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UNDP recruiting Consultant for After Action Review of UNDP Response to Crisis

Home Based + Travel To New York, 29 June 2018


UNDP works in about 170 countries and territories, helping to achieve the eradication of poverty, and the reduction of inequalities and exclusion. We help countries to develop policies, leadership skills, partnering abilities, institutional capabilities and build resilience to sustain development results.

As the world faces unprecedented levels of humanitarian need, there seems to be no end to many crises. The average amount of time people worldwide live in displacement is now 17 years and the average conflict lasts for seven years. Natural disasters occur more frequently and are more intense, with 1.7 billion people affected over the last decade – most of them living in poverty. Working alongside humanitarian and peacebuilding actors, as endorsed by global leaders at the 2016 World Humanitarian Summit, UNDP helps affected communities return to sustainable development as soon as possible, while building resilience to future shocks.

Crisis response is broadly defined by UNDP as a response to sudden-onset and escalating protracted crises, conflict and disasters. In 2018 UNDP officially revised its Standard Operating Procedure (SOP) for immediate crisis response to provide a robust institutional and operational framework so that critical decisions and actions can be taken quickly in response to crisis situations. The SOP aims to ensure a transparent and fast process for Country Offices (CO) to request and receive critical corporate assistance to respond to a crisis and initiate early recovery activities. The SOP focuses on the relatively brief period between the onset or identification of an imminent crisis and the point when a CO has in place the resources to implement recovery and resilience initiatives. This period is context-specific, but on average lasts six months, or longer in protracted crises. When responding to crises, UNDP does not operate under a 'business as usual' model; instead, it scales up its corporate support to COs and then scales down crisis response mechanisms as soon as the CO has the capacity to support recovery.

The Regional Bureaux, at Headquarters (HQ) and in the Regional Hub[1], lead the coordination of the UNDP corporate crisis response, with support from the Crisis Response Unit (CRU) and in close consultation with the Bureau for Programme and Policy Support (BPPS), the Bureau for External Relations and Advocacy (BERA) and the Bureau for Management Services (BMS). The SOP outlines the relationships, responsibilities and communication between the CO, Regional Bureau, Central Bureaux and CRU during the crisis response, noting that the role of the Regional Hub might differ from one region to the other.

On average, UNDP carries out every year up to four After Action Reviews (AAR) in countries where it was involved in crisis response. The AAR are meant to be as structured reflection after a crisis to help the organization to identify strengths and weaknesses, positive and negative lessons learned, how to sustain what was done well and identify areas for improvement. The AAR formulate actionable recommendations for improving UNDP crisis response policy and practice. Ideally an AAR takes place after the first 3-4 months of a response.

As per the corporate accountability framework for crisis response, the Crisis Response Unit (CRU) leads the planning, coordination and dissemination of corporate AAR.

Duties and Responsibilities

The objective of this AAR is to examine relevance, efficiency, and effectiveness of UNDP's response to a crisis in a country and with a reference period to be agreed with UNDP. The AAR will highlight lessons learned that would help strengthen the functioning, performance and efficiency of UNDP response including: UNDPs corporate and country level programmatic and operational response; UN and interagency coordination; contribution to post-disaster needs or recovery and peace-building assessments as well as to recovery processes.

The AAR will address the following primary questions:

  • How effective was UNDP's internal and, when relevant, interagency coordination?

  • How timely and efficient was UNDP's management decision-making?

  • How efficient was the UNDP SURGE mechanism (i.e. the UNDP staff and experts deployment mechanism)?

  • How relevant, efficient and effective were the main contributions of UNDP to the crisis response (includes programme and operations elements)?

  • How effective was UNDP's communications and resource mobilization?

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