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Consultant, Mid-Term Programme Evaluation

Kabul (Afghanistan)

  • Organization: UN-Habitat - United Nations Human Settlements Programme
  • Location: Kabul (Afghanistan)
  • Grade: LICA-2, Local Individual Contractors Agreement - Administrative support
  • Occupational Groups:
    • Economics
    • Project and Programme Management
    • Public Policy and Administration
  • Closing Date: 2019-10-17

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BACKGROUND

The United Nations Human Settlements Programme is the United Nations agency for human settlements. UN-Habitat’s goals are well-planned, well-governed, and efficient cities and other human settlements, with adequate housing, infrastructure, and universal access to employment and basic services such as water, energy and sanitation. UN-Habitat work is guided by a medium-term strategy approach for successive six-year periods. The current strategic plan covers 2014 to 2019.

 

UN-Habitat has offices at regional and country level and implements projects in Afghanistan through its country office in Kabul and the Regional Office for Asia and the Pacific in Fukuoka, Japan. Since 1992, UN-Habitat has been working in Afghanistan in partnership with communities and the government. UN-Habitat is working with the Government of Afghanistan and local authorities on various projects on policy support and institutional strengthening. 

 

Afghanistan context

Afghanistan’s on-going urbanization is rapidly transforming the country’s demographic, social, cultural, and economic spheres, and presents an immense opportunity for propelling the country towards growth, prosperity and peace-building. The country’s urban transition has already commenced with a third of its population residing in urban areas, and by 2060, one in two Afghans will live in cities. This urban transition is occurring alongside significant quality-of-life, economic, and territorial changes which must be adeptly steered for leveraging the benefits of urbanization and minimizing negative externalities. One of the most visible phenomena in Afghan cities is displacement. More than 1 million Afghan refugees have returned to Afghanistan from neighbouring countries and Europe in the last three years. Another 1 million Afghans have been internally displaced by conflict and drought in the same period. Most returnees and IDPs choose urban areas to settle and look for work and better security, often on private or public land. Kabul city has 63 informal settlements hosting 12,000 families, mostly IDPs. Returnee/IDP settlements are typically overcrowded and lack basic services.

Rapid urbanization over the past decade in Afghanistan has undoubtedly improved the overall quality-of-life and incomes of large shares of urban residents relative to rural areas. Generally, urban residents have better access to improved drinking water source (71%), sanitation (29%), electricity (95%), literacy rate (54%), and have lower poverty headcount (29%) compared to national averages. On the other hand, serious shortcomings pertain to higher and growing income inequality (29.2 Gini index) and food insecurity (20.3% of population with calorie and protein deficiency) relative to rural areas and national averages. Furthermore, urban areas are experiencing concentrated poverty, which is not evident in the overall national poverty ratio. For instance, even with a relatively low poverty rate of 24%, Kabul province accounts for almost 1.1 million persons living in urban poverty.

 

In the absence of adequate and effective urban planning, legislative and regulatory tools, Afghan cities have taken the form of unplanned low-density urban sprawl. The most evident pitfall of rapid urbanization has been unplanned urban growth manifested in informal settlements, which account for around 70% of the built-up areas in the cities. It is estimated that one-third of urban population resides in overcrowded dwellings, which when combined with the staggering amount of informal housing demonstrates the urgency to address the critical housing deficit. The most adverse impacts of urban sprawl currently confronting Afghan cities is provision of public transportation, urban services and amenities which become cost prohibitive in low-density urban settings. Another important characteristic of Afghan urbanization is the regional imbalance in development. Specifically, the east, west-central and north-east have consistently lagged behind across all basic services, including health and education. As well, the spatial structure of Afghan cities is unbalanced, with Kabul city a clear primate city accounting for 40% of the total urban population.

 

Urban-based services in Afghanistan contribute more than 50% to the national GDP. The services sector comprising of telecommunication, information technology, transportation, retail trade, is the main contributor to the national economy. Agriculture sector’s share in the economy has been declining and currently accounts for a quarter of the national GDP. However, it must be noted that more than 90% of manufacturing sector depends on agriculture sector for inputs and raw materials, highlighting the importance of rural-urban linkages. The informal sector, which accounts for 90 percent of the economic activity, is pervasive across all cities. With 40% of the workforce considered unskilled there are few avenues for employment besides the informal sector, which is the main driver of employment with 80% of the new jobs as day labourers. While underemployment in urban areas is half of the national average, unemployment rate in urban areas (9%) is also higher than national average, reinforcing the skills mismatch and jobs in the informal economy. Youth unemployment (13.6%) and underemployment (23.4%), and low percentages of women in the labour force participation shows the untapped potential of these important human resources.

 

Description of the Programme

The Municipal Governance Support Programme (MGSP) is a municipal governance programme being implemented in alignment with the USAID-funded Kabul Strengthening Municipal Nahias Programme (KSMNP) under the umbrella City for All (CFA) programme. CFA is a flagship action of the Government of Afghanistan’s Urban National Priority Programme 2016-2025 (U-NPP), the government’s reform agenda for the urban sector.

 

MGSP started in September 2015 and covers 12 Provincial municipalities i.e.  Kabul (2 districts), Herat, Jalalabad, Kandahar, Mazar-e-Sharif, Farah, Bamyan and Nili, and 4 District Municipalities i.e. Balkh, Enjil, Spin Boldak and Mirbachakot[1].

 

The six-year programme is funded by EU and has a total budget of EUR 27.375 million. By 2021, the programme is expected to have improved the living conditions of more than 4 million Afghan men, women and children in close to 586,000 households through investments in service delivery and basic infrastructure, local economic development, jobs creation and land tenure security.

 

Programme components

The MGSP programme has three components:

(i)    Effective land management including clear property rights;

(ii)   Strategic action planning to establish a common vision for inclusive urban development and to guide   public investment for improved service delivery; and

(iii) Improved municipal governance including citizen engagement and representation.

Together, these components create the conditions for improved state-society relations, stimulating the urban economy, promoting investment, and strengthening municipal institutions.

Land Management: Land management is at the center of many of Afghanistan's urban challenges. Land-related urban challenges include land grabbing, inefficient use of land (e.g. vacant plots account for one quarter of built-up land in Afghan cities), tenure insecurity in informal settlements, limited access to suitable land for housing and for economic activity and poor land-based financing for local service delivery.

 

Weak urban land management and tenure insecurity severely constrain economic and social development. Most urban Afghans live in informal housing with little or no tenure security and poor access to basic services. Where land ownership and possession is unclear, households are reluctant to invest in dwelling improvements, local authorities do not provide services, and the private sector finds it difficult to invest in industry and job creation.

The MGSP programme is supporting 12 municipalities to survey and register all properties within their municipal boundaries (estimated at 585,876 properties). Each nahia (urban district) is mapped and divided into gozars (urban neighbourhood) and blocks. A systematic survey is conducted on each property in a block and property data stored at nahia level. Property data from all nahias will also be maintained in a central database at the Deputy Ministry of Municipalities (DMM) offices in Kabul and at ARAZI (the Afghanistan Land Authority). This will enable the municipalities to expand the number of property records for safayi (municipal service charge) and to significantly increase their revenues. It will also enable ARAZI to register properties and issue land occupancy certificates to increase tenure security and reduce land grabbing. Data from the property surveys will also be used for street addressing and house numbering which are essential for improving urban management and safety, and for increasing citizen's socio-economic inclusion.

 

Strategic Action Planning: Afghan cities have routinely produced master plans to guide urban development. Master planning as an urban planning method has not been effective to guide urban growth and maximize the potential economic benefits of private sector investment. This method takes a long time and does not involve urban residents in planning the spaces in which they live and work. Master plans are also static and do not respond to the immediate and changing social and economic needs of urban communities. When master plans have been created, they have not been financed. They have, therefore, not been implemented. As a result, urban stakeholders have had no clear vision and pathway to guide their actions, municipal interventions have been reactionary rather than pro-active, and infrastructure investments have been haphazard and uncoordinated, undermining their maintenance, expansion and utility. Also, service delivery by municipalities and line departments has been limited and has targeted only a fraction of the urban population, excluding the poorest and most vulnerable who typically fall “outside the map”.

 

The MGSP programme is supporting target municipalities to apply strategic action planning at nahia level. This urban planning approach is quicker and more cost-effective than traditional master planning. It is also action orientated, inclusive, and empowers community members to identify priority infrastructure and service delivery needs. The programme is supporting nahia offices and community-based groups to develop strategic municipal action plans (SMAPs) that reflect sound urban designing principles, involve the participation of local communities, and enhance service delivery for all urban areas including the under-serviced informal areas. The SMAPs will partly be financed by the programme through block grants at municipal, nahia and gozar levels to ensure implementation. Street addressing and house numbering will also be implemented in the target cities.

 

Municipal Finance and Governance: Afghan cities face considerable service delivery challenges due to weak urban governance and poor state-society relations. Legal and regulatory challenges, including an outdated municipal law, a much-delayed policy on the upgrading of informal settlements, and cumbersome safayi (municipal service charge) regulations have blocked legitimate sources of additional local revenues and are prone to corruption. The lack of reliable municipal finance data undermines any efforts by local authorities and line departments to plan, manage and monitor urban development, to develop targeted interventions and to develop evidence-based policy and guidelines. Capacity development and empowerment of nahia offices has largely been ignored in favour of central municipal offices. This has left the nahia offices under-resourced and under-equipped.

 

Weak municipal finance systems, including poor local revenue collection, has meant that municipal authorities do not have enough funds to start new infrastructure projects, to maintain existing ones or to deliver basic services such as waste collection and street cleaning. In addition, citizens and civil society have been largely excluded from local governance processes, compounding the already low levels of trust in state agencies. When citizens do not see how the authorities spend the taxes and fees that they pay, they lack trust in the authorities and default on payments. On the other hand, if they are involved and empowered to contribute to local development and see tangible improvements, they feel that they have a “stake in the city” and are likely to pay their dues. In fragile states such as Afghanistan, this enhanced social contract is essential to state-building and security goals.

 

The MGSP programme is supporting municipal nahias to create and maintain accurate and complete safayi records through property surveys and registration. The programme is also introducing adjustments in the municipal finance system including fairer assessment of safayi fees, more efficient and user-friendly invoicing and payment mechanisms, and new transparent and accountable expenditure management procedures that involve community representatives. The new safayi guidelines (Safayi Operational Manual) being developed by the programme is aimed at increasing municipal revenues as well as improving the relations between local government and urban residents.

 

Programme Objectives, Expected Results and Outputs

The overall objective of MGSP is to improve stability and stimulate local economic development in target municipalities through enhancing municipal governance, increasing local revenues, improving tenure security and strengthening the social contract between citizens and the state.

The specific objective is to improve tenure security and land management and administration for inclusive urban economic growth and service delivery in Kabul city.

 

The three expected results/ accomplishment[2] relate to the three components of the programme and are:

 

R1. Strengthened municipal capacities and systems for urban planning, land management and municipal revenue/finance;

R2. Improved municipal service delivery and strengthened “social contract” between citizens and municipal authorities; and

R3. Improved enabling environment for urban land management and administration, municipal governance, local economic development and service delivery.

 

The key programme outputs that will contribute to the expected results above are:

 

R1. Strengthened municipal capacities and systems for urban planning, land management and municipal revenues/finance.

Output 1. Municipalities conduct citywide land and property survey/registration, community-led validation, street addressing and house numbering

Output 2. Municipal revenues are increased through better enforcement and improved municipal finance and revenue collection systems and capacities (including in Nahia offices)

Output 3. ARAZI issues occupancy certificates to eligible households

Output 4. Municipalities undertake medium-term strategic urban planning for Local Economic Development (LED) and inclusive service delivery

 

R2. Improved municipal service delivery and strengthened “social contract” between citizens and municipal authorities.

Output 5. Municipalities deliver service/infrastructure projects in line with SMAP and CIP plans to stimulate LED

 

R3. Improved enabling environment for urban land management and administration, municipal governance, local economic development and service delivery.

Output 6. Knowledge products developed for land management, urban planning, and municipal governance provide

 


 

RESPONSIBILITIES

Mandate of the Mid-term Evaluation:

The mid-term evaluation is mandated by the donor, EU, and in line with UN-Habitat Evaluation Policy (2013) and the Revised UN-Habitat Evaluation Framework (2016) that recommend projects of four years duration and more to carry out mid-term project evaluation

 

Purpose and Objectives

The purpose of the mid-term evaluation is “to review project progress towards objectives and results, and take corrective action where required” (Project document). The evaluation determines what is working, not working and why?  It will assess the project’s progress towards achieving the project’s objectives at expected accomplishments.

 

The mid-term evaluation is an independent appraisal of the performance of the programme. It will contribute to accountability and learning. It will be used by the EU (donor), Government of Afghanistan, UN-Habitat and staff involved in planning and implementation of the programme to understand how the programme is working, and how it produces the results, and to adjust where needed. With so far. The mid-term evaluation will identify lessons learned and propose practical recommendations for follow-up during the remaining period of the project.

The key stakeholders of the evaluation and the way in which they will use the findings of the evaluation are as follows

       i.          The EU: EU will use the findings of the evaluation to assess the project’s value for their taxpayers’ funds, and to inform decisions on any further support to municipal governance including land management, urban planning and municipal finance.

     ii.          Government of Afghanistan: GoA will use the findings of the evaluation to assess the contribution of the programme to the Urban National Priority Programme (U-NPP, 2016-2025), Afghanistan’s template for urban reform under the Afghanistan National Peace and Development Framework (ANPDF, 2017-2021)

    iii.          UN-Habitat: UN-Habitat will use the findings of the evaluation to adjust programme implementation to improve efficiency, effectiveness and sustainability.

The objectives of the mid-term evaluation are to:

    iv.          Assess the implementation progress made towards achieving the expected results;

      v.          Assess the relevance, effectiveness, efficiency, sustainability and impact outlook of the programme in supporting target municipalities and nahias in improving land management, urban planning and municipal finance;

    vi.          Analyse how cross -cutting issues, gender equality, human rights, youth and climate change principles have been integrated in the programme implementation.

  vii.          Identify lessons learned especially in technical capacity building, institutional coordination, monitoring and evaluation, risk analysis and planning, anti-corruption measures and reporting, and including any adjustments that might be necessary;

 viii.          Recommend strategic, programmatic and management consideration for implementing the remaining part of the project with particular emphasis on (a) the mode for provision and utilization of external funding support and for future funding; and (b) municipal approach for implementation of activities.

Scope and Focus

The mid-term evaluation is expected to assess results/achievements made so far, performance, risks/challenges and opportunities through an in-depth evaluation of completed and on-going activities of the project.  The mid-term evaluation will cover the programme period between September 2015 and September 2019. It will include all aspects of cross cutting issues of gender equality, human rights approach, youth and climate change.

 

Evaluation Questions based on Evaluation Criteria

The evaluation will use the following evaluation criteria:

  1. Relevance (responsiveness to needs and priorities);
  2. Effectiveness (sustainable progress towards the achievement of expected results);
  3. Efficiency (how efficiently the programme has been implemented in terms of quality, budget and timeframe);
  4. Sustainability (sustainability of project effects resulting from programme activities)
  5. Cross cutting issues

In order to achieve the main objectives of the evaluation, the following evaluation questions will be answered (answers to these questions will include gender disaggregated responses where possible).

 

Relevance

·        Is the project consistent with the EU Country Strategy for Afghanistan and UN-Habitat strategies?

·        To what extent is the UN-Habitat and EU-supported work aligned to current national priorities (U-NPP, ANPDF, etc) and needs and how does it address critical gaps?

·        What is the relevance of the programme to beneficiaries (national stakeholders and the targeted municipalities and communities (nahias)?

Effectiveness

·        What is the progress in delivery of activities and outputs contributing towards the achievement of the expected results?

·        Which factors and processes are contributing to achieving or not achieving the expected results (internal and external factors)?

·        How appropriate and effective are the partnerships and other institutional relationships with partners in which the operations of the project are engaging?

·         To what extent does the EU support have a catalytic effect in terms of attracting additional development funding commitments either from government or other external sources?

·        To what extent has national capacity been strengthened so far through this programme?

·        To what extent has the GoA’s human resource capacity been developed to fulfill the required functions?

·        To what extent are monitoring and reporting on the implementation of the project timely, meaningful and adequate? Are there any monitoring documentation available on how Afghan citizens are being affected by the programme?

·        To what extent are audits and anti-corruption policy being operationalized to adequately address corruption risks during project implementation?

 

Efficiency

To what extent does the management structure of the programme support efficient for programme implementation?

·        To what extent is the project being implemented efficiently in terms of delivering the expected results according to quality standards, in a timely manner according to budget and ensuring value for money?

·        To what extent is ITC (use, knowledge and management) increasing cost-effectiveness in the project?

·        Are activities and outputs delivered in a cost-efficient and timely manner? Specifically, what is the cost efficiency of UN-Habitat’s technical assistance for the development of capacity within the partner departments of GoA?

Sustainability

To what extent are the project effects towards building capacity sustainable?

·        What factors are affecting or likely to affect sustainability of results?

 

·        What has been the value added of UN-Habitat’s technical assistance in terms of the results/outcomes, and how is it owned by the government in building capacity and strengthening institutions and are appropriate exit strategies in place?

Cross cutting issues

·        How are the cross-cutting issues of Gender, Human Rights, Youth and Climate change/environment being applied in the design, implementation and monitoring of the programme?

·        Are there any outstanding examples of how these issues have been successfully applied in the programme?

Stakeholder Involvement

It is expected that this evaluation will be participatory, involving key stakeholders. Stakeholders will be kept informed of the evaluation process including design, information collection, and evaluation reporting and results dissemination. The evaluator will schedule meetings with the key stakeholders mentioned above to discuss their expectations for the evaluation prior to commencement of the exercise. The evaluation field work will involve visits to project locations as well as to EU, UN-Habitat and key GoA stakeholders (MUDL/ARAZI and IDLG/DMM).

 

Evaluation Approached and Methods

Approaches: The mid-term evaluation shall be independent and following the evaluation norms and standards of the United Nations system. The main emphasis is placed on project delivery and results, lessons learned and recommendations for the way forward. Findings in the evaluation should be exemplified with evidence-based data emanating from specific contributions.

 

The mid-term evaluation analysis will be based on Theory of Change of the MGSP programme and its logical framework and will outline the results chain and pathways as well as risks and assumptions.

Values oriented approaches should also be considered, focusing on beneficiaries reached, programme nationalization, social realities, governance issues etc.

 

Methods: The evaluation will use a range of methods and tools tailored to the national context and to the specific evaluation questions above. The methodology could preferably include some or all of the following:

  1. Desk review of relevant reference documents (project documents, monitoring and mission reports, publications, tools, training and workshop reports, reviews, strategic plans, outreach and communication material);
  2. A sample survey will be undertaken to review changes since the baseline survey;
  3. A participatory review comprising an interactive two-day workshop where all relevant stakeholders will be invited. 
  4. Individual interviews - and possibly focus group discussions - with key stakeholders including (but not limited to) representatives from beneficiaries, Government, Donors, UN Agencies and CBOs; 
  5. Field visits

The evaluator will describe expected data analysis and instruments and methods to be used in the inception report.

 

Accountability

UN-Habitat will commission the mid-term evaluation. It will be managed as a centralized evaluation by the UN-Habitat Evaluation Unit in close collaboration with the Country Office in Afghanistan and the Regional Office for Asia and the Pacific (ROAP).

 

The Evaluation Unit will guide the recruitment and ensure that the evaluation is contracted to a suitable candidate. The Evaluation Unit will advise on the code of evaluation, provide guidance and technical support throughout the evaluation process. The Evaluation Unit will have overall responsibility to ensure contractual requirements are met and approve all deliverables (Inception report with work plan, draft and final evaluation report).

UN-Habitat Afghanistan country office will provide logistical support, providing all necessary reference documents facilitating interviews with stakeholders, logistics and perform of any other necessary supporting tasks.

 

An evaluation reference group (ERG) will be established at the start of the evaluation process with members representing the project team, ROAP, donor, national partners and the Evaluation Unit. The role of the ERG is to ensure credibility and quality of the evaluation. The ERG will (i) act as source of knowledge and informant for the evaluation, (ii) participate and collaborate in ERG meetings, (iii) provide inputs and quality assurance, review and endorse all the evaluation deliverables including TOR, inception report and drafts of the evaluation report, and (v) promote the use of evaluation findings.

 

The evaluation will be done by one international evaluation consultant. He/she will be knowledgeable of UN-Habitat’s global mandate and its operations.  The consultant will be responsible for conducting the evaluation and submitting all evaluation deliverables (inception report, draft report(s) and the final report). The evaluation deliverables will be shared for review and comments with relevant entities in UN-Habitat, GOIRA and the EU. The Evaluation Reference Group will review and endorse all the deliverables.  Final quality assurance and approval will be done by the Evaluation Unit. 

 

Reporting Arrangements:

The evaluation will be conducted over a working period of one and a half months but spread of over three months from November 2019 to February 2020.

The consultant will report to and work under the overall supervision of the Chief, Evaluation Unit and consult on a day-to-day basis with the Chief Technical Advisor of the MGSP programme.

IV Deliverables

The consultant will prepare and submit:

       i.          An inception report with a work plan that will operationalize the mid-term evaluation. In the inception report, theory of change, understanding of the evaluation questions, evaluation matrix, methods to be used, limitations or constraints to the evaluation as well as schedule and delivery dates to guide the execution of the evaluation should be detailed. The draft inception report is reviewed and approved by the evaluation reference group.

     ii.          A draft evaluation report that follows UN-Habitat’s standard format for evaluation reports. The draft is shared with the evaluation reference group for review and comments.

A final evaluation report that follows UN-Habitat’s standard format for evaluation reports. The final report should not exceed 40 pages (excluding executive summary and appendixes) and should be technically easy to comprehend for non-specialists

COMPETENCIES

·         Professionalism: Ability to perform a broad range of land administrative functions, e.g., survey, land valuation, project budgeting, technical staff resourcing, database management, etc. Shows pride in work and in achievements; demonstrates professional competence and mastery of subject matter; is conscientious and efficient in meeting commitments, observing deadlines and achieving results; is motivated by professional rather than personal concerns; shows persistence when faced with difficult problems or challenges; remains calm in stressful situations. Takes responsibility for incorporating gender perspectives and ensuring the equal participation of women and men in all areas of work.

·         Communication:  Speaks and writes clearly and effectively; listens to others, correctly interprets messages from others and responds appropriately; asks questions to clarify and exhibits interest in having two-way communication; tailors’ language, tone, style and format to match audience; demonstrates openness in sharing information and keeping people informed.

·         Teamwork:  Works collaboratively with colleagues to achieve organizational goals; solicits input by genuinely valuing others’ ideas and expertise; is willing to learn from others; places team agenda before personal agenda; supports and acts in accordance with final group decision, even when such decisions may not entirely reflect own position; shares credit for team accomplishments and accepts joint responsibility for team shortcomings.

·         Planning& Organizing:  Develops clear goals that are consistent with agreed strategies; identifies priority activities and assignments; adjusts priorities as required; allocates appropriate amount of time and resources for completing work; foresees risks and allows for contingencies when planning; monitors and adjusts plans and actions as necessary; uses time efficiently.

Other desired competencies/skills include:

·          Promotes UN’s core values and ethical standards (professionalism, integrity, respect for diversity)

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

·          Capability to engage in team-based management, experience of leading policy workshops and being a resource person

·          Ability to formulate and manage work plans

·          Sensitivity to and responsiveness to all partners

 

EDUCATION

At least a master’s degree in international development, public administration, development economics, municipal governance, project management or related fields; or a first level university degree in combination with additional two (2) years of relevant qualifying experience is required.

 

WORK EXPERIENDE

A minimum 7 years’ professional working experience in results-based management specifically in monitoring and evaluation of development and/or governance projects.

 

KNOWLEDGE AND SKILLS

International track record of project evaluation work for different organizations, including experience in fragile and/or post conflict context; Knowledge in development legislation/policy, governance or capacity building; Familiarity with the Sustainable Development Goals and UN-Habitat’s mandate.

 

LANGUAGE SKILLS

Excellent communication, interviewing and report writing skills (in English).

 

PERSONAL QUALITIES

Demonstrated ability to deliver quality results within strict deadlines.

 

REMUNERATION

·        The consultant will be paid a professional fee based on their level of expertise and experience.  DSA will be paid only when travelling on mission outside the duty station.

·        Payments will be made upon satisfactory completion of work and submission of deliverables as approved by the Evaluation Unit as per the following payment schedule:

 

Payment

Deliverable

Amount (%)

1

Inception report

20%

2

Draft evaluation report

50%

3

Final evaluation report

30%

 

International Travel (Home – Kabul):

The cost of a return air-ticket from the place of recruitment on least-cost economy and visa fee will be reimbursed upon submission of travel claim together with the supporting documents including copy of e-ticket, receipts and used boarding passes. Three quotations from the reputable travel agents shall be submitted for UN-Habitat’s clearance prior to purchase of tickets.

 

Local Transportation:

Local transportation around Kabul and to the provinces will be arranged and covered by UN-Habitat. 

 

Travel Advice/Requirements:

The consultant must abide by all UN security instructions. He/she should undertake BSAFE Training as prescribed by UNDSS before arriving in Kabul. Upon arrival, he/she must attend a security briefing provided by UN-Habitat Security Section. UNDSS authorization must be sought and obtained before any missions are undertaken inside Afghanistan.

 

Reporting Arrangements:

The consultant will report to and work under the overall supervision of the Chief, Evaluation Unit and consult on a day-to-day basis with the Chief Technical Advisor of the MGSP programme.

 

Applications should include:

 

 

     Cover memo (maximum 1 page)

     CV in the PHP format, accessible through the INSPIRA website (inspira.un.org) Please note, if using INSPIRA for the first time, you need to register in order to activate your account, which will allow you to log in and create a personal History Profile.

* PHP can be also download from UN-Habitat/ROAP-vacancy website: www.fukuoka.unhabitat.org

     The PHP should be attached to the application as a PDF file.

 

     Summary CV (maximum 2 pages), indicating the following information:

1.  Educational Background (incl. dates)

2.  Professional Experience (assignments, tasks, achievements, duration by years/ months)

3.  Other Experience and Expertise (e.g. Internships/ voluntary work, etc.)

4.  Expertise and preferences regarding location of potential assignments

5.  Expectations regarding remuneration

    Cover memo (maximum 1 page)

 

All applications should be submitted to:

UN-Habitat Regional Office for Asia and the Pacific

                    ACROS Fukuoka, 8th Floor

                    1-1-1 Tenjin Chuo-ku, Fukuoka, 810-0001 Japan

                    mailto:habitat.fukuoka@un.org

 

Please indicate the Post Title: “VA 4. Re-adv_AFG Mid-term Evaluation (MGSP)” in your e-mail subject.

Please note that applications received after the closing date stated below, will not be given consideration. Only short-listed candidates whose applications respond to the above criteria will be contacted for an interview. The fee will be determined according to the qualifications, skills and relevant experience of the selected candidate. In line with UN-Habitat policy on gender equity, applications from female candidates will be particularly welcome.

 

Deadline for applications: 17 October 2019      

                                                                                                                                                                                      UN-HABITAT does not charge a fee at any stage of the recruitment process. If you have any questions concerning persons or companies claiming to be recruiting on behalf of these offices and requesting the payment of a fee, please contact: recruitment@unon.org

     

 

 

We do our best to provide you the most accurate info, but closing dates may be wrong on our site. Please check on the recruiting organization's page for the exact info. Candidates are responsible for complying with deadlines and are encouraged to submit applications well ahead.
Before applying, please make sure that you have read the requirements for the position and that you qualify.
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