Friday, May 30, 2014

Job: Chief of Service, Office of Ombudsman and Mediation Service, United Nations, NY

For more information on how to apply click
Chief of Service, Office of Ombudsman and Mediation Service, D1
Office of the United Nations Ombudsman and Mediation Services

Special Notice
Staff members are subject to the authority of the Secretary-General and to assignment by him or her. In this context, all staff are expected to move periodically to new functions in their careers in accordance with established rules and procedures.
Org. Setting and Reporting
At the United Nations, the ombudsman function is that of an organizational ombudsman. As a neutral and independent party, an ombudsman assists United Nations employees to address their work-related concerns and helps to resolve conflict through informal means. The incumbent will report to the United Nations Ombudsman.
The incumbent will be responsible for the following duties: 
1. Manage and direct the work of the UN Ombudsman and Mediation Services by: 
• Formulating, implementing and reporting on the substantive work programme of the Office of the United Nations Ombudsman and Mediation Services (UNOMS); 
• Overseeing the management of activities undertaken by the Office, ensuring that programmed activities are carried out in a timely fashion and co-ordinates work in the different areas both within the Office and with other entities as appropriate; 
• Overseeing and ensuring the implementation of the provisions contained in the compact of the Head of Department with the Secretary-General; 
• Determining priorities, and allocating resources for the completion of outputs and their timely delivery;
• Serving as the main point of contact for the members of the integrated office, the Ombudsmen of the Funds and Programmes and UNHCR; 
• Coordinating and overseeing the preparation of reports on budget and programme performance for presentation to intergovernmental bodies and; representing the UN Ombudsman and UNOMS at meetings related to such reports. 

2. Serve as Ombudsman, providing alternative dispute resolution services by exploring with staff the options and different avenues open to them taking into account the interests rights and obligations existing between the Organization and staff members. 
• Receive comments on policies, procedures and practices; with the aim to review, analyse and interpret trends, identifying problems and issues.  Oversee the preparation of analytical studies regarding systemic problems leading to workplace conflict. 

3.  Assist the ASG in ensuring that the leadership of the Organization is made aware of current and foreseeable trends and developments with regard to root cause s of conflict and make recommendations in this regard. 

4.   Oversee the programmatic and administrative tasks necessary for the functioning of UNOMS, including: 
• supervising the preparation of the office work plan, budgets, human resources management activities and coordination of the outreach programme; reviewing and formulating policies and establishing important guidelines related to the functioning of UNOMS New York and regional offices; recruiting staff, taking due account of geographical and gender balance; managing, guiding, developing and training staff under his/her supervision including evaluation of staff performance; developing training policies and plans, ensuring the effective utilization, supervision and development of staff;  fostering  teamwork and communication among  all staff including those in the regional branches and across organizational boundaries 

5.  Manage and oversee the work of the seven (7) regional branches by: overseeing the operations of the regional offices, including matters of stakeholder outreach and activities, conflict competence efforts, office space, security, travel, training, leave and attendance; communicating any concerns to the mission’s management as necessary; providing guidance and advise to the regional offices in ongoing case matters as needed; carrying out weekly operations meetings and consultations with the regional ombudsmen to ensure that emerging issues and concerns are addressed in a timely manner. 

6.  Perform other duties, as assigned, and travel, as needed
Proven strategic and analytical skills that lead to the formulation of options and recommendations. Proven ability to provide seasoned specialized advice in a broad range of managerial, financial, and administrative areas. Proven abilities to represent the Organization before UN legislative committees, strong negotiation and conflict-resolution skills. The ability to generate vision and to communicate broad and compelling organizational direction.   The ability to produce and oversee the timely preparation of reports.   The ability to apply UN rules, regulations, policies and guidelines in work situations.  Knowledge of alternative dispute resolution tools and ability to apply them effectively.  The ability to act as a neutral third party when assisting staff with work-related disputes while maintaining confidentiality. 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 . 

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 and 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. 

Serves as a role model that other people want to follow: empowers others to translate vision into results; is proactive in developing strategies to accomplish objectives; establishes and maintains relationships with a broad range of people to understand needs and gain support; anticipates and resolves conflicts by pursuing mutually agreeable solutions; drives for change and improvements; does not accept the status quo; shows the courage to take unpopular stands. Provides leadership and takes responsibility for incorporating gender perspectives and ensuring the equal participation of women and men in all areas of work; demonstrates knowledge of strategies and commitment to the goal of gender balance in staffing. 

Managing Performance 
Delegates the appropriate responsibility, accountability and decision-making authority; makes sure that roles, responsibilities and reporting lines are clear to each staff member; accurately judges the amount of time and resources needed to accomplish a task and matches task to skills; monitors progress against milestones and deadlines; regularly discusses performance and provides feedback and coaching to staff; encourages risk-taking and supports creativity and initiative; actively supports the development and career aspirations of staff; appraises performance fairly. 
Advanced university degree (Master’s degree or equivalent) in business or public administration, international relations, dispute resolution, law, finance, accounting, social sciences or related area. A first-level university degree in combination with two additional years of qualifying experience may be accepted in lieu of the advanced university degree. Certification in alternative dispute resolution is desirable.
Work Experience
A minimum of fifteen years of progressively responsible experience in human resources management, administration, dispute resolution, legal affairs, financial management, budget, logistics or related field. Managerial experience in programme management desirable.  Experience in managing decentralized operations is desirable. At least 5 years of experience in a UN or related international Organization is desirable.  Experience with informal conflict resolution is desirable.
English and French are the working languages of the United Nations Secretariat.  For this post English (both oral and written) is required; knowledge of another UN official language is highly desirable.
Assessment Method
Evaluation of qualified candidates may include an assessment exercise which may be followed by competency-based interview.
United Nations Considerations
The United Nations shall place no restrictions on the eligibility of men and women to participate in any capacity and under conditions of equality in its principal and subsidiary organs. (Charter of the United Nations - Chapter 3, article 8). The United Nations Secretariat is a non-smoking environment.

Candidates will be required to meet the requirements of Article 101, paragraph 3, of the Charter as well as the requirements of the position. The United Nations is committed to the highest standards of efficiency, competence and integrity for all its human resources, including but not limited to respect for international human rights and humanitarian law. Candidates may be subject to screening against these standards, including but not limited to whether they have committed, or are alleged to have committed criminal offences and/or violations of international human rights law and international humanitarian law.
No Fee

Courtesy Craig Zelizer 

Thursday, May 29, 2014

AWF Morocco:Chantal Kambiwa elected President


Nous, femmes leaders, de plus de 30 pays africains, réunis à Dakhla, Maroc lors de la première édition du Forum des femmes africaines, qui se déroulera du 8 à 11 mai 2014, co-organisé par l'Institut international pour le développement Sécuritéet, la Wilaya de la OuedDahhabLagouira Région et le Conseil de la Communauté Marocaine à l'Etranger, initié par Naima Korchi, et sur les thèmes: les femmes et le leadership politique; Femmes et leadership économique; Les femmes, de la sécurité et de l'homme:
* Préoccupé par l'échec de la plupart de nos pays à atteindre les Objectifs du Millénaire pour le développement (OMD)   et la manière dont les défis rencontrés par les femmes africaines sont définis ainsi que les   solutions proposées liées aux politiques et de développement en cours   des programmes;
* Agissant dans le cadre de la Décennie des femmes africaines mises en place par nos gouvernements respectifs le 15 Octobre,   2010 à Nairobi, Kenya;
* Consciente de la nécessité urgente d'institutionnaliser une plate-forme pour les femmes africaines articulée sur les principes de la coopération Sud-Sud et de la solidarité;
Nous avons pris l'engagement de définir et de proposer de nouvelles perspectives en vue d'accélérer le développement durable et équitable en Afrique ainsi que de protéger les droits des femmes, entre autres, de leur permettre d'accéder à des postes de prise de décision politique et économique, adapté et une éducation de qualité , sans oublier un terme à toutes les formes de violence, de discrimination et de conflit.
Compte tenu du contexte mondial actuel, nos pensées vont en particulier aux 276 filles de l'école dans le Nord-Est du Nigeria et étant donné que nous sommes ici à Dakhla, nos sympathies sont également profondément avec nos sœurs marocaines dans les camps de réfugiés de Tindouf.    Cette Forum épargne un pensé, en solidarité partagée, avec toutes les femmes à travers l'Afrique qui sont victimes de violence. 
Par conséquent, nous avons choisi les fonctionnaires suivants pour rendre le Forum des Femmes d'Afrique de fonctionnement   :
Président: Mme Chantal Kambiwa (Afrique centrale et de l'Ouest)
1er Vice-Président: Mme Khadija Ezzoumi (Afrique du Nord)
2ème Vice-Président: Mme Alice étaient (Afrique orientale et australe)
Directeur général: Mme Naima Korchi
Trésorier: Mme Ouafae Ben Abdennebi
Fait à Dakhla sur 10 mai 2014

© de presse:   Forum des femmes africaines

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3rd World Hijab Day Transforms...

Today is the 3rd World Hijab Day and in Douala, economic metropolis of Cameroon, La Fondation Princesse Khadidja(p) under the patronage of Senator Marlyse Rose Douala Bell, organised a remarkable event at the Bonanjo Party House.

Girls and Women of all faiths gathered in their numbers to appreciate, understand and accept the Muslim Culture.

Female staff of the Spectrum Television like Amy BANDA and other media organs wore the traditional headscarf on this day to better understand the garment and its meaning.
Hajj Adidja MBOMIKO YENOU, President and Founder of Fondation Princesse Khadidja(p), said: “Girls and Women, Muslim and non Muslim wore the hijab all day as a way of increasing understanding and promoting the spiritual, made me feel like an alien or an abnormal person without.
I asked the lady in charge of the hijab distribution at the entrance of the Bonanjo Party House : 'Would anyone be seen as an outcast without the hijab?' 
And she replied: 'If we could ask all the girls and women to take part and around a third did. Why will We force anybody to go against his/her will?”
“I think World Hijab Day helps us to understand how muslim women feel and more about their beliefs and faith.”
"A lot of the women were excited about taking part and many saw it as a fashionable thing and quite light hearted, while still getting the message across.”
The freewill exercise indeed made the Christian woman understand that the Muslim woman as well is not happy with the misconception a few have placed about Islam with their acts of terrorism across the continent.

Participants leave the event site retaining that they have a role to play in wiping out the barbaric picture of Islam painted by an unscrupulous few and must pray twice as hard to erase the sentence on Mrs Ibrahim who gave birth to her baby in prison.

Wednesday, May 28, 2014

Academic Job Opportunity: University Teaching Position in Hiroshima, Japan (Global/International/Area Studies)

21 May 2014
Hiroshima Jogakuin University
Prof. Izumi Hatano,
Dean, Faculty of Liberal Arts

Re: Faculty Teaching Position Opening (JAPAN)

1. Research field Global Studies, International Relations, Area Studies, Cultural Studies, or related field

2. Classes Introduction to Global Studies, Developing Global Thinking, Global Citizenship, American Society & Culture, Women & the World, Business English, Issues in Japan Studies, Intercultural Communication

3. Position Associate Professor, or Lecturer(3-year contract with the possibility of tenure based on an appraisal of teaching and research achievements after employment)

4. No. of positions 1 position

5. Qualifications (1) Understand and commit to our founding spirit based on Christianity
(2) Master’s degree or Doctoral degree (preferred) in a relevant research field (see above)
(3) A native English speaker or person with equivalent command of English
(4) A working command of the Japanese language is preferred
(5) Experience of teaching at the university level is preferred
(6) Obligations to support the school administration
(7) Ability to supervise the graduation theses of undergraduate students
(8) Plan and take charge of a summer Global Village Fieldwork program
(9) Must live in Hiroshima city or the surrounding area

6. Starting date 2014/9/20

7. Application deadline Materials must arrive by 17:00 on 2014/6/23

8. Application materials
(1) Curriculum Vitae (with a photo attached) including information about Japanese language ability.
(2) List of educational and research achievements.
(3) Copy or offprint of 3 major research works.
(4) Short essay about your educational philosophy (one page of A4-size paper).
(5) Choose three courses listed above and create a syllabus for each (one page of A4-size paper for each). The syllabus should include the objective, content for a 15-week course, instruction plan and evaluation method of the class.
(6) Copy of certificate or diploma of the highest degree earned.

9. Selection process
(1) 1st screening: Document evaluation
(2) 2nd screening: Teaching demonstration and interview (applicants will be contacted directly)
(3) 3rd screening: Interview with president, chancellor, and dean (applicants will be contacted directly)
* On taking up the post, a medical report must be submitted.

10. Salary Based on the Pay Regulations and the Fixed-term Employment Regulations of Hiroshima Jogakuin

11. Submission address Hiroshima Jogakuin University,
Faculty of Liberal Arts
Gakubu Jimushitsu
4-13-1 Ushita-higashi, Higashi-ku
Hiroshima 732-0063

Write ‘Application form for Faculty Position: Global Studies in English’ on the envelope in red.  Send the application documents by registered mail.

12. Results Results will be informed to the applicant as soon as the screening process is over. Any questions or inquiry about this recruitment can be accepted only through email.

13. Contact(email only) Prof. Izumi Hatano, Dean, Faculty of Liberal Arts (

14. Other information If you wish to have your application materials returned, please enclose a self-addressed envelope with stamps to cover the return shipment.

Courtesy Courtney Lawrence on May 28, 2014 at 9:25am in Job/Consulting Opportunities


For more info see
Location : Home-Based
Application Deadline : 06-Jun-14
Additional Category Democratic Governance
Type of Contract : Individual Contract
Post Level : International Consultant
Languages Required : English  
Starting Date :
(date when the selected candidate is expected to start)
Duration of Initial Contract : 15 working days
Expected Duration of Assignment : 15 working days

The capacity for policy management and coordination—from strategic planning to accountability for implementation and results—stands as a core and basic function of the centre of government. The importance of this capacity across all types of governments and political systems must be understood from two distinct angles. First, at a political level, it reflects the governance principles, culture and values followed by political leaders in setting directions, making choices and exercising power on behalf of and for the benefit of society. Second, at a more operational level, it manifests the organizational structures, rules and mechanics that operate to manage the policy process from the centre of government, including the act of balancing the political and technical dimensions of public policy within and across the machinery of government. As a whole, the functions of the centre of government oversee the effective functioning and organization of the public sector, both in implementing the policy agenda of the political leadership and in delivering services that matter to the well-being of society. Therefore, the capacity and functions of the centre of government is more than a technical and mechanical exercise in administrative efficiency and effectiveness. It also involves higher-level governance principles that define how, for whom and towards what end political power is exercised.

The core functions of the centre of government are of even greater importance in the context of post-conflict environments, where its governance and operational dimensions serve as a lynchpin for statebuilding, sustainable development and lasting peace. In such environments the challenges and obstacles to restore or reform the basic functionality of the centre of government may prove to be either daunting or in a state of flux. One may not only have to contend with a precarious security environment but also with limited financial, human and infrastructure resources that make it close to impossible to determine with any degree of predictability the most immediate and/or short-term priorities for policies and strategies that are central to the future of a nation recovering from conflict.

In 2013 the UN finalized a Lessons Learned Review of UN Support to Core Government Functions in the Immediate Aftermath of Conflict. This report fulfilled the Secretary General’s decision to commission a ‘lessons learned review of country experiences in post-conflict public administration’, and follows from the ‘Report of the Secretary-General on Peace building in the Immediate Aftermath of Conflict’, which identified support for ‘core government functions, particularly basic public administration and public finance,’ as repeatedly requested from the UN in post-conflict countries.

The objective of the Lessons Learned Review was to provide ‘recommendations to ensure the UN system is capable of providing effective, cohesive, integrated and strategic support to improve the capacities of post-conflict public administration at the national and sub-national levels.’  The primary audience of the report is Special Representatives of the Secretary-General, Deputy Special Representatives of the Secretary-General, United Nations Resident Coordinators, members of the United Nations Country Teams, United Nations mission political officers and civil affairs officers, and staff from all United Nations agencies working on support to public administration and local government. The report also intends to inspire debate among a wider group of interested member states, policy experts and donor institutions.
Following approval of the report by the Secretary General’s Policy Committee in 2013, the Lessons Learned Review lays the groundwork for a series of more detailed and specific “how to” guidance notes on a range of technical areas which the report did not have space to deal with in sufficient depth. Production of these ‘how-to’ guidance notes is an effort to close the gap in analytical approaches and tools that the Review report recognized as “essential, not an optional extra” for a more effective programming and advisory role by the UN in supporting core government functions in the immediate aftermath of conflict. Consequently, UNDP is looking for a senior expert to lead the efforts to develop a “how to” note on support to the centre of government in post-conflict environments, including guidance on key trade-offs and dilemmas that come to the fore in such contexts. The how-to guidance note will primarily target UN country teams responsible for responding to government requests to strengthen the functions and capacity of the centre of government.

Duties and Responsibilities
The objective is to produce a 20-25 page ‘How-To’ Guidance Note that provides planning and programmatic guidance to UN staff in supporting the institutional and capacity development of the centre of government in post-conflict environments. The guidance note will offer practical guidance and, where appropriate, step-by-step diagnostic and programmatic direction to supporting centre of government. The guidance will draw upon evidence-based analysis and brief case studies of UNDP’s and other agencies’ support to the centre of government in post-conflict situations, lessons learned from development practice in similar contexts, and the relevant body of literature examining the role and functions of centres of government in post-conflict environments. The guidance note will specifically address the centre of government functions that are essential to statebuilding, development and service delivery objectives in the immediate aftermath of post-conflict.

The focus of the Guidance Note is on the offices of the Prime Minister or President and the policy management system at this level of government, which includes but is not limited to national development objectives, policy processes, strategic planning, mediation/negotiation mechanisms, budget allocation and prioritization, coordination frameworks, implementation monitoring, accountability systems, communications, and decision making by the centre of government. 

The outline of the Guidance Note will identify, define, map out and structure the core functions performed by the centre of government in the context of post-conflict situations along a set of common categories, of which six essential ones can be identified as follows:
  • Translating political agenda into government policies, programmes and services:
  • Decision-making rules;
  • Coordination and mediation mechanisms;
  • Revenue generation and budget allocation;
  • Monitoring and oversight;
  • Communication.
These above categories are subject to final determination by the analysis of operational lessons, knowledge and best practices to be reviewed throughout the assignment. Other common categories may emerge from the analytical process which will be reflected in the guidance framework. In constructing its categories and providing its practical guidance under each category, the expert should take into consideration the following dimensions and nature of how the core functions of the centre of government vary in the context of post-conflict environments:
  • Where are core functions located? Are they concentrated or decentralized among the organizational units of the executive? What is considered best practice models, and how are these facilitated or constrained by historical legacies or legal provisions (e.g., constitution, political settlement, other regulations, etc.)?
  • How do core functions operate in practice? What are the debilitating institutional lacunae? 
  • How does the nature of a political system (i.e., parliamentary, presidential or mixed) impact the organization and management of the core functions of the centre of government?
  • What are the mechanics and different components of the policy making and policy management process: can the essential be separated from the desirable? Is sequencing an option in building up to a comprehensive policy management system? What is the trade-off between “good enough” vs “whole of government” functions and systems managed by the centre of government?
  • What range of implementation timetables and resources are involved in supporting reform or restoration of core functions of centre of government?
  • What are critical dimensions of intra-organizational and inter-organizational coordination, mediation and communications in policy making process?
  • What is scope of incentives and disincentives to reform or restore the core functions of centre of government?
  • What good governance dimensions should underpin the core functions of the centre of government?
  •  How are the political and technocratic aspects of the policy making and decision-making process differentiated? Are these tasks and functions carried out jointly or separately through an office that supports government and an office that supports political leader?
The selected senior consultant will manage a junior consultant to be selected in agreement with UNDP for gathering evidence through a number of ‘mini case studies’. Through the following steps the senior consultant will be responsible for the final delivery of the Guidance Note:
  • Develop an interview protocol to be used in interviewing key stakeholders from both UNDP, the wider UN System and governments involved, currently or previously, in projects and programmes of support to the centre of government in post-conflict situations. UNDP will provide a list of individuals to be interviewed;
  • Manage the junior expert selected by UNDP to prepare country-based ‘mini case studies’ based on conducted interviews, which can serve as a supplementary evidence base for the Guidance Note;
  • Review relevant literature and case studies on strengthening capacity and functions of centre of government, particularly in post-conflict environments;
  • Use literature review, interview findings and case studies to inform and populate content of the Guidance Note by developing a framework for synthesizing findings and consolidating materials into a 20-25 page Guidance Note, including an executive summary, necessary annexes and bibliography.
Work Plan and Reporting Line

The selected consultant will report to the Head of the Public Administration (PA) Team in UNDP’s Democratic Governance Group. There will be an initial briefing for the consultant by the PA team and the Crisis Governance Unit in the Bureau for Crisis Prevention and Recovery (BCPR).  

The consultant will be supported throughout the assignment by a junior consultant identified by UNDP. The junior consultant will have 20 working days available to develop ‘mini case studies’ and support the senior consultant.
The consultant will send an outline of the approach to be taken for comment by UNDP within the first 10 days of the consultancy, including an annotated outline of identified literature and the interview protocol to be used in interviewing UN and government staff involved in projects and programmes supporting the centre of government in post-conflict situations.  
After incorporating UNDP’s comments on the outline and interview protocol the consultant will, supported by the junior consultant, conduct interviews, and produce a draft report and draft mini case studies which will be submitted to UNDP for comment. At this stage UNDP will organize a review and provide comments. The consultant will then submit the final report and mini case studies, with comments incorporated, to complete the assignment.

  • Understanding of institutions, capacity development or institutional strengthening in statebuilding and peacebuilding;
  • Excellent presentation and planning skills;
  • Strong analytical and communication capacities with ability to relate to people from different institutional and cultural contexts;
  • Good interpersonal and teamwork skills;
  • Displays cultural, gender, religion, race, nationality and age sensitivity and adaptability;
  • Highest standards of integrity, discretion and loyalty.

Required Skills and Experience
  • Advanced university degree or equivalent qualification in international development, international relations, political science, social sciences, public administration or related fields.
  • At least 15 years of relevant experience, a majority of which should be in the field of governance in crisis countries;
  • Extensive experience with the UN system. Experience in an integrated mission environment is an asset;
  • Proven experience in supporting centre of government in post-conflict environments;
  • Experience in developing UN knowledge products;
  • Solid managerial experience.
  • Excellent communications skills in English, both oral and written, is required;
  • A second UN language, preferably French or Spanish, is an advantage.
Documents to be included when submitting the proposals:
Proposal - Please submit, in 2 pages or less, the following to demonstrate your interest and qualifications:
  • Explaining why you are the most suitable for the work;
  • Provide a brief methodology on how you will approach and conduct the work.
Price Proposal - Please submit an all-inclusive consultancy fee which may be made up as follows:
  • Daily fees and any other financial claims to accomplish this task;
  • No travel costs are envisaged for this assignment.
Personal CV and/or UNDP Personal History Form
Evaluation Process

Application Evaluation Process - Individual consultants will be evaluated based on the Cumulative Analysis methodology [weighted scoring method], where the award of the contract will be made to the individual consultant whose offer has been evaluated and determined as:
  • Responsive/compliant/acceptable;
  • Having received the highest score out of a pre-determined set of technical and financial criteria specific to the solicitation.
Technical Criteria weight; [70%] .
Financial Criteria weight; [30%].
The following criteria will be used in Technical Evaluation:
  • Demonstrated professional experience supporting Center of Government in special development situations, max 30 points;
  • Understanding of the UN System, different development paradigms and proven understanding of the expectations for UN knowledge products, max 25 points;
  • Methodology and work plan demonstrating a clear understanding of the job to be done, max 25 points;
  • Proven ability to draft, in English, practical guidance tools to the highest levels of the UN System, in particular UN Country Teams, max 20 points.
Only consultants obtaining minimum 70 of the obtainable 100 points in the technical evaluation will be considered for the Financial Evaluation.

UNDP applies a fair and transparent selection process that takes into account both the technical qualification of Individual Consultants as well as their price proposals. The contract will be awarded to the candidate obtaining the highest combined technical and financial scores. UNDP retains the right to contact references directly.

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.