Corporate Social Responsibility and foundations that provide innovative and effective new development solutions that harness South-South opportunities.

Outcome 2, Inclusive Growth contributes to the ‘Sabka Saath, Sabka Vikas’ (collective efforts, inclusive development) agenda of the government through innovations, entrepreneurship, skills building and creating well-paid jobs with a focus on marginalized and vulnerable populations. The Output result areas are: 

  • Output 2.1: Models with large-scale replicability, integrating employability, skilling, employment and entrepreneurship targeting women and poor people are developed.
  • Output 2.2: Poor and vulnerable have the capacity, options and opportunities to move out of deprivation.
  • Output 2.3: Partnerships for skill development and integrated housing solution forged between government, private sector, multilateral and bilateral agencies, vertical funds, CSR and foundations.

Outcome 3, Energy, Environment and Resilience contributes to the national agenda on sustainability of the environment and forests, sustainable management of natural resources, industrial environmental management, and waste management. The Output result areas are:

  • Output 3.1: Effective institutional, legislative and policy frameworks in place to enhance the implementation of climate change and disaster risk reduction at national and subnational levels.
  • Output 3.2: Effective solutions developed at national and subnational levels for sustainable management of natural resources and ecosystems, ozone depleting substances, chemicals and wastes.
  • Output 3.3. Inclusive and sustainable solutions adopted to achieve increased energy efficiency and universal clean energy access.
  • Output 3.4: Blended finance mechanisms developed to strengthen sustainable energy and environment solutions.

The Country Programme 2018-22 is underpinned by a framework of “innovative partnerships and blended finance solutions”, and “systematically seeks to address institutional and capacity challenges to achieve the transformative change and development impact at scale”[1] The key to programmatic approach is innovation, integration, partnerships, acceleration, and business model improvement. Towards this, one of the key steps has been the establishment of the UNDP India Accelerator lab as a platform to co-create, innovative and integrated solutions for SDGs acceleration. 

The Country Programme results and resource framework is at Appendix-1

Building on the lessons learnt from the last Country Programme 2013-17, the Country Programme 2018 - 22 formulation and implementation is informed by some key developments viz;

  • Deepening and widening engagement and presence in the States;
  • Integrated and innovative development solutions and scalability;
  • Re-establishing UNDP’s policy engagement at the national level in the background of office restructuring in 2017 resulting in aligning the Country Office capacities largely to support the implementation of key government programmes and schemes at the national and sub-national level; 
  • Diversifying partnerships and funding base (in view of reduced core funding) with renewed focus on domestic funding;  
  • Aligning Country Office capacities with delivering the new Country Programme.

The Country Programme is being implemented through 40-45 projects in partnership with the central Line Ministries, state departments with geographical presence in almost all States and UTs, CSOs, private sector and select UN agencies.  As of 31 May 2020 the Country Programme expenditure is 25 per cent against the total Country Programme indicative budget 2018-22. The Country Programme has so far mobilized 80 per cent of the indicative noncore resources target of USD 319million for the period 2018-22.

Current Changing Context

COVID-19 is an unprecedented health and development crisis that poses an immediate threat to hundreds of millions of people in India while jeopardizing the tremendous gains made in reducing the poverty. The epidemic is overloading vulnerable health systems and overtaxing frontline health workers. At the same time, the efforts required to contain its spread have severely impacted lives and livelihoods and stalled economic activity. Informal workers and people who are on the fringes are highly vulnerable to falling into poverty or facing deepening poverty, hunger, illness, homelessness and social stigma.

UNDP is supporting India’s COVID response by contributing to strengthening health systems, mitigating social and economic impacts, and assisting multisectoral planning and coordination at state level. Working in collaboration with WHO, UNDP is helping to procure medical supplies, support biomedical waste management and build capacities among health professionals. In collaboration with state governments, civil society, the private sector and UN agencies, UNDP also helps strengthen access to social protection among the urban poor, tribal communities, marginalized women and youth, disadvantaged castes and groups, waste collectors, construction workers, migrants and returnees. Drawing on a longstanding experience in supporting governance institutions, UNDP is assisting multisectoral planning of response and recovery efforts and bolstering inclusive outreach to vulnerable communities. UNDP intends to fully leverage its existing programme, staff and technical capacities and most importantly partnerships at the central and state levels to roll out the response and recovery measures and strengthening government’s capacities for effective planning, coordination and implementation.  The MTR will review UNDP India’s response and provide strategic and practical recommendations going forward.

Duties and Responsibilities

Mid Term Review Purpose and Objectives

The overall objective of the Mid Term Review (MTR) is to take stock of the progress in achieving the results of the Country Programme, its relevance, efficiency and effectiveness of strategies and interventions in light of the development priorities, and emerging development issues including in the context of COVID-19 impact at the national and sub-national level. Specifically, the review will:

  • Assess contribution of the Country Programme 2018-22 including through policy engagement towards the achievement of the national development priorities and objectives within the framework of three Outcome areas as above and the UNSDF;
  • Verify key results achieved, analysis of key factors that have contributed to the achievement or non-achievement of intended outputs and results;
  • Review strategies and programme performance including cross sectoral approach / linkages and analyze resource mobilized under the respective outcome areas;
  • Identify mid-course adjustments, if any, required for the remaining period to ensure strategic positioning and relevance of the Country Programme;
  • Provide strategic direction, identification of lessons learned, best practices and actionable strategic recommendations including in the context of UNDP’s COVID response and recovery framework towards 2030 to feed into the formulation of the next Country Programme 2023 – 2027.

The primary audience for the use of MTR findings and recommendations will be UNDP India. The MTR outcome will inform UNDP’s partnerships with the government at national and sub national level and key development partners.

Scope of Work

2020 is the year for a Mid Term Review of UNDP’s work outlined in the GOI-UNDP CPD 2018-22. The MTR will cover the work undertaken during the period January 2018 to June 2020 and provide an initial assessment of the progress and contribution of UNDP to the development results set out in the CPD results framework 2018 – 22. Further, the MTR will cover and be informed by areas or issues of special focus such as innovation, integration, partnerships, acceleration, and localization of the 2030 development agenda and the SDGs. The scope of the work is to provide strategic recommendations including in the context of emerging priorities and lessons learnt to feed into the process of developing the new UNDP India Country Programme, and to carry out mid-course adjustment for the remaining period of the ongoing Country Programme. 

Review Criteria and key guiding questions

The MTR will be conducted in line with the four OECD-DAC evaluation criteria and UNDP Evaluation Guideline 2019: (a) relevance; (b) effectiveness; (c) efficiency; and (d) sustainability of development results. Gender equality and social inclusion will be addressed in all Outcome areas as a cross-cutting criteria.

Relevance: This will examine the relevance of the Country Programme in line with the national development priorities, evolving context and opportunities, partnership environment, achievement of the SDGs in the country, alignment with the UNDP Strategic Plan 2018 -21 and specific measures, if any, that will require to be undertaken to ensure full alignment and impact. In doing so, review the theory of change, UNDP’s comparative advantage and strategic positioning including policy engagement etc will be considered. Considering the emerging COVID 19 crisis, it would be useful to assess the extent that this Country Programme is appropriately responsive to the needs of the national and sub-national constituents and changing development partner priorities. 

Effectiveness: This will look into what extent has the Country Programme achieved output results and evidence of their contribution to the outcomes. In doing so, the review will inter-alia look at whether the principles of leaving no one behind including gender equality were applied, the requisite capacity enhancement of the national and sub-national counterparts took place, leveraging resources and capacities, whether cross cutting approaches such as partnerships, innovations and acceleration, south-south cooperation etc were adequately considered. The review will also look into the programme areas most relevant and strategic for UNDP to scale up or consider going forward.

Efficiency: This criteria looks into what extent the programme results obtained justifies the efficient use of resources (financial and human) and if there is alignment between what has been expended (resource wise) and what has been achieved. Other considerations such as quality and timeliness of the results, value for money, partnership strategies and resource mobilization, use of programming and partnership modalities conducive to the delivery of programme outputs, adequate oversight and monitoring mechanisms, extent to which UNDP policies, processes and decision making have contributed to the achievement of the Country Programme results. The Country Office business processes to support the timely implementation of programming particularly in the context of the COVID crisis may also be considered.

Sustainability: This will look into what extent did UNDP establish mechanisms to ensure the sustainability of the results attained including capacities of national and sub national partners, institutional mechanisms including sustainability and transitioning strategies in place to sustain the programme results. The MTR can look into the longer-term projects and review progressive growth and evolution of the projects to assess improvement in capacities of national partners. It also assesses, among others, to what extent do strategic partnerships exist with other national and sub national institutions, COS/NGOs, UN agencies, private sector and development partners to sustain the attained results and to what extent have partners committed to providing continuing support.

Guiding questions will need to be further refined by the MTR external team and greed with UNDP.

Methodology

The MTR will be guided by the purpose, scope and objectives outlined above. The MTR should employ a combination of both qualitative and quantitative evaluation methods and instruments. The MTR should employ a participatory approach whereby interviews with key stakeholders will provide and verify the substance of the findings. Information will be triangulated (i.e. verified from different sources) to the extent possible, and when verification is not possible, the single source will be mentioned. Analysis leading to the evaluative judgements should always be clearly spelled out. The limitations of the methodological framework should also be spelled out in the review reports.

 

The following methodologies for data collection are expected to be applied during the MTR:

  1. Desk review of key programme documents and relevant sources of information;
  2. Semi-structured interviews, questionnaires with key stakeholders as agreed in the inception report;
  3. Regular consultations with the UNDP India senior management and MTR Reference Group;
  4. In addition, any necessary methodologies for ensuring that the MTR addresses the Country Programme multi-faceted nature of work, changes in programming context and needs of vulnerable groups in the CPD.

 

The final methodological approach including interview schedule, questionnaire, and data to be used in the MTR will be clearly outlined in the inception report and be fully discussed and agreed between UNDP and the MTR external team.

 

The MTR will be divided into three stages:

 

Stage I: Planning Phase (will be conducted remotely)

With the COVID 19 crisis, ensuring the safety of the MTR teams, Phase 1 of the MTR will be conducted remotely / virtually by the MTR external team which includes remote arrangements to conduct five key tasks (a) desk review of key documents and relevant sources of information; (b) context analysis in which the Country Programme has been operating since its inception in 2018 and current evolving context (e.g. COVID crisis); (c) finalize inception report; (d) design of MTR methodology, tools and questionnaires; and (e) orientation of UNDP Country Office team on the MTR process, methodology, timelines etc. The Inception Report will be finalized after it has been reviewed and cleared by the UNDP India MTR Reference Group.

 

Stage II: Validation (virtual or on site/ face to face subject to the COVID 19 pandemic situation and the uncertainties around travel etc.)

 

Option 1: Virtual validation

Consultations with and inputs from various stakeholders will be critical to feed into and validate the programme contribution and results. In case of travel and movement restrictions, the MTR team will collect data and seek inputs and feedback virtually through relevant web-based surveys, virtual meetings, electronic exchanges etc with key government partners, CSO, private sector, donors, implementing partners, project beneficiaries, UN and other development partners as well as internally with programme and project teams. Photographs, videos, satellite imagery etc could be used to gather data & evidence. Based on the methodology, analysis plan and desk review, the external MTR team will identify stakeholders for data collection in consultation with UNDP and finalize the check list with identified areas of query.  To the extent possible efforts will be undertaken to gather feedback from the project beneficiaries to ensure the voices of all groups including the vulnerable and marginalized will be taken into account.

 

Option 2: On-site or face to face validation

If the COVID 19 situation permits, the MTR external team will visit select field sites identified by UNDP to undertake in-depth interviews with government stakeholders both at national and state level, development partners, stakeholders involved in programme and project implementation and beneficiaries, discussion with UNDP Team Leaders, programme and project teams.  Focus Group Discussions to be held wherever appropriate (specially recommended for beneficiaries). All interviews should be undertaken in full confidence and anonymity.

 

Stage III: Analysis, Debriefing and Report Writing (Remotely  or in UNDP premises in New Delhi subject to the COVID situation and uncertainties around travel etc.)

 

Upon completion of the desk review and data collection, the MTR external review team will analyze all information and develop a draft MTR report for the UNDP India CO. The external review team is required to ensure validity, credibility and reliability of data including through triangulation of the various data sources. Prior to the drafting of the MTR report, the MTR external team will debrief UNDP programme and management teams with preliminary findings ensuring that they are based in evidence. Debriefings with key stakeholders will be organized virtually or face to face where possible.

The draft report including the recommendations will be shared with staff and the management for their feedback, inputs and address any factual errors. Following the revision of the draft report, a workshop (or virtual equivalent) will be organized with internal and external stakeholders facilitated by the external review team to share and validate the draft report. The outcome of this workshop will be incorporated in the MTR final report. The key findings in the final report will also be presented by the external MTR team to UNDP’s Country Programme coordinating agency in the government / Ministry of Finance and key government partners and at the UNDP India Strategic Planning Meeting.

MTR Process Management and Timelines:

Under the guidance and oversight of the UNDP Resident Representative and Deputy Resident Representative (Programme), the Monitoring and Evaluation Analyst with support from M&E Associate will be responsible for overseeing the MTR process and ensure quality and timeliness of the deliverables. An MTR Reference Group comprising UNDP senior management, programme and operational team leads and key programme and project staff will support the MTR process and give comments and directions at key stages of the MTR process. The Group will review the MTR deliverables for quality and completeness and request for adjustments from the external MTR review team as needed. The external MTR review team is expected to present drafts and final findings and recommendations first to UNDP Senior Management and the MTR Reference Group. The MTR Reference Group will review and clear the draft reports and final findings and recommendations.

 

The duration of the MTR will be 30 days during August – 16 October 2020. If the COVID 19 situation permits, the MTR review team will be based in UNDP India Country Office, New Delhi with field visits to select project sites and meetings with partners. If travelling is not possible and safe due to the Pandemic, the MTR will be conducted virtually.  The estimated person days and schedule proposed is as follows:

 

Deliverable / Outputs

Estimated days to complete

Desk review and analysis

 5 days

MTR inception report with final design, methods and tools and presentation / de-brief to senior management followed by presentation to staff

 3 days

Stakeholder interviews, data collection and analysis

 6 days

MTR Draft Report

 4 days

Debrief on draft findings and recommendations to the management and MTR Reference Group 

 2 days

MTR second report incorporating feedback and presentation to staff

 2 days

Stakeholder de-brief meeting 

 1 day

MTR final draft and presentation to management and MTR Reference Group

 2 days

MTR final report

 3 days

Presentation to a) programme coordinating agency/Ministry of finance and key government partners and b) UNDP India Strategic Planning meeting

 2 days

Total

 30 days

The multiple reviews and revisions may be necessary for the draft report, and the final payment will be made to the Consultants only when UNDP senior management approves the final MTR report and findings shared with stakeholders. Comments will be incorporated as deemed appropriate by the MTR team. A ‘Response to comments matrix’ will be prepared by the MTR team to show how comments received have been dealt with in the Final MTR Report. The process is considered complete once the final report is approved by UNDP and the final findings and recommendation presented to the stakeholders.

MTR Key Deliverables:

  • Inception report (6-8 pages max) including key questions and tools.
  • Draft MTR Report (30 – 35 pages max) excluding annexures. The report should be strategic, future-oriented, results-driven and analytical. The report should also include a tabulated summary of strategic progress overview against each CPD Output, and adjusted / aligned CPD Results Framework table).
  • Final MTR Report including a final tabulated summary of strategic progress overview against each CPD Output, and adjusted / aligned CPD Results Framework matrix.
  • Presentation deck for a) Stakeholder briefing; b) Programme coordinating agency/Ministry of Finance and key government partners and c) (Internal) Strategic Planning Meeting.

Competencies

MTR Team and Competencies:

Functional:

The MTR team will comprise of 4 team members (all national) as follows:

  • One Lead Consultant  who will be the overall lead to coordinate and manage the mid-term review with the MTR team in accordance with the objective, scope, quality and timely submission of the deliverables; provide strategic guidance; consolidate, review, quality assure, and finalize the MTR reports and deliverables; lead discussions, presentations and sharing of key findings to the government and other stakeholders; and lead briefing meetings and presentations to UNDP India team, The Lead Consultant should have Master’s degree (Phd would be an advantage) in social sciences, political science, economics, public administration, or relevant field with at least 10 years of broader development experience in UNDP India Country Programme context, good understanding of the SDGs of the 2030 Agenda for sustainable development, rights-based approach, gender equality, inclusion and related cross cutting development issues. The Lead Consultant should have proven experience in assessing, evaluating, reviewing development programmes. Experience of evaluation of programmes with international organizations preferably UN / UNDP is desirable. Please refer to the section below on key technical and core competencies of the MTR team.

 

  • One Consultant to review the CPD Outcome 1 “Institutional and systems strengthening for service delivery”. The Consultant should have Master’s degree in social sciences, economics, public administration or relevant field with at least 8 years of development expertise in Governance, Public Policy, Systems Strengthening with a particular focus on health sector and a good understanding of SDGs, rights-based approach, gender equality, inclusion and related cross cutting development issues. The Consultant should have proven experience in assessing, evaluating, reviewing development programmes and projects. Experience of evaluation of programme and projects with international organizations preferably UN / UNDP is desirable.  Please refer to the section below on key technical and core competencies of the MTR team.

 

  • One Consultant to review the CPD Outcome 2 “Inclusive Growth”. The Consultant should have Master’s degree in social sciences, economics, public administration or relevant field with at least 8 years of development experience in inclusive growth, sustainable livelihoods, poverty reduction with leaving no one behind perspective, and a good understanding of the SDG framework.  The Consultant should have proven experience in assessing, evaluating, reviewing development programmes and projects. Experience of evaluation of programme and projects with international organizations preferably UN / UNDP is desirable. Please refer to the section below on key technical and core competencies of the MTR team

 

  • One Consultant to review the CPD Outcome 3 “Energy, Environment and Resilience”. The Consultant should have Master’s degree in environmental sciences, social sciences, economics, or relevant field with at least 8 years of development experience in energy, environment, climate change, natural resource management and a good understanding of SDGs framework, gender equality, inclusion and related cross cutting development issues. The Consultant should have proven experience in assessing, evaluating, reviewing development programmes and projects. Experience of evaluation of programme and projects with international organizations preferably UN / UNDP is desirable. Please refer to the section below on key technical and core competencies of the MTR team

 

Key technical and core competencies of the MTR team:

  • Knowledge of the political, social, cultural, and economic context of the Country; Ability to lead informed and strategic discussions with government counterparts and stakeholders;
  • Ability to undertake gender sensitive review and analysis and demonstrated understanding of issues related to gender-mainstreaming and other cross cutting development issues;
  • Knowledge of qualitative and quantitative evaluation methods; Proven experience in data analysis as well as report writing; ensuring the triangulation of the findings, obtaining strong evidence for the analysis of information from multiple sources;
  • Strong analytical skills (quantitative and qualitative) and strong ability to communicate and summarize this analysis in writing; maintaining comments and feedback matrix; Proven ability to produce high quality reports;
  • Experience of conducting stakeholder interviews and collecting data remotely;
  • Ensuring comments and feedback of the stakeholders is sufficiently addressed in the draft and final reports. Thematic / Outcome Consultants to provide inputs to the consolidated draft and final MTR report and join the Lead Consultant in presentations and sharing of key findings to the government and stakeholders, briefing and debriefings with UNDP India team;
  • Deliver the agreed MTR products to the right standard and quality;
  • Excellent inter-personal, teamwork and communication skills;
  • Flexibility in remote working arrangements and experience of conducting stakeholder interviews and collecting data remotely;
  • Openness to change and ability to receive and integrate feedback;
  • Excellent report writing, presentation and editing skills in English;
  • Keep to the standards and ethical principles in line with UNEG norms and standards and Ethical Guidelines. 

The Consultants must be independent from any involvement in designing, executing or advising any aspect of the intervention that is the subject of the Mid-term review.  To this end, interested Consultants will not be considered if they were directly and substantively involved, as an employee or Consultant, in the formulation of UNDP strategies and programming relating to the CPD under review. 

Payment Schedule:

S. no.

Deliverables

Percentage to be released

  1.  

Finalized Inception report 

20%

  1.  

Draft report will all comments incorporated

30%

  1.  

Final report duly cleared and approved by UNDP management 

30%

  1.  

Final Presentation to a) key government partners; and b) UNDP India Strategic Planning Meeting

20%

Required Skills and Experience

Evaluation Method & Criteria:

The consultant would be selected based on the following criteria:

Technical: 70 points

Financial: 30 points

Criteria for Technical Evaluation would be as under:

*  Educational Qualification, relevant development and work experience – 50 marks

*  Technical Proposal – 20 marks

Technically qualified consultants will be requested to submit their daily fee rate i.e. consultants who score more than 70% i.e. 49 marks with respect to the above-mentioned evaluation criteria. Consultant should not specify their consultancy fee on their CV or with the submission. The CV will not be evaluated further in case the consultant submits the same.

The Consultant is required to submit the following documents, in a single combined PDF file, as the system has provision for uploading only one attachment:

 

-        Indicate upfront the position for which you are applying (i.e. Team Lead; CPD Outcome 1 with title; CPD Outcome 2 with title; or CPD Outcome 3 with title)

-        Personal CV with relevant experience to the TOR; and at least 3 professional references 

-        Short technical proposal (max 2-pages) including methodology, approach & assessment criteria, process followed, data collection and analytical tools.

-        No Financials (Daily Fee) to be submitted at this stage.

Mid Term Review Ethics:

This MTR will be conducted in accordance with the principles outlined in the United Nations Evaluation Group (UNEG) ‘Ethical Guidelines for Evaluation’. The Consultants must safeguard the rights and confidentiality of information providers, interviewees and stakeholders through measures to ensure compliance with legal and other relevant codes governing collection of data and reporting on data. The Consultants must also ensure security of collected information before and after the evaluation and protocols to ensure anonymity and confidentiality of sources of information where that is expected. The information knowledge and data gathered in the evaluation process must also be solely used for the evaluation and not for other uses with the express authorization of UNDP and partners.

 

The Consultants will be held to the highest ethical standards and are required to sign a Code of Conduct upon acceptance of the assignment.

 

List of Appendixes enclosed:

1.     CPD Results and Resources Framework 2018-2022

2.     Inception report structure / outline

3.     MTR final report content structure / outline

4.     MTR Matrix

5.     Response to MTR comments matrix

6.     List of key documents to be reviewed

7.     List of partners / stakeholders 

8.     UNEG Ethical Guidelines for Evaluation - can be provided at the time of signing the contract.

 

Appendix -1

Country Programme Results and Resources Framework:

 

Country Programme Outcome 1: Institutional and systems strengthening for service delivery

 

UNSDF Priority Area:  By 2022, there is improved and more equitable access to, and utilization of, quality affordable health, nutrition, and water and sanitation services.

Related Strategic Plan Outcome (2014-2017)[1]: Countries have strengthened institutions to progressively deliver universal access to basic services.

 

UNSDF outcome indicator(s), baselines and target(s)

 

Indicative Country Programme Outputs (including indicators, baselines and targets)

Indicative resources by Outcome area (in USD)

UNSDF Outcome 1

1.2. Number of states/Union Territories providing multiple services through single point of access at the local level.

Baseline: 0

Target: 10

 

1.4. Number of states in which gram panchayat prepare integrated development plans oriented to SDGs.

Baseline: 0

Target: 10

 

1.5. Number of states implementing digital or other innovations in public service delivery.

Baseline: 0

Target: 10

 

UNSDF Outcome 3

3.1. Percentage children under five years of age who are stunted

Baseline: 38.7%

Target: 27.9% (40% reduction as per global target)

 

Output 1.1: Institutions strengthened to support implementation and monitoring of the SDGs.

Indicator 1.1.1: Number of states in which Gram Panchayats prepare integrated plans focusing on SDGs.

Baseline: to be established; Target: 10 additional

 

Output 1.2: Systems strengthened for increased access to entitlements, services, justice and finance.

Indicator 1.2.1: Number of states/Union Territories integrating access to legal aid through common service centers

Baseline: 10; Target: 15

 

Output 1.3: Improved efficiency and effectiveness in public health systems for service delivery benefitting women and the poor.

Indicator 1.3.1: Number of states covered through health systems strengthening benefitting women and the poor.

Baseline: 12; Target: 36

 

Output 1.4: Increased provision of digital government services to citizens.

Indicator 1.4.1. Number of states with services linked to single window national services portal providing digital services.

Baseline: to be established; Target: 8 additional

 

Output 1.5: Partnerships forged between government, private sector, multilateral and bilateral agencies, vertical funds, Corporate Social Responsibility (CSR) and foundations that provide innovative and effective new development solutions that harness South-South opportunities.

Indicator 1.5.1: Number of new partnerships and/or South-South innovations.

Baseline: to be established; Target: 3 additional

 

 

Regular

11 million

 

Other

72.49 million

 

Total: 83.49 million

 

Country Programme Outcome 2: Inclusive growth

UNSDF Priority Area: By 2022, institutions are strengthened to progressively deliver universal access to basic services, employment, and sustainable livelihoods to the poor and excluded, in rural and urban areas.

 

Related Strategic Plan Outcome (2014-2017): Growth and development are inclusive and sustainable, incorporating productive capacities that create employment and livelihoods for the poor and excluded.

 

 

UNSDF outcome indicator(s), baselines and target(s)

 

Indicative Country Programme Outputs (including indicators, baselines and targets)

Indicative resources by Outcome area (in USD)

UNSDF Outcome 1

1.6. Number of documented, replicable models demonstrating integrated/sectoral development solutions for vulnerable groups.

Baseline: 0; Target: 30

 

1.8. Percentage increase in the number of poor households in selected states having access to improved, context relevant housing.

Baseline: Assam:0; Target: 30%

Baseline: Odisha:0; Target: 30%

 

1.9. Number of new partnerships for social housing and related skills development formed between government, private sector, vertical funds and foundations.

Baseline: 0; Target: 10

 

1.11. Percentage of scheduled tribes and other forest dwelling women with access to forest land for habitation, cultivation and forest- based livelihoods.

Baseline: 17.8 Lakhs; Target: 30%

 

UNSDF Outcome 4

4.2. (a) Number of new entrepreneurs benefited from the Government’s new policy initiatives such as Start-Up India, Stand-Up India and Skill India

Baseline: tbd; Target: tbd

 

4.8 Number of states adopting skills and entrepreneurship development policies and reporting an increase in budgetary spending.

Baseline: tbd; Target: tbd

 

Output 2.1: Models with large-scale replicability, integrating employability, skilling, employment and entrepreneurship targeting women and poor people are developed.

Indicator 2.1.1: Number of states providing career counselling in state-run educational and vocational establishments targeting women and poor.

Baseline: 2 states; Target: 5 states

Indicator 2.1.2: Percentage increase in the ownership of enterprise by women from marginalized communities.

Baseline: 1.4% (national level); Target: 3% in select states.

Indicator 2.1.3: Number of collectives of poor producers initiating and continuing access to capital and risk management through new modes of financing.

Baseline: To be established; Target: 10 new collectives

 

Output 2.2: Poor and vulnerable have the capacity, options and opportunities to move out of deprivation.

Indicator: 2.2.1: Number of replicable models demonstrating integrated/sectoral development solutions for women, poor, vulnerable groups, particularly in tribal, mining and Left-Wing Extremism areas.

Baseline: To be established; Target: 20.

Indicator 2.2.2: Percentage increase in vulnerable groups obtaining tangible benefits from enabling legislations and schemes (segregated by vulnerable groups).

Baseline: to be established; Target: 30%

Indicator 2.2.3: Percentage increase in poor gaining access to improved, context relevant housing.

Baseline: To be established; Target: 20%.

 

Output 2.3: Partnerships for skill development and integrated housing solution forged between government, private sector, multilateral and bilateral agencies, vertical funds, CSR and foundations.

Indicator 2.3.1: Number of new partnerships with private sector facilitated by UNDP in skill development and integrated housing solutions.

Baseline: 5 (skills development); Target: 15

Baseline: To be established (integrated housing solutions). Target: 5 additional

 

 

Regular

8.02 million

 

Other

76.32 million

 

Total: 84.34 million

 

Country Programme Outcome 3: Energy, environment and resilience

UNSDF Priority Area: By 2022, environmental and natural resource management is strengthened, and communities have increased access to clean energy and are more resilient to climate change and disaster risks.

 

 

Related Strategic Plan Outcome (2014-2017): Countries are able to reduce the likelihood of conflict, and lower the risk of natural disasters, including from climate change.

 

 

 

UNSDF outcome indicator(s), baselines and target(s)

 

Indicative Country Programme Outputs (including indicators, baselines and targets)

Indicative resources by Outcome area (in USD)

UNSDF outcome 6

6.1 Annual reduction in tons of CO2 (tCO2/year) in line with the nationally determined contribution and commitments under UNFCCC.

Baseline:0.5 million (2018)

Target:1.5 million CO2 (2022)

 

6.2 Extent of implementation of HCFC phase-out management plan

Baseline:10% (2018)

Target:35% (2022)

 

6.3: Number of state governments adopt and implement climate adaptation and disaster risk reduction strategies in line with the Sendai Framework.

Baseline:2 (2018)

Target:6 (2022)

 

6.4 Terrestrial, coastal and marine areas protected, restored or managed through integrated programmes for ecosystem resilience and community-based climate adaptation.

Baseline:19 lakh hectares (2018)

Target: 21 lakh hectares (2022)

 

6.5 Integrated approaches adopted to reduce pollution and environmental degradation with a focus on chemicals and waste management.

Baseline: 0 (2018)

Target: tbd (2022)

 

6.6 Enhanced energy access within vulnerable communities.

Baseline: 0 (2018)

Target: tbd (2022)

 

Output 3.1: Effective institutional, legislative and policy frameworks in place to enhance the implementation of climate change and disaster risk reduction at national and subnational levels.

Indicator 3.1.1: Number of national, state and sectoral disaster risk reduction and climate change strategy/action plans that also address gender considerations implemented.

Baseline: 2 Target: 10

 

Output 3.2: Effective solutions developed at national and subnational levels for sustainable management of natural resources and ecosystems, ozone depleting substances, chemicals and wastes.

Indicator 3.2.1 Number of policies and programme promoting sustainable livelihoods and incorporating gender responsive strategies for natural resources and ecosystems management.

Baseline: 4; Target: 7

Indicator 3.2.2: Number of scalable initiatives incorporating improved management of ozone depleting substances, chemicals and/or wastes

Baseline: 2; Target: 4

 

Output 3.3. Inclusive and sustainable solutions adopted to achieve increased energy efficiency and universal clean energy access.

Indicator 3.3.1: Underserved, poor communities and women benefiting from new partnerships with funding for sustainable energy solutions.

Baseline: 0.1 million (2018); Target: 1.03 million

Indicator 3.3.2: Number of sectors upscale energy efficiency, and/or renewable energy coverage.

Baseline: 5; Target: 10

 

Output 3.4: Blended finance mechanisms developed to strengthen sustainable energy and environment solutions.

Indicator 3.4.1: Number of blended finance mechanisms developed, and funds mobilized.

Baseline:1; Target: 4

 

 

Regular

11 million

 

Other

170.26 million

 

Total: 181.26 million

 

Total

 

Regular + Other: 349.09 million

 

Appendix 2

Inception report structure / outline

Following the contracting, the MTR external team will prepare a brief inception report that contains:

·       Background and context illustrating the understanding of the programme and outcome areas to be reviewed;

·       MTR objectives, purpose and scope. A clear statement of the objectives of the MTR and main aspects or elements of the initiative to be examined;

·       MTR review criteria and questions. The criteria the MTR will use to assess programme  performance and rationale. The stakeholders to be met and interview questions should be included and agreed as well as a proposed schedule for field site visits and / or virtual interviews;

·       Clear approach, methodology and data collection tools on the basis of which the programme will be reviewed with a description of data-collection methods, sources and analytical approaches to be employed, including the rationale for their selection (how they will inform the MTR) and their limitations; 

·       Clear review framework including a detailed list of review questions for each of the thematic areas/outcomes, sources/methods of data collection, and list of key stakeholders and other individuals, who should be consulted, developed with the assistance of the UNDP India team, including main line of interview questions for each of the stakeholder groups;

·       Details of how cross-cutting issues required to be evaluated, considered and analysed throughout the MTR process. The description should specify how methods for data collection and analysis will integrate gender considerations and ensure inclusion of diverse stakeholders, including the most vulnerable where appropriate;

·       Schedule of key milestones, list of activities, deliverables and responsibilities / division of tasks including the MTR stages (desk review, data collection, data analysis and reporting);

·       Outline of the MTR draft / final Report with table of content, tables and Annexes;

·       List of documents that will be reviewed and consulted by the review team;

·       List of stakeholders to be consulted during the MTR process.

Appendix 3

MTR final report structure / outline  

The key product expected from this MTR is a comprehensive analytical report in English, meeting the required criteria outlined for objective, scope, structure and content. The report should be strategic, future-oriented, results-driven and analytical and should, at least, include the following content:

·       Table of contents

·       List of acronyms and abbreviations

·       Executive summary

·       Introduction

·       Description of interventions

·       Scope and objectives; description of the review methodology; data analysis

·       An analysis of the situation in line with the scope of the MTR

·       Outcome wise key results and findings including a tabulated summary of strategic progress overview against each CPD Output under each Outcome area; and an adjusted / aligned CPD Results Framework table

·       Overall Key findings

·       Conclusions

·       Recommendations

·       Lessons learned

·       Annexes include but not limited to: TOR, field visits, list of partners and stakeholders consulted and interviewed, questionnaires and other tools followed, list of documents reviewed, list of UNDP managers and project staff consulted and interviewed, and Others as deemed necessary by the MTR team to support the MTR findings and recommendations in the final MTR Report

Appendix 4

MTR Matrix

Review Criteria

Key Questions

Specific sub questions

Data sources

Data collection methods / tools

Methods of data analysis

 

 

 

 

 

 

 

Appendix 5

Response to comments matrix

Chapter and section number

Paragraph number / line number

Comments

MTR team response and /or action taken 

 

 

 

 

 

Appendix 6

List of key documents to be reviewed. This would include a review of inter alia

 

-        UNDP Strategic Plan (2018-2021)

-        UN India Sustainable Development Framework 2018-22

-        UNDP India Country Programme and results framework 2018-22

-        Country Programme Evaluation Report 2013-17

-        GOI report on Localising SDGs: Early Lessons from India 2019

-        GOI report on SDG India Index and Dashboard 2019 -20

-        GOI Voluntary National Report on SDGs (2020)

-        UN Framework for the Immediate Socio-Economic Response to COVID 19

-        UNDP Corporate COVID Response and Recovery Framework

-        UNDP India COVID impact analysis to inform our programme

-        Project documents and annual work plans 

-        Results Oriented Annual (Programme) Reports (ROAR) 2018 and 2019

-        Programme strategic planning and review minutes

-        Project mid-term reviews and evaluation reports for the period under review

-        Project Steering Committee minutes

-        Project quarterly and annual progress reports

-        Country Programme Management Board minutes

-        Donor contribution agreements and donor progress reports

-        Other documents as relevant

 

Appendix 7

List of partners / stakeholders 

 

-        Department of Economic Affairs, Ministry of Finance

-        NITI Aayog

-        Line ministries

-        State governments

-        Donors

-        UN agencies

-        Private sector and Foundations

-        Research institutions / Academia / think tanks

-        CSOs / NGOs

-        Project beneficiaries  

 

UNDP India

-        Management Team and Team Leaders

-        Programme and project staff

[1] At the time of UNDP CPD formulation, the UNDP Strategic Plan 2018-21 was under approval. Therefore, the CPD used the Strategic Plan 2014-17 Outcome areas. However, it may be noted that the CPD results framework is aligned with the new strategic plan framework (2018-21) in UNDP’s online Corporate Planning System. 

Note:

  1. Any kind of miscellaneous charges i.e. internet, phone, relocation charges etc. would not be reimbursed.

  2. Travel, lodging and boarding as per UNDP rules subject to prior approval

  3. Individuals working with institutions may also apply, contract would be issued in the name of institution for the specific services of individual

For any clarifications, please write to manikandan.srinivasan@undp.org   

Note - The following documents can be accessed by clicking the link:

General Conditions for Individual Contract-http://www.in.undp.org/content/dam/india /docs/procurement/UNDP%20General%20Conditions%20for%20Individual%20Contracts.pdf

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. UNDP does not tolerate sexual exploitation and abuse, any kind of harassment, including sexual harassment, and discrimination. All selected candidates will, therefore, undergo rigorous reference and background checks.
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