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UNV recruiting Consultant for Developing the UNV Partnerships Strategy


Bonn, Germany, 08 November 2013

Featured Project

The United Nations Volunteers (UNV) programme is the UN organization that contributes to peace and development through volunteerism worldwide. Volunteerism is a powerful means of engaging people in tackling development challenges, and it can transform the pace and nature of development. Volunteerism benefits both society at large and the individual volunteer by strengthening trust, solidarity and reciprocity among citizens, and by purposefully creating opportunities for participation. UNV contributes to peace and development by advocating for recognition of volunteers, working with partners to integrate volunteerism into development programming, and mobilizing an increasing number and diversity of volunteers, including experienced UNV volunteers, throughout the world. UNV embraces volunteerism as universal and inclusive, and recognizes volunteerism in its diversity, as well as the values that sustain it: free will, commitment, engagement and solidarity.

The Partnerships Section (PS) is a part of the UNV Partnerships and Communications Division (PCD). It develops UNV’s institutional capacity to enhance strategic partnerships, strengthens UNV’s resource mobilization functions, as well as global partnerships for advocacy and volunteer mobilization, in support of UNV’s mission and mandate. In line with UNV’s corporate plan and strategic principles, the PS focuses, in coordination with other sections, on building alliances and leveraging partnerships to promote the concept of volunteerism for development. The PS builds and strengthens relationships with a number of key constituencies and partners: UN entities, donor governments / communities, non-traditional partners (foundations), civil society organizations and the private sector. Additionally, the Partnerships Section brings value through the building of institutional knowledge documented in partnerships agreements, MOUs and partners’ relationship history and contact data. It ensures continued and consistent support in adherence to the principles of accountability and transparency with resources. Through building targeted and effective partner relations, the Partnerships Section expands the diversity of UNV’s base of core and non-core financial resources. In fulfilling its role, the Partnerships Section works in a cross-sectional manner.

The purpose of the UNV Partnerships Strategy is to articulate a corporate roadmap on the future partnerships approaches in a consistent and strategic way so as to ensure that partnerships and collaborative relationships contribute to peace and development through volunteerism. The process to develop the UNV Partnerships Strategy will also analyse the organization’s current engagements and lessons learned, aiming to foster a common institutional understanding of what types and modalities of partnerships and collaborative relationships are relevant to UNV, how they contribute to enhancing positive outcomes for volunteerism for development and peace, and how UNV should respond to the emerging opportunities and challenges in a rapidly changing development landscape. UNV is administered by UNDP, therefore, the development of the UNV Partnerships Strategy will be guided by the UNDP Partnerships Strategy and tools (including the POPP).  

Duties and Responsibilities

The overarching aim of the Partnerships Strategy is to ensure growth, predictability of resources, and sustainability of UNV’s operational delivery. Specific objectives of the development of the Partnership Strategy are:

  • Analyze the current state of UNV partnerships management at global, regional and national levels with UN entities, IFIs, donor governments/communities, non-traditional partners (foundations, academic institutions and universities, regional and local authorities), civil society organizations and the private sector, with a focus on resource mobilization, volunteer mobilization, potential for joint programming, and partnerships for global policy-focused advocacy for volunteering;

  • Map existing and potential UNV partnerships, collect lessons learned from HQ and field experiences on successful and challenging partnerships, including an in-depth look at how maximum synergy can be achieved between UNV’s Programme Strategy and the programme priorities of partners;

  • Define priorities for different types of partnerships with UN entities, IFIs, national governments, international/multilateral institutions, non-traditional partners (foundations, academic institutions and universities, regional and local authorities), civil society organizations (including volunteer organizations) and the private sector, based on current levels of support, potential for growth, and identify unrealized global outreach;

  • Define how to enhance internal coordination and linkages among relevant units/sections/divisions in UNV based on clearly defined roles and responsibilities with respect to global, regional and national level partnerships including resource mobilization;

  • Identify new, innovative ways to generate core and non-core resources income;

  • Use the process of developing the UNV Partnerships Strategy to have broad internal consultation and ownership building, led by the Partnerships Section together with a Partnerships Strategy Task Force (PSTF) consisting of representation from relevant units/sections/divisions.

Deliverables

The consultant is required to deliver the following:

UNV Partnerships Strategy for 2014-17

In close collaboration with the Task Force, the consultant will deliver the final draft of the UNV Partnerships Strategy 2014-17 which will be well harmonized with the UNV Strategic Framework for 2014-17 and its Integrated Resources and Results Matrix. To achieve the targets set out in the UNV Strategic Framework for 2014-17, the Strategy will articulate the strategic direction for UNV’s partnerships, priority areas and focus, key partners, institutional set-up across the organization at HQ and field levels, as well as results to be achieved through partnerships. The Partnerships Strategy will be maximum 20 pages. It needs to be approved by the UNV Senior Management Team (SMT) by mid-January 2014. 

Strategy Implementation Plan for 2014-17

Upon the SMT approval of the Partnerships Strategy, the consultant will work closely with the Task Force to elaborate all the required activities, institutional set-up and required resources in the form of an Implementation Plan for 2014-17.

Major Tasks

Under the guidance of the PCD Chief, the consultant will carry out his/her task in a participatory process in consultation with the PSTF in UNV HQ /Field Units, UNV Liaison Offices (NY and Tokyo), as well as a few critical partners and other external stakeholders to ensure:

  • A participatory process is followed to ensure ownership and by-in within UNV for the implementation of the Partnerships Strategy; and

  • Alignment with UNV Strategic Framework, Communications Strategy and UNDP approaches to partnership development and integrated resource mobilization. 

The Consultant will undertake the following tasks:

  • Identify and reflect key challenges and opportunities for UNV to strengthen strategic partnerships in the Partnerships Strategy;

  • Identify and reflect key partners and respective partnerships purposes and how we deepen our engagements with those long-standing and newly emerging partners in the Partnerships Strategy;

  • Articulate how UNV can best realign its institutional set up to maximize the efficiency and effectiveness of partnership building and management at a corporate level, involving relevant units/sections/divisions as well as Field Units.

  • Review partnerships strategies of UNDP and other UN entities to inform the UNV Partnerships Strategy;

  • Reflect the views and feedback of selected critical external partners to inform the Partnerships Strategy; 

  • Prepare a detailed implementation plan to deliver on the Partnerships Strategy, including details of required institutional capacity and resources as well as monitoring and review processes. 

Deadline: 15 November 2013

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