UNCDF utilizes its unique capability in the UN system to deploy grants, loans and guarantees to crowd-in finance for the scaling of development impact. UNCDF focuses on where the needs are greatest, a deliberate focus and capability rooted in UNCDF’s unique investment mandate to support the achievement of the 2030 Agenda for Sustainable Development and the realization of the Doha Programme of Action for the least developed countries, 2022–2031.

As per its Strategic Framework, UNCDF works to deploy its functions as a hybrid development organization and development finance institution. UNCDF responds to Member States requests for assistance by providing targeted technical and financial advisory services on investments for development outcomes, designing bespoke financial structuring solutions, undertaking financial derisking of investments, and enhancing investment readiness of SDG aligned projects in partnership with private sector, UNOs, International and Local Finance Institutions, Development Finance Institutions as well as Foundations and Philanthropy, among others. UNCDF works to develop local financial systems, new markets and mobilize and crowd in capital from public and private sources. UNCDF is driven by a partnership mindset which enables it to deploy its different capital capabilities in highly tailored and responsive ways in order to mobilize investments flows from other sources, in particular from the private sector.  By structuring transactions which are highly impactful, but also recognize the need for multiplying the impact of its own capital, UNCDF seeks to position itself as a preferred partner for different stakeholders.  UNCDF’s work is focused on six priority areas, including:

• Sub-national and local infrastructure financing
• Women owned enterprise financing
• Nature and climate financing
• Energy and decarbonization finance
• Sustainable food systems financing
• Inclusive digital finance

Following a recent restructuring, UNCDF’s organizational set up includes an Investment and Implementation Division (IID), Investment and Finance Oversight Division (IFOD), Operations and Oversight Division (OOD) and a Directorate of the Executive Office. UNCDF staff and personnel are located in regional hubs based in Dakar (Senegal), Nairobi (Kenya) and Bangkok (Thailand) with sub-regional presence in a number of locations in the Caribbean and Pacific Regions. UNCDF is led by an Executive Secretary based out of New York, USA. Pursuant to General Assembly resolution 2321 (XXII, para 1.a), the Administrator of the UNDP performs the function of the Managing Director of UNCDF. UNCDF is overseen by the Executive Board of United Nations Development Programme (UNDP), United Nations Population Fund (UNFPA) and the United Nations Office for Project Services (UNOPS) and performs the function of the Executive Board of UNCDF.

Scope of Work

The primary objective of this consultancy is to develop the Integrated Results and Resources Matrix (IRRM) for the new UNCDF Strategic Framework (2026-2029), that effectively measures and manages the organization’s financial and development impacts. This will be achieved through the following specific objectives, working closely with the Lead Strategic Framework Writer:

• Review Existing Practices:
  • Assess current practices and challenges within UNCDF to identify lessons learned and areas for improvement;
  • Undertake internal consultations with project, assurance unit, program management, and other relevant units to gather insights on best practices in results management;
  • Support the Lead Consultant in consultation with the Evaluation Unit to incorporate lessons from independent evaluations.
• Collaborate with Lead Strategic Framework Writer: Work closely with the Lead Consultant responsible in  clarifying a theory of changes and drafting the narrative to ensure alignment between the results framework and the overall strategic narrative of the new UNCDF Strategic Framework;
• Develop Comprehensive and SMART Indicators: Based on the consultations conducted, collaborate with the RBM and Monitoring Specialist, towards the creation of a robust set of indicators across various levels (impact, outcome, output, and input), along with methodological notes to guide measurement and reporting, ensuring that each indicator effectively reflects the pathways and assumptions outlined in the theory of change
• Provide Implementation Guidance: Develop guidelines for the effective implementation of the new IRRM across UNCDF’s programs and investments.
• Work towards a Coherent Results Management System: Recommend a results management system that aggregates performance reporting and aligns with the new IRRM, ensuring coherence across UNCDF’s portfolio.
• Facilitate Knowledge Sharing: Present findings and recommendations to UNCDF Management through debriefing sessions, ensuring understanding and fostering capacity building for ongoing results management

In the formulation of the UNCDF Strategic Framework 2026-2029, the RBM Specialist will support the Lead Consultant in articulating risks and opportunities to enable adaptative approaches and mechanisms to monitor assumptions and risks. The final UNCDF Strategic Framework 2026-2029 document shall be reflective of results from the lessons learned captured in the mid-term Evaluation report for the current UNCDF Strategic Framework 2022-2025.

The RBM Specialist will support the Lead Consultant and the RBM Consultant in undertaking the internal consultations.

The key tasks for which the RBM Specialist will be responsible are as follows:

Review of current practices: Conduct a review of UNCDF’s existing results measurement and management practices, and identify key lessons learned and challenges from the current IRRM and results-management tools utilized across various units.  Identify challenges and opportunities based on the consultation process with the Programme Management Support Unit (PMSU) and the Evaluation unit (Timeline: 2 weeks)

Support the drafting of the narrative Strategic Framework: Work closely with the Lead Consultant to ensure alignment between the results framework and the overall strategic narrative of the new UNCDF Strategic Framework (Timeline: 3 weeks)

Develop the new IRRM: In collaboration with UNCDF focal points, develop UNCDF’s next IRRM, including but not limited to: (Timeline: 5 weeks)

1. Defining a robust set of SMART indicators at the impact, outcome, output, and input levels, that align with the new Framework’s theory of change, including the development of cross-cutting, thematic, and institutional effectiveness indicators; identifying baselines, milestones, target, means of verifications, and risks and assumptions.
2. Developing detailed methodological notes for each indicator to outline key definitions and terminology, measurement approaches, data sources, data collection methods, and reporting methodologies.

• This should also include defining appropriate indicators, aligned with global good practice approaches, for measuring the results and assessing impacts from the portfolio of investments (loans, grants, guarantees)
• The revised IRRM and approach to results-based measurement should capture an appropriate mix of UNCDF’s results, based on its strategic objectives, including i) changes in organizational and development performance of its direct partners (e.g. local governments, financial service providers, other private sector actors etc.); ii) contributions to broader systemic changes at the policy, institutional, market and societal levels in targeted countries; iii) changes in UNCDF’s organizational performance to meet the objectives of the new Strategic Framework.

Provide recommendations for Results Management System: Provide concrete recommendations for an updated system of UNCDF-wide results management that (Timeline: 2 weeks):

1. is appropriate and coherent, and aggregates performance reporting at the corporate level against the new IRRM;
2. is clearly linked to the organization’s underlying system of results measurement across its portfolio of programmes and projects;

Develop IRRM implementation guidelines: (Timeline: 3 weeks)

1. Develop user-friendly guidelines for implementing the new IRRM across programs and investments.
2. Develop practical tools, templates, and workflows for results measurement and reporting.
3. Clearly defined roles, responsibilities, and processes to support implementation

Contribute to Knowledge Sharing and Capacity Building (Timeline: 1 week): Present the IRRM and recommendations for the updated results management system by organizing debriefing sessions with management, units, and other stakeholders, where relevant.

Overall Deliverables:

a) A robust and practical IRRM aligned with UNCDF’s strategic objectives 2026-2029

• First draft of high-level IRRM (outcomes, outputs) by May 1st, 2025
• Final draft of high-level IRRM (outcomes, outputs) by July 1st, 2025
• Final indicators for IRRM completed by October 1st, 2025
• Final IRRM baselines, milestones, targets completed by December 1st, 2025

b) IRRM methodological notes, tools, templates, and workflows for results measurement and reporting

• First draft of IRRM methodological notes, tools, templates, and workflows for results measurement and reporting by October 1st, 2025
• Final draft of IRRM methodological notes, tools, templates, and workflows for results measurements and reporting by December 1st, 2025

c) Recommendations for a results management system and implementation plan that enhance organizational performance and reporting by December 31st 2025.

d) Deliver capacity-building sessions to train staff on implementing the IRRM across HQ and regions, by December 31st 2025.

Achieve Results: LEVEL 3

Set and align challenging, achievable objectives for multiple projects, have lasting impact

Think Innovatively: LEVEL 3

Proactively mitigate potential risks, develop new ideas to solve complex problems

Learn Continuously: LEVEL 3

Create and act on opportunities to expand horizons, diversify experiences

Adapt with Agility: LEVEL 3

Proactively initiate and champion change, manage multiple competing demands

Act with Determination: LEVEL 3

Think beyond immediate task/barriers and take action to achieve greater results

Engage and Partner: LEVEL 3

Political savvy, navigate complex landscape, champion inter-agency collaboration

Enable Diversity and Inclusion: LEVEL 3

Appreciate benefits of diverse workforce and champion inclusivity

Cross-Functional & Technical competencies

Business Direction & Strategy: System Thinking    

• Ability to use objective problem analysis and judgement to understand how interrelated elements coexist within an overall process or system, and to consider how altering one element can impact on other parts of the system

Business Direction and Strategy: Entrepreneurial Thinking    

• Ability to create clarity around UNCDF value proposition to beneficiaries and partners and to develop service offers responding to client needs based on UNCDF’s organizational priorities and mandate

Business Development: Knowledge Generation    

• Ability to research and turn information into useful knowledge, relevant for content, or responsive to a stated need

Business Development: Integration within the UN    

• Ability to identity, and integrate capacity and assets of the UN system, and engage in joint work; knowledge of the UN System and ability to apply this knowledge to strategic and/or practical situations

Business Management: Communication      

• Ability to communicate in a clear, concise, and unambiguous manner both through written and verbal communication; to tailor messages and choose communication methods depending on the audience.

Digital and Innovation: Data Storytelling and communications     

• Skilled in building a narrative around a set of data and its accompanying visualizations to help convey the meaning of that data in a powerful and compelling fashion.

Communications: Advocacy strategy and implementation     

• Ability to create and implement advocacy strategies which lead to impactful change.

Partnership Management: Relationship management     

• Ability to engage with a wide range of public and private partners, build, sustain and/or strengthen working relations, trust, and mutual understanding

• Master’s degree in economics, finance or related area of study. First-level university degree in combination with 2 additional years of qualifying experience is accepted in lieu of Master’s Degree.

Experience:

• Min. years of relevant Work experience     At least 5 years of relevant working experience (e.g. Results-based Management design, Knowledge Management, Data collection and analysis etc.)

Required  skills and competencies:

• Sound understanding and ability to formulate tools based on knowledge of and experience in:

• Logical Framework/Theory of Change approach;
• Results and impact measurement methods;
• Social research methods especially quantitative methods;
• Private and public sector investments;
• Development and application of policies and procedures
• he link between results–based measurement and evaluation, including familiarity with approaches to evaluating development results in settings of institutional/policy/market complexity.

• Excellent analytical, and written and oral communication skills.

Desired additional skills and competencies:

• Advanced IT skills, including ability to work regularly with business intelligence and data visualization tools e.g. Power BI / Tableau as well as with data analysis tools.

Required Language(s):

• Proficiency in English is a must, and Fluency in French is an advantage.

Level of Education: Bachelor Degree

Work Hours: 8

Experience in Months: No requirements