DUTY STATION: Home based with possible 2 visits to Nairobi
FUNCTIONAL TITLE: Organizational development expert
PURPOSE: To propose strategic options for the governance and institutional arrangements for Phase 3 of the Global Land Tool Network
DURATION: 40 days across 3 months
CLOSING DATE: 12th January 2018
The United Nations Human Settlements Programme, UN-Habitat, is the United Nations agency for human settlements. It is mandated by the UN General Assembly to promote socially and environmentally sustainable towns and cities with the goal of providing adequate shelter for all.
Established in 2006, the Global Land Tool Network (GLTN) is a global multi-stakeholder coalition of international partners contributing to poverty reduction and sustainable development through promoting secure land and property rights for all, in both urban and rural settings, along an inclusive continuum of land rights. Guided by shared core values and principles, GLTN partners work together to implement inclusive fit-for-purpose and gender-responsive land tools to improve living conditions for women, youth and vulnerable groups in both urban and rural settings, with particular focus on developing countries. The Network also undertakes advocacy, assists in strengthening existing land networks; tries to improve global coordination on land through its multi-stakeholder platform; and improve the general dissemination of knowledge about how to implement security of tenure in a more pro-poor gender responsive manner. GLTN focuses on both rural and urban land and tenure security challenges and covers the associated themes of innovative residential tenure, customary land rights, affordable land management/administration systems, and land related regulatory/legal frameworks and tools.
The GLTN work programme is facilitated by its Secretariat, which is located in the Land and GLTN Unit of the Urban Legislation, Land and Governance Branch of UN-Habitat. It currently draws it mandate from the UN-Habitat biennium work programme, the Enhanced Normative and Operational Framework as approved by the 21st session of the UN-Habitat Governing Council, the Governing Council resolution GC23/18, as well as the Strategic plan (2014-2019). Today, the Network has over 77 partners representing constituents from many sectors operating at the “regional” or “international” level. The Network also has over 2,000 individual members.
The Network’s current governance framework consists of an International Advisory Board made up of diverse experts who are also representatives from partner sub-groups (called Clusters) as well as donors; a Steering committee (composed of UN-Habitat senior staff) and a Secretariat. Substantive advice and direction comes from the International Advisory Board (IAB) which also provides advisory services to the GLTN Steering Committee (SC) as well as to the GLTN Secretariat. This advice covers social, economic, scientific and technical issues in regard to GLTN policies, operational strategies and projects. It supports the conduct of selective reviews of projects in certain circumstances. Its activities are integrated with the activities of the GLTN Secretariat and GLTN implementing partners and are consistent with GLTN processes and procedures approved by the UN-Habitat Steering Committee.
Under the current terms of reference (2013), the UN-Habitat Steering Committee was established as a decision-making body to the GLTN but within the parameters of monitoring and oversight functionalities including ensuring GLTN complies with the legal and administrative requirements of the UN system. The Steering Committee is thus advised by the IAB and supported by the GLTN Secretariat and approves GLTN policies and operational strategies.
The GLTN Secretariat is located within UN-Habitat and also contributes to the work of UN-Habitat through the Land and GLTN Unit. The Secretariat plays both an administrative and coordinating role within the Network as well as helps drive the Network agenda through ideas and innovation on normative work, tool development and the implementation of strategic pilot projects. The current Governance framework and institutional arrangements of GLTN also enable the inputs of the partners. Most partner and individual members belong to the five sub-groups based on professional background, known as the ‘clusters’.
The five cluster groups comprise:
- International Training and Research Institutions
- International Professional Bodies
- Rural/Urban International Civil Society Organisations
- Multi-lateral Organizations
- Bi-lateral Organizations
Clusters are a mechanism to facilitate engagement of the broader Network as well as a mechanism through which projects and thematic innovations take place. Each cluster has a nominated leader (one cluster has a dual shared leadership) and the Secretariat has a focal point for each of these cluster groups for communication and coordination and through which new ideas around the network are circulated. Organizations from each cluster group are also represented on the International Advisory Board. GLTN is currently coming to the end of its second programmatic cycle and in July 2018, will commence Phase 3 of its operations. It is considered a timely moment to review and strengthen the governance and institutional arrangements of GLTN to deliver the aspirations of the new Strategy and associated programme.
The consultant will assist GLTN to develop the most optimal and practical governance framework and institutional arrangements to reflect the aspirations of the 2018-2030 Strategy and to support the delivery of the 2018-2024 Programme. In order to do this, the specific objective of this consultancy is to propose options for the governance framework and institutional arrangements for Phase 3 of the Global Land Tool Network.
The sub-objectives include:
1) Articulating the component/bodies (the institutional arrangements) that should be part of the Network’s governance framework, indicating the pros and cons of each option proposed.
2) The arrangements for each body/component including their roles and responsibilities,
3) The key mechanisms and instruments for each component that will help promote vibrancy, reciprocity, transparency and accountability so that the Network can deliver the Phase 3 Strategy and the 2018-2024 programme.
4) The associated pre-conditions and requirements to ensure the governance framework is successful.
The consultant will make a proposal based on expertise, good practice and innovation in network management, research to date on the strengths and weaknesses of the current GLTN arrangements (SWOT), engagement with key GLTN partners including UN-Habitat and the GLTN Secretariat.
Under the overall supervision of the Unit Leader of Land and GLTN Unit and specifically the Partnership Coordinator, the consultant will perform the following tasks:
1. Undertake a desktop review of other successful networks (both within the UN system and external to it) that have a normative component and practical impact mandate and identify what makes these networks dynamic and successful and what might be applicable to GLTN Phase 3.
2. Undertake a desktop review of relevant GLTN strategy documents and reports to understand the history, strengths and challenges of GLTN in terms of Network arrangements for vibrancy, reciprocity, transparency, accountability and delivery of impact.
• Review key annual reports, evaluations, the Phase 3 Strategy and associated 2018-2024 Programme and present a SWOT of the governance framework to date and key considerations for its strengthening leading into Phase 3.
• Review rules and regulations within UN-Habitat as host of the current GLTN Secretariat to identify the most productive avenue for governance compatibility and alignment, including a strategic framework.
3. Undertake a series of interviews and discussions with relevant GLTN partners and stakeholders to brainstorm effective structures and mechanisms for the core components of the Governance arrangements.
• Facilitate a feedback session with the current IAB, Steering Committee and the GLTN Secretariat staff on their perceptions on governance based on 1 and 2 above.
4. Based on all the information provided, develop a recommendations report outlining a set of options (2-3) for the governance framework and associated components for GLTN Phase 3 including a final recommendation.
• Responding to the objectives above and including tables and diagrams representing possible options with associated explanations and rationale for the decision.
• Terms of reference clearly spelt out of each of the components/bodies of the framework.
• Mechanisms and instruments proposed to strengthen the vibrancy, reciprocity, transparency and accountability of the Network and the associated components/bodies.
• Including a risk analysis and clear outline of associated resource implications (table and text).
5. Make presentations (virtual and in person) to1) the current International Advisory Board and 2) the current Steering Committee on the final options and recommendations being proposed.
- An inception report (around 5 pages) outlining the aims, approach, the issues and an agreed timeframe for each phase of the process. (2 days)
- A series of consultations with the GLTN team plus other key stakeholders accompanied by clear notes of the feedback received. (5 days)
- A draft report responding to the objective and sub-objectives including key diagrams, tables, and feedback from consultations and research. Ready by 9th March 2018. (15 days)
- A presentation to key stakeholders of possible options accompanied by clear notes of the feedback received. (3 days)
- A final report (negotiable with Appendices) (based on the above findings, discussions with key stakeholders and the GLTN Secretariat) and including high quality diagrams and tables for future use and adaptation. The final report must be ready by the 30th March 2018. (15 days)
- Professionalism: Knowledge and understanding of subject area and capacity to quickly grasp the core elements of GLTN’s vision, principles and approaches translating them into a structure. Ability to identify issues, analyse and develop solutions to issues/problems. Ability to collect data using various methods. Conceptual analytical and evaluative skills to conduct independent research and analysis, including familiarity with and experience in the use of various research sources, including electronic sources on the internet, intranet and other databases. Ability to apply judgment in the context of assignments given, plan own work and manage conflicting priorities. 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 actively 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.
- Planning and Organising: 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.
- Team Work: 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.
University degree in a field deemed relevant to the subject areas covered by these Terms of Reference such as management, organizational development, change management, human resources. Some knowledge of the land sector, land management and land administration, the development sector and some basic knowledge of the United Nation system and UN-Habitat would be useful.
• At least 10 years’ working experience in organizational change and institutional reform,
• Advanced knowledge in organizational change theory, networking, and management.
• Demonstrated capacity for conceptual analysis, creative thinking, group facilitation.
• Experience on organizational restructuring and change, management and communication, knowledge management and fund raising is highly preferred;
• Knowledge on development issues with a focus on land and land tenure tools, good practices and innovations is desirable;
• High level proficiency in communication, facilitation/moderating
• Team working ability and flexibility
Fluency in English (both oral and written) is required; knowledge of the other UN languages is an added advantage.
Payments will be based on deliverables over the consultancy period. There are set remuneration rates for consultancies. The rate is determined by functions performed and experience of the consultant. The fees will be paid as per agreement. Max usd22,000.
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.
• 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. Expectations regarding remuneration
All applications should be submitted to:
Deadline for applications: 12th January 2018
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: firstname.lastname@example.org
This article is culled from daily press coverage from around the world. It is posted on the Urban Gateway by way of keeping all users informed about matters of interest. The opinion expressed in this article is that of the author and in no way reflects the opinion of UN-Habitat.