Purpose of CFP:

The Municipal Empowerment and Resilience Project (MERP), a joint initiative between the United Nations Human Settlement Program (UN-Habitat) and the United Nations Development Programme (UNDP) is launching a call for the development of a comprehensive assessment methodology for local economic development (LED assessment) and its implementation in the three areas targeted by the project which are the Federation of Municipalities of the Northern and Coastal Metn, the Urban Community Al Fayhaa and the Union of Tyre municipalities

Non-profit organizations (referred below as implementing partner(s)) are invited to submit proposals which aim to achieve the following expected result:

1. The implementation of three union specific LED assessments in a fully participatory way bringing together the LED stakeholders which are the local governments, local private sector actors and local communities including refugee and displaced communities.  These assessments aim at helping the LED stakeholders in each union gain a full understanding of the governance systems and practices, institutional capacity, municipal resources available and social and economic structure supporting and/or hindering local economic development and make comprehensive recommendations on how to take LED forward.
2. The development of a policy advocacy paper for the central government and specially targeted to the Ministry of Interior and Municipalities to explore options on how to scale-up LED efforts across unions of municipalities (UoMs) in Lebanon.

The submitted proposals should contribute to the achievement of the following outcome:

Sub-national authorities are empowered to facilitated local economic development and have better access to municipal investments that benefits the extension of safe public services and economic opportunities for host, refugee and IDP populations.

Consortiums of non-profit organizations are welcome to apply.

Proposals to be submitted in soft copy stamped and signed before deadline via email to unhabitat-lebanon@un.org

Project Key Information

• UN-Habitat Project title: Municipal Empowerment and Resilience Projet
• Locations
  • Town/City: Federation of Coastal and Northern Metn Municipalities, Union of Municipalities of Tyre and Urban Community of Al-Fayhaa.
  • Country: Lebanon
• Anticipated start date: 1^st October 2020
• Estimated duration of project in calendar months:

1. Nine Months for the three LED assessments.
2. Policy advocacy to be submitted on the 10^th month.

• Maximum proposed value in US$:
• Lead Organization Unit: UN-Habitat

Brief Background of the Project

(State the purpose, main goal, and specific objectives of the project)

Background: Local Economic Development (LED) in Lebanon’s Context

The impact of the Syrian Crisis on Lebanon is reaching an unprecedented scale in the history of complex, displacement-driven emergencies. In April 2012, 32,800 Syrian refugees were registered or awaiting registration with the United Nations High Commissioner for Refugees (UNHCR) in Lebanon. By October 2018, the Government of Lebanon estimated that the country was hosting an estimated 1.5 million refugees, a quarter of the total Lebanese population.¹  

The refugee crisis places tremendous pressure on Lebanon’s services and resources, particularly at the decentralized level. Municipalities face challenges in providing adequate housing, ensuring quality public services and in creating jobs for both host communities and displaced/refugee populations. Furthermore, localities with the highest concentration of displaced people from Syria, which include all large cities of Lebanon and their suburbs, consistently suffer from heightened insecurity, higher levels of tensions and more exposure to violence than other areas in Lebanon.² 

The above situation is further exacerbated by the current economic, political and health crisis. Lebanon is facing one of the gravest economic downturns since the end of the civil war in the early nineties. Public debt stood at more than 174.6 percent of the gross domestic product by the end of December 2019.³ The unemployment rate is around 20 percent with youth unemployment even higher at 30 percent. In some areas, unemployment is nearly double the national average.⁴ According to the World Bank, in 2018 about a third of the Lebanese people lived in poverty, up from 27.4 percent in 2011-2012.⁵ Poverty could rise to 50 percent if the economic situation worsens.Amid economic uncertainty and an extremely protracted crisis, challenges continue to deepen for many displaced and vulnerable Lebanese who face long-term poverty.⁶ Both Lebanese and refugees perceive that long-standing inequalities are deepening and competition for jobs and access to resources and services remain drivers of tension at the local level.⁷ 

On 11 March 2020, on the World Health Organization (WHO) declared the coronavirus disease 2019 (COVID-19) a pandemic and on March 15, the government of Lebanon issued the governmental resolution on the General Mobilization. The first case of COVID-19 in Lebanon was confirmed on 21 February 2020. As of 11 May 2020, in Lebanon, the total number of cases rose to 859 cumulative cases of Covid-19, and 26 deaths have been reported.⁸ Combined, this complex situation puts tremendous pressure on the subnational authorities to deliver quality of services and to create income generation opportunities for their communities. 

The ‘Municipal Empowerment and Resilience Project’ (MERP) is a joint initiative by the United Nations Development Programme (UNDP) and the United Nations Human Settlement Programme (UN-Habitat). The Project is implemented in partnership with the Ministry of Interior and Municipalities (MoIM) and is funded by the European Union (EU) through EU Regional Trust Fund in Response to the Syrian Crisis, the ‘Madad Fund’.

The Project aims to strengthen the long-term resilience of subnational authorities in Lebanon as well as host communities, refugees and displaced persons affected by the Syrian Crisis. To achieve this, the Project engages in a three-pronged approach: 1. MERP aims to strengthen national processes, procedures and practices to enable municipalities and Union of Municipalities (UoMs) to deliver effective and efficient services in a transparent and accountable manner; 2.  MERP seeks to empower UoMs and municipalities to facilitate local economic development (LED) and to deliver basic services that address the needs of both host and refugee populations, and; 3. MERP aims to support communities to engage in municipal processes and procedures to ensure that UoMs and municipalities are responsive to their needs. 

The Project’s geographic areas of intervention are the Federation of Municipalities of the Northern and Coastal Metn, the Urban Community Al Fayhaa and Union of Tyre municipalities with a total of around 91 potential partner municipalities (see table 1, below).  

 

Table 1. MERP Geographical Focus Area 

District	# of Municipalities in the district	Targeted UoM	# of municipalities in the UoM
Tripoli	3 (Qalamoun, Mina and Tripoli)	Urban Community Al Fayhaa	3 (Qalamoun, Mina and Beddawi)
Matn	54	Union of Tyre Municipalities	33
Tyre	62	Tyre	55

 

Since the beginning of the Syrian crisis, Lebanon’s economy development has been significantly affected as illustrated by the inversion of annual growth in real terms from 8 percent to 2010 to -1.8 percent in 2018[1]. This shrinkage has been particularly pronounced in what the government considers to be vital productive sectors[2] such as agriculture and manufacturing which have respectively shrank from 3.9 percent to 3.2 percent of GDP and 7.72 percent to 7.62 percent of GDP. Moreover, the Lebanese Government Financial Recovery plan adopted by the Council of Ministers in April 30, 2020 considered that the “Lebanese economy is in a freefall” expecting a -6.9 percent contraction for 2019 followed by an even sharper one of -13.8 percent in 2020[3].

This decline in economic growth has been also correlated with very low levels of public investments by central government (lower than 2 percent of GDP since 2010). The Syrian crisis which provoked the arrival of more than a million Displaced Syrians and Palestinian Refugees has also had a “profound and long-lasting social impact” that translated into higher poverty and unemployment levels exacerbating social tensions in an economy that was already failing to create enough jobs to absorb its labor supply prior to the Syrian crisis[4] . Finally, and while uncertain in duration, COVID-19 is expected to have a substantial impact on the Lebanese economy, especially over Q1 -Q2 2020 and concentrated on key sectors such as retail, restaurants, construction, real estate and banking[5].

Municipalities as per the Municipal legislation[6] are expected to play a key role in promoting local development. The law gives them prerogatives to get involved in different types of development projects including large-scale ones. The law allows for economic development projects such as the establishment and direct or indirect management of markets, buildings for commercial purposes and public transportation). The law also allows municipalities to engage in social development through the setting up of schools for education, hospitals and primary care centers for health and public housing.  Youth and cultural development projects such as the set up and management of public libraries, museums, sports, cultural and artistic institutions are also permitted under the law. Municipalities can also contribute or help in the execution of other projects as identified by the law.

From a planning perspective, municipalities are also in charge of executing designs related to municipalities including the “Master Plan” that should be done in collaboration with the Directorate General of Urban Planning for land-use planning. The law also specifies that Union of Municipalities should undertake the setting of plans, preparation of technical studies and consultancies through its engineering unit[7].  Furthermore, the law clearly identifies the union’s council as the party responsible for the endorsement of the development plans that have been prepared[8].In line with these responsibilities, many municipalities and unions including the Urban Community of Al Fayhaa and the Union of Tyre municipalities have developed sustainable development plans (SDPs) such as the Al-Fayhaa Sustainable Development Strategy Plan 2020 (AFSDS 2020) published in 2011[9] and the Strategic Sustainable Regional Development Plan (SSRDP) for the Union of Tyre municipalities in 2015. In Northern Matn, major municipalities like Bourj Hamoud have also developed important documents that could serve area-based planning such as the Industrial Zone Study in 2010[10] which was preceded by the Bourj Hammoud Brief City Profile in 2009[11].

In the absence of decentralization centered around the Districts or effective Governorate Councils to guide the planning and economic development process, Unions and their SDPs provide strategic institutional and planning entry points for basic services/local economic development interventions planned by MERP in the three Union of Municipalities and ensure that they are aligned with national and local priorities. 

SDPs, therefore, provide a policy framework under which local economic development assessments should be conducted to expand and update the economic pillar or section of Sustainable Development Plans. However, the plans do not contain an in-depth analysis of the governance architecture supporting LED and investment by the private sector. Nor does it contain analysis of the local private sector structure, its strengths, weaknesses, opportunities and challenges it faces that would allow for strategic planning for local economic development and systematic prioritization and selection of projects that could be supported by the MERP project or other development partners.

If strategically identified, these projects could bring together the Unions, the local private sector and the communities including refugees, displaced and host communities, to generate sustainable jobs and income opportunities and additional revenues from rents (if municipal assets are used) and municipal taxes to the treasuries of the municipalities.

Purpose

The overall goal of this specific assignment is to support UoMs and member municipalities build a robust understanding and knowledge of their local economic development potential and needs in the current context of combined macroeconomic, fiscal, monetary and financial crisis exacerbated by the exogenous shock represented by the Covid-19 pandemic. This is done through an in-depth analysis of their local economic structures and governance systems’ resilience in close dialogue and partnership with the local private sector and communities including host, displaced and refugee communities.

Building LED knowledge and understanding that takes into account the current multi-vector crisis context is an essential prerequisites for UoMs and their member municipalities to actively engage in strategic planning for LED that is responsive to the conditions brought by the multi-factor crisis, implement LED strategies effectively through the prioritization, selection and implementation of projects that fit the evolving LED context and develop gradually a LED culture within the local but also regional and national institutions.

Implementing the LED assessment in the three Union of Municipalities is the first step of the MERP strategic approach to LED   which aims at initiating, developing and implementing a comprehensive four-stage LED process with the UoMs, their member municipalities, private sector and communities including refugees, displaced and host communities of each target areas as follows:

1. The implementation of participatory and inclusive local economic development assessments which capture the impact of the multi-faceted crisis on local economic structures and associated governance systems and responsible institutions.
2. The design of strategic plans for local economic development informed by the LED assessments.
3. The implementation of the developed strategic plans for LED through the prioritization and selection of large-scale projects in each Union grounded in area-based planning. These projects should generate local employment and sustainable growth through a positive local economy multiplier[12] and meeting sustainable development criteria by contributing to poverty reduction, gender responsiveness, environmental sustainability and social inclusiveness towards host, displaced and refugee communities.
4. The design, feasibility assessment, implementation and O&M planning of one selected large-scale project in each Union with technical support and co-funding from the MERP project.

The initiation of the LED process in the three unions of Al Fayhaa, Coastal and Middle Matn and Tyre also provides the opportunity to engage with national level actors concerned with LED. These include both regulatory/oversight central agencies such as the MoIM, the Ministry of Economy and Trade (MoET), the Ministry of Environment (MoE), the Directorate General of Urbanism (DGU), national agencies and programs that provide incentives such as the Investment Development Authority of Lebanon (IDAL), Banque Du Liban (BDL)/Kafalat or councils who can provide platforms for dialogue and/or technical assistance such as the Economic and Social Council (ESC) and the Higher Council for Privatization and Partnerships. They should be targeted for inclusion in policy advocacy efforts to highlight the potential for LED at local level and explore how they could more actively support LED implementation efforts. 

In summary, these terms of reference aim specifically at delivering the first phase of the LED process through the implementation of one LED assessment process in each target area and the initiation of a broader LED policy advocacy process at national level.

The Project will do this by commissioning an implementing partner with significant expertise in local economic development to design a participatory, multi-stakeholder process that will deliver three local economic development assessments (one per partnering union) which will constitute the foundation on which strategic planning for LED will be developed in the second phase (see tasks section, below). Moreover, the implementing partner will help support the LED policy dialogue process through the drafting of a policy advocacy paper and platform to discuss it and debate it at national level.

The selected implementing partner will work with municipalities, UoMs, district offices, governorates in the three geographic areas targeted by MERP as mentioned above, and representatives of national government at local level to identify how the governance systems and institutions subtending LED  could be strengthened both at sub-national and national levels to deliver better LED outcomes.

The selected implementing partner will also engage local private sector, communities and civil society organizations to identify with the local, regional and central government representatives the economic sectors and/or areas of interventions that present significant opportunities for joint LED partnerships.

This assignment is part of the MERPs broader objective to strengthen municipal capacities to deliver basic services and local economic development that is responsive to the needs of host communities, displaced persons and refugees. The local economic development stream is also linked to the “medium-sized basic service projects”, through which MERP will provide up to 10 municipalities with technical support and funding to conceive, design, assess feasibility and implement 10 medium-scale projects (i.e. on average, a budget of USD450,000  per project) focusing on public service delivery but which could present also LED opportunities and/or co-benefits. Although not implemented jointly, both streams will be informing, complementing and strengthening each other as implementation progresses.

Principles of Local Economic Development Component

The LED process seeks to empower local communities, including host communities, displaced and refugees to effectively utilize business enterprise, labor, capital and other local resources to achieve local priorities such as promoting quality jobs, reduce poverty, stabilize the local economy, and in the long term generate additional revenues for municipalities to provide better services. A LED approach should be grounded in principles of sustainable development. In line with the inception report and its principles, MERP will implement its LED component based on the following principles[13]:

1. Employment generation and poverty reduction focus: LED is an approach that aims at helping create decent jobs and improve the quality of life for everyone, including the poor and marginalized.
2. Participatory and inclusive approach:  Local economic development (LED) is a participatory process in which local government, private sector and communities including refugees and host communities work together to stimulate local commercial activity, resulting in a resilient and sustainable economy. Local economic development encourages the public, private, community based and academia/civil society sectors and organizations to establish partnerships and collaboratively find local solutions to common economic challenges.
3. Driven by local values and needs (demand-side): this often requires a balancing between short-term needs particularly relevant in the multi-vector crisis of Lebanon (e.g. immediate basic human needs,  income generation opportunities), recovery interventions and long-term ones. The latter include agriculture development, revitalization of industry towards job creation, private sector development and promotion of public/private partnership and developing the enabling environment through institutional development and capacity building of local municipal employees[14].
4. Driven by the potential of local assets (supply-side): this include human resources, productive capacity, financial capital, competitive advantage due to geographical location, natural resources and also informal sector activities. The local dimension of development enables the identification of informal groups of workers and provides support for more formal organization[15].
5. Decent work in terms of workers’ rights and social security: in particular, LED fosters the creation of enterprises and cooperative associations that provide economic and social services to the local community. The process also encourages the creation of a legal environment that guarantees workers’ rights for everybody while improving access to social security systems[16]. 
6. Environmental sustainability: This implies raising awareness on environmental issues among stakeholders at the beginning of the process to pave the way for their integration into the design and implementation of a bottom-up LED strategy.  It also implies the safeguarding of national environment and environmental safeguards legislation. Finally, an environmentally sustainable LED process also aims at the involvement of environmental groups and NGOs during the process.
7. Innovation and technology: without anticipating the outcomes of the process, how innovation and technology could support LED shall be explored during the LED process. This include green technology in line with the principle of environmental sustainability but also innovation and technological application to help firms operate and survive in a context of pandemic and therefore increasingly relying on online solutions.
8. Gender Responsive:  To be successful at creating decent job opportunities any LED process has to take into account the needs, priorities and opinions of both women and men of the territory, ensuring that both benefit equally from social change and economic growth, and that gender inequalities are eliminated.[17]
9. Responsiveness towards Groups with Differentiated Needs: many socio-demographic groups might have different needs and skills to offer. These include children, the youth, the elderly, people with disabilities. Other groups with differentiated needs with respect to LED might also be identified depending on the context. LED process shall take into their needs, priorities, and opinions throughout the LED process to ensure they are not excluded in both assessment and strategies design.

10. Transparency, Accountability and Oversight[18]: Successful implementation of basic services and LED projects require local government systems that are robust (e.g. PFM and procurement systems, reporting requirements, effective M&E mechanisms in place) and which can be scrutinized (e.g. possibility for civic participation ex-ante through consultations and fora and ex-poste through social audits).  It also requires effective accountability mechanisms at local authorities’ level through a dutiful and effective municipal council which holds the Executive accountable and lodge complaints with the MoIM when needed. Effective control and oversight should also be exercised at district level through the District Commissioners who authenticate municipal decisions up to a certain level and at governorate level through Governors who authenticate municipal decisions of further importance. Finally, effective oversight and control is also provided from the national level through MoIM conducting effectively its authentication, control and disciplining role and the Court of Audit control on municipalities subject to its oversight and control by law or council of minister decree to this effect.

As such and as mentioned above the implementation of LED projects shall always be accompanied with governance systems strengthening interventions tailored to the size and type of the project implemented.

Moreover, given the sensitivities related to projects implemented by international partners, adequate mechanisms will be in place to allow to resolve any tension, conflict and/or dissatisfaction arising from LED interventions.

Objectives

Specific objectives of the LED assignment are:

LED Process Related Objectives:

1. Identify LED stakeholders in each target area and engage in policy advocacy with them on initiating a LED assessment process. LED stakeholders for the purpose of these “Terms of Reference” are defined as local governments (e.g. elected officials, staff), Regional Technical Offices (RTOs) associated with unions, districts, governorates, deconcentrated departments of central government agencies, local private sector and its representatives, labor unions, cooperatives, union of cooperatives, chambers of commerce/agriculture/industry, local communities including refugees and host communities and CSOs interested and/or involved in local economic development.
2. Initiate a comprehensive LED process in each target area. This is done through a LED stakeholders engagement strategy grounded in the principles of inclusiveness mentioned in the principles section. This will support the implementation of the LED assessments and on the medium-term, lead to LED partnerships between local governments, local private sector and the local communities including refugees and host communities around strategic planning for LED and large-scale project identification, selection and implementation.

LED Assessment Implementation Objectives:

3. Develop a methodology to assess the governance systems and practices and the public institutions supporting local economic development from the national level. This includes the (i) MoIM as the ministry tasked with oversight and control over the municipalities and unions , (ii) central government agencies concerned with LED from a strategic policy and regulatory perspective such as the MoET, the MoE and the DGU, (iii) agencies that play a facilitation and advisory role such as ESC and the HCPP and (iv) national agencies and programs providing financial and other incentives for investments.
4. Develop a methodology to assess in-depth governance systems and practices and institutions affecting LED from the regional (e.g. governorate), district (e.g. caza) and local levels (e.g. unions) and capturing how LED at local level is impacted from what happens or not at the national level (in linkage with objective 4).
5. Analyze how the latest macroeconomic, fiscal, monetary, and financial policy developments and the COvid-19 related shocks are affecting prospects for local economic development overall and their potential implications for the three target areas.
6. Develop a methodology to assess the local economy profiles and the LED enabling environment at union level based on quantitative and qualitative data analysis and business enabling environment surveys (in linkage with objective 6).
7. Develop a methodology to assess the municipal and union resources in terms of revenues and assets at union level available taking into account the latest macroeconomic, fiscal, monetary and financial trends and their implications for medium term resources at union level and their ability to sustain local economic development projects.
8.  Develop a methodology to assess the institutional capacity within each union and their ability to sustain and support local economic development efforts including through the use and application of GIS technology.
9. Establish a continuous dialogue and actively engage LED stakeholders throughout the implementation of the assessments in objectives (5),(6), (7), (8) and objective (9) to identify the strengths, weaknesses, opportunities and threats (SWOT) around local economic development from the perspective of LED stakeholders and actors.  This should ensure the buy-in and ownership of the LED assessments findings and results by the stakeholders and facilitate the collection of their regular feedback and comments and facilitate the implementation of the assessments and strengthen their content.
10. Develop a series of key policy recommendations on the next steps. Proposed measures should aim to enable the unions and municipalities, the local private sector and the local communities to drive jointly LED at union level.

Short-term recommendations would cover i.  governance for LED (e.g. institutional mechanisms, LED planning instruments to be developed) and ii. economic opportunities identified based on which “strategic planning for LED” will be developed in the next phase of the intervention on “strategic planning for LED”.

Medium term recommendations will seek to strengthen local governance, institutional capacity, regulations and municipal finance systems in support of LED.  Longer-term recommendations shall also be made regarding the strategic role of districts, governorates and the including MoIM and other relevant central agencies as mentioned in objective (3)  in supporting the scalability of LED.     

Main activities and outputs

The Implementing Partner will be undertaking main activities as follows (but not limited to):

• List activities and outputs

Task 1: Plan the LED Process 

In the inception phase, the selected implementing partner will engage in discussions with key sub-national state actors concerned with local economic development. The implementing partner will hold meetings with UoMs, and their member municipalities, to advocate for pro-active local economic development through the initiation of a multi-phase LED process. The objective of these discussions is to ascertain the expectations of these actors from the process, to ensure their ownership and get strong commitment at UoM and municipal levels. As a key outcome of these discussions, the implementing partner should ensure the identification of the LED team leaders (e.g. heads of UoM council or their delegates) who will be leading the processes in their respective union.

Once the LED team leaders are identified for each UoM, the implementing partner should support the establishment of “special LED assessment task forces” or “core LED assessment teams” to support the

LED assessment process in each UoM. The teams should ideally not exceed 5 or 6 members. The members will be identified and selected by the implementing partner in agreement with the LED team leader and the MERP project.

The next step in the inception phase will be for the implementing partner to establish a “LED multi-stakeholder partnership group” in each union.  Membership of the partnership groups, their size and structure and their terms of reference should be determined by the implementing partner in partnership with the respective “special LED assessment taskforces”.

In parallel, the implementing partner should assess the need for adequate channels to work with other levels of government and the extent of their inclusion in the “LED multi-stakeholder partnership groups” at the local level. Governorate (Muhafazah in Arabic), and/or district (Qaemaqamiyah in Arabic) levels of governments have a key role to play in facilitating an environment that is conducive to local economic development, and it is therefore appropriate to include them into the implemented LED assessment processes when necessary.

At the national level, the implementing partner should consider the possible involvement and/or separate consultation with:

1. Central Government: The Ministry of Interior and Municipalities given its oversight role over municipalities and unions.
2. Other central agencies including strategic planning and regulatory ones.
3. Central agencies which are drivers of economic development in terms of policy and incentive providers and
4. Central agencies concerned with hard infrastructure implementation.
5. Different Non-state LED actors.

The involvement of national level actors has three objectives: i. many national level actors play a key role with direct or indirect implications for LED. Their involvement or the involvement of their representatives at the local level will therefore be necessary for the success of the LED assessment at local level, ii. the assessment seeks to understand the effectiveness of this role and how it can be better catalyzed in the areas where the project is working and iii.  this initial involvement seeks to encourage these actors to gradually start playing the required enabling role at the national level to facilitate the scaling-up of LED processes across unions and municipalities.

Task 2: Collect the Data and Information and Conduct the Gap Analysis

In the inception phase, the selected provider will develop a preliminary assessment that will:

1. Include a preliminary review of all governance, finance, institutional systems and socio-demographic, economic and financial related data and information which underlie and impact LED policy making, planning and implementation.  These would include the identification and summary presentation:

• Laws and legislation, institutional mandates, roles and responsibilities at national, regional, district and local levels (union and municipalities) and how they relate to LED implementation de jure. 
• Main financial mechanisms and systems at national and local levels and how they related to LED implementation de jure.
• National level plans and strategies with the implications for LED in Lebanon.
• All relevant macroeconomics, fiscal, monetary, and financial datasets needed and some initial analysis of what they mean for local economic development including any analysis available on Covid-19 impact on national and local economy.
• Other LED reports and studies published either by the State or non-state LED actors related to the target areas and key reports and studies in other unions and/or districts.
• Other governance for LED related systems identified.

2. Include a preliminary review specific to each UoM based on the identification and/or collection:

• Linkages between the formal systems identified above and how they translate in each UoM concretely.
• Sustainable development plans adopted at union level, urban and land-use plans, municipal action plans of member municipalities in targeted unions and their members.
• Administrative systems and practices in each union, how concretely they support and facilitate and investments in terms of permits issuance, registration, and license provision and how they have been affected by the multi-faceted crisis.
• Data on the municipal and union financial resources and assets data needed to assess the sustainability of LED interventions in targeted unions and their members.
• Any institutional capacity assessment implemented in the targeted unions and their members and how it has been affected by the multi-vector crisis.
• How the unions use GIS technology for local economic development purposes.
• Datasets relevant to local economic development topics on demand and supply side published centrally by the Lebanese government.
• Any initial relevant LED data to be collected on the local economy structure at union level using guidance provided by the LED literature.
• Initial discussions with LED stakeholders in the unions and the broader district including on the on-going impact of the crisis in all its dimensions.
• Other economic structure analysis related datasets, information, literature and consultations.

3. The preliminary assessment should also include a data gap analysis for both data and information gaps on LED from a top-down perspective and data/information gaps specific to each UoM. 

The preliminary assessment will be implemented by the selected provider in close liaison with:

•  The “Special LED assessment taskforces” set up in each union who will be helping identify, locate and collect datasets, official reports, documentation, information and insights on both the overall LED context, their own union specific context and how both are interlinked.
• Relevant regional and national level state and non-state actors involved in LED who will help identify, locate and collect additional data, literature, documents, and information to inform both common and targeted union specific aspects of LED.

Task 3: Initiate the LED Assessment-

Following the preliminary assessment, the implementing partner should formally launch the LED assessment process (e.g. workshop) in each UoM. This is a key opportunity to i. engage formally the “multi-stakeholder partnership groups” and their members and introduce them to the LED assessment process and its objectives, ii. present them with the “preliminary assessment findings” relevant to their union, iii. start the identification of key LED themes and questions that they think should be addressed within their union, iv. start addressing and planning the filling of the data and information gaps identified in the data gap analysis, v. inform them of the next implementation steps and their respective roles and vi. organize key focus groups around specific LED themes if needed to support the LED assessment process and the “special LED assessment taskforce”.

Task 4: Development of LED Assessment Approach and Instruments and Finalization of Inception Report

Task 4 of this assignment focuses on the full-fledge development of LED assessment instrument and tools tailored to the needs of different LED actors and stakeholders. The selected provider will develop and propose:

1. The plan to fill LED related data and information gaps and collect them from all relevant state and non-state sources at national, regional, and local levels.
2. The standardized research tools designed to be deployed across unions, districts, governorates and central government LED actors, private sector, local communities, and development partners including:

 

1. Proposed tools to assess Governance for LED:

• Institutional and capacity assessment tool to gauge local government actors’ ability and challenges to deliver on LED including by using GIS technology.
• Local government resources assessment to measure their financial resilience and estimate their ability to sustain LED interventions that considers the impact of the crisis.
• Tailored assessment tool for districts offices, governorates, and central level government stakeholders to understand their role in local economic development.

2. Proposed Tools to assess the Economic Structure for LED:

• Tool(s) to analyze the latest macroeconomics, fiscal, monetary, and financial figures and how they are expected to impact LED within the country and in the targeted unions more specifically given the multi-factor crisis.
• Tool(s) for local economy analysis using quantitative data and qualitative information collected.
• Tool(s) to gauge the private sector appetite for investment, challenges, opportunities, and threats etc.
• Tool(s) to capture insights and interests of representatives of the financial sector.
• Tailored tool(s) to capture the insights and interests of community-based organizations involved and interested in LED such as local women economic empowerment groups, youth-representative movements, including those representing and/or working with vulnerable and marginalized groups including refugee and displaced communities.

• The proposed participatory approaches and tools to engage the LED stakeholders around the various components of the assessment through a continuous and joint dialogue on LED themes from both demand and supply sides including tailored measures to capture the demand of vulnerable and marginalized groups and particularly displaced, refugees and host communities in terms of LED taking into account the sensitivity of the topic.

The selected provider will then develop one “comprehensive inception report” which would include:

• Preliminary assessment findings including quantitative data. This shall include a joint/common and three union specific sections.
• Findings from initial consultations including launching event. This shall include a joint/common and three union specific sections.
• Proposed main LED questions to be answered and the different components of the assessment.
• Proposed plan to address missing data and information. This shall include a joint and three union specific sections.
• Proposed research tools and instruments tailored to different components and diversity of stakeholders.
• Proposed participatory approach tools to be used.

In addition to the above, the inception report will include a communication and visibility plan and a detailed work-plan including both joint/common and union specific activities.

The inception report should also present the measures the implementing partner will be taking to mitigate the risks associated to potential repeated waves of the epidemic to minimize disruption to the implementation while managing the risks.

As mentioned above, throughout the inception phase, the selected provider will closely involve members of the “special LED assessment taskforce” in each union in order to ensure the ownership of the LED assessment process by representatives of the key stakeholders.

Task 5: Implementation of LED Assessments in Three Unions

Based on the participatory approach proposed in the “comprehensive inception report” and the various research and analysis instruments developed, the selected provider will:

1. Gather all the missing data and information as per the plan set in the comprehensive inception Report.
2. Conduct a comprehensive assessment for the Governance for LED. This shall include a joint component and three union specific assessments.

Key elements of the joint component:

1. A full analysis of the role of MoIM in terms of local Economic Development support from a central level perspective.
2. A full analysis of central level state actors who are/should be actively involved in terms of LED from a planning, policy, and advocacy perspective.
3. A full analysis the LED state actors at central level who are/should be actively involved in terms of LED from an incentive provision perspective.
4. An analysis of how governors’ offices (e.g. muhafez office) and district commissions (qa’em maqam) are/should be involved in terms of LED.
5. Analysis of the main financial mechanisms and systems at national and local levels and how they support LED implementation.
6. Analysis of the relevant national level plans and strategies with their implications for LED.

              Key components of the union specific assessments:

1. Analyze the implications of the issues analyzed above at union specific level.
2. Analyze the planning framework in each union through the review of the existing area based sustainable development plans, land-use/urban master plans and relevant action plans at municipal level (when relevant) and how they enable inclusive local economic development.
3. Conduct an institutional and capacity assessment of local governments, including units supported by donors such as Regional Technical Offices (RTOs), in order to identify their strengths, weaknesses, opportunities, and challenges to support local economic development, foster an enabling business environment and promote inclusive employment including for youth, women, people with disabilities etc. This analysis should also cover how GIS is being used or not by the union to support LED related activities.
4. Conduct an analysis of the municipal resources in terms of finance and assets at union level (including member municipalities) to assess the overall union capacity to sustain local economic development projects in the current context of multi-factor crisis.
5. Analyze the actual role of the governor and district commissioner overseeing the work of each union from a local economic development perspective.
6. Analyze the actual role of the representatives of ministries at local level, and how supportive they are of UoM and Municipalities efforts in terms of local economic development.

 

3. Conduct a comprehensive analysis covering the Economic Structure for LED.

Key elements of the joint component:

1. Analyze the implications of the latest macroeconomic, fiscal, monetary, and financial trends and economic and financial policy development and their concrete implications for local economic development taking into account the worsening resulting from the Covid-19 pandemic.
2. Capture the insights on LED in the current context from the perspective central agencies or quasi-state programs who provide economic and financial support and incentives to firms.

Key elements of union specific assessments:

1. Generate the local area economic profile based on the analysis of the data and information collected. 
2. Identify the perspective of local businesses and firms in terms of concerns and possible opportunities for investments through an in-depth business enabling environment survey and analysis.
3. Capture the perspective and insights of private sector representative associations and financial actors.
4. Capture the perspective and insights of community-based organizations involved and interested in LED such as local women economic empowerment groups, youth-representative movements, faith based social movements on the needs around LED but also what they can contribute as empowered actors with agency.

The data and information collected as per the above activities will provide the basis to the first LED assessment drafts.  There will be one LED assessment report per union. Each LED assessment report is expected to include:

1. The joint/common sections covering what is common to local economic development in terms of governance (e.g. legal frameworks, policy landscape, national planning, institutional  mandates etc.), financing mechanisms and economic structure (overall macroeconomics, monetary, fiscal and financial conditions, covid-19 impact on Lebanon) and
2. Specific sections to the union in terms of governance, institutional capacity, municipal resources, economic and socio-demographic structure  and therefore help establish the LED baseline that will inform on a continuous basis the on-going and parallel official dialogue with all LED stakeholders as described in Task 6.

The implementation of the assessment will be closely coordinated with the “special LED assessment taskforce” team. The taskforce will discuss on-going findings with the MERP project and the implementing partner and will play a key role in sharing the findings with wider audiences of stakeholders.

Task 6: Promote and Nurture Dialogue on LED Assessment/Implement SWOT Analysis in Three Unions

Symbiotically with the LED assessments implemented in task 5 in each union,  a continuous joint dialogue through  workshops with multi-stakeholder partnership groups and thematic focus groups tailored for the local government, private sector and various community groups and networks that are supporting and/or participating in local economic development efforts will be pursued. The dialogue aims to identify jointly the contours of “local economic development” landscape on both the demand and supply side of LED within the broader context of the current macroeconomic, financial and banking crisis as well as the covid-19 pandemic.

The dialogue on key LED themes should also be an opportunity to get an initial understanding of what the different stake-holders value in terms of LED objectives and build consensus around key strategic issues for economic development.

Tasks 5 and Tasks 6 will therefore be implemented simultaneously and feed on each other. Results, analysis and findings developed in Task 5 will inform the on-going dialogue and analysis in Task 6 and be validated in the process and the information, qualitative opinions, insights and data captured through task 6 will help refine and strengthen the findings and analysis under Task 5.

The outcome of this task should be the release of the second LED assessment drafts that integrates the information and insights resulting from the continuous joint dialogues and analyses implemented in the three Unions.

Throughout the implementation phase (Task 5 and Task 6), the selected provider will closely involve members of the “special LED assessment taskforces” in order to ensure that findings, analysis and results are validated and accepted on an on-going basis.

Task 7: Develop Strategic Recommendations for Active LED Policymaking and Implementation

Building on the whole process described above, the selected provider will develop a set of key policy recommendations to be validated with both the multi-stakeholder partnership groups and the “special

LED assessment taskforces” in every union.  This should include short-term and medium-term to long-term recommendations:

1. Short-term recommendations:

Short-term recommendations shall be set keeping in mind that these recommendations will be tested in the “Strategic Planning for LED” phase of the LED process which will be implemented with the support of the MERP project:

1A. Governance for LED

1. Policy options on how to integrate active strategic planning for local economic development within unions and members municipalities work.
2. Policy options on the development of planning instruments and tools options to support active LED planning and project identification including the use of technology such as GIS etc.
3. Recommendations for effective mechanisms to engage more systematically the private sector and committed stakeholders from the community in the LED process.
4. Options on how best to integrate covid-19 related concerns into local economic development work led by the union and the municipalities.
5. Any other recommendation(s) identified.

1B. Economic structure and Financing for LED

1. Recommendations on the LED needs/demands expressed by the communities which should be tacked in priority in the strategic planning phase give the on-going macro-economic crisis and covid-19 pandemic.
2. Recommendations on the available opportunities (e.g. sectors, projects) to support and diversify local enterprises within the existing economy despite the crisis and the covid-19 pandemic.
3. Recommendations on the sources of funding available which could be explored further at union/municipal level with the private sector (self-financing), the commercial banking/financial sector and development partners to inject credit into the local economy.
4. Recommendations on the opportunities to keep more capital and income in the local economy (plug leaks).
5. Options available to mitigate the threats resulting from the current macroeconomic, fiscal, monetary, financial, and banking crisis and the covid-19 at the union level.
6. Any other identified recommendation(s).

 

2. Medium-term recommendations:

 

1. Institutional options for the integration of LED function and capacity within the union in a cost-effective and sustainable way to support area-based LED planning.
2. Recommendations on what can be improved in municipal policies, systems, technological use and application, and procedures to support the business enabling environment.
3. Recommendations on strengthening the role and capacity of District Commissioners and Governorates to support Unions in their LED efforts.
4. Recommendations on the role and capacity of the Ministry of Interior and Municipalities to encourage the scaling-up of LED efforts across unions.
5. Recommendations on the role other central level government agencies could play to support LED from the central level.

The final draft versions of the LED assessments will include the assessments conducted in Task 5 and Task 6 and the recommendations of Task 7.

Task 8: Policy Advocacy

Policy advocacy will happen on two fronts:

1. At Unions level, the LED assessments in their final version will need to be formally adopted by the Unions of Municipalities following final presentation to the multi-stakeholder partnership group and set the stage for the second phase of MERP intervention: “strategic planning for LED” in partnership with the selected provider[19].
2. At national level, an advocacy paper should be prepared for the Ministry of Interior and Municipalities to  present to the Minister and the Director General of the DGLAC the outcomes of the LED assessment processes as implemented in the three unions and advocate for the development of a national LED framework. The framework would be adopted by the MoIM in partnership with other relevant central agencies and provide a road-map for the scaling-up of “strategic planning for LED” at union level through the provision of the needed support in various forms. The advocacy paper shall include strategic recommendations on how the central level and particularly the MoIM could support LED efforts from the central level as part of the Municipal Support Strategy to be put in place with support from MERP. 

Task 9: Translation to Arabic

The implementing partner will ensure that all documents throughout the process are available in English and Arabic to allow their review and use by the municipal and government counterparts.

Final documents to be developed in both Arabic and English by the implementing partner.

Timeline and deliverables

Duration of assignment:

Anticipated start date:   October 2020    End-date: June 2021 for Three LED Assessments.

                                                                End-Date: July 2021 for One National Level Advocacy Paper.

Risk Analysis

(State the risks associated with this project and the mitigation factors)

 

Risks	Risk Mitigation Measures
Lack of Interest from Unions in Implementing LED Assessments.	Assignment will start with LED advocacy that aims to explain to unions and their members the relevance of such assessments in the current context of macroeconomic and financial crisis and the objectives of the assignment both in terms of empowering the union to lead on Strategic Planning for LED in a systematic way and potential benefits in terms of attracting financing for large-scale project implementation.
Advocacy to be coordinated with UN-Habitat Area Coordinator and UNDP Regional Office.
Advocacy and Implementation in close coordination with MoIM (e.g. Office of the Minister, DGLAC)
Lack of Interest from Private Sector.	Private sector representatives in their diversity and in each district/union to be targeted and engaged throughout the process to help in advocacy and support the dialogue process between local government and businesses. Partnership between unions/member municipalities and private sector to act as a showcase and help attract additional partners in the long term.
Engagement of private sector to be complemented by other LED partners with potential to support LED Process including Faith Based organizations, Community Based Organizations involved in socio-economic and LED issues, (I)NGOs involved in LED, Women Economic Empowerment movements, Youth based organizations to tap their potential both in terms of assets but also human capital.
Relevance of LED Assessments to the Actual Needs in the Current Context of Macroeconomic and Financial Crisis	National actors relevant for LED (state and non-state) to be systematically identified at the beginning of the LED process and involved.
Current national crisis context and its impact on local level from LED perspective including through local resource and finance potential to be fully analyzed to ensure the realism and the relevance of the recommendations. It should, however, be noted that the LED process aims also at institutionalizing a process with long-term benefits through the attraction and leveraging of financing for long-term development projects and not only projects related to short-term economic cycles.
Risk of further currency devaluation and the number of people living under the poverty level increasing dramatically.	Such changes will have important impacts in terms of changes in citizens' immediate basic needs / priorities. This risk will be managed on two fronts: i. the implementation of the LED process has to be in close coordination with the small-scale  and medium-scale projects implementation  which will be at the forefront to address immediate needs. The project is also currently strengthening its ability for quicker response through a fast implementation track known as "one stop shop" in response to the pandemic crisis which will also inform the LED process. ii. the LED assessment will pay particular attention to this risk and ensure that both its analysis and the recommendations it will make are risk informed.
Conflict Related Risks including increasing tensions between host and refugee/displaced communities.	Unlike LED approaches that are mostly focused on the supply-side. The assignment has strict requirements in terms of participatory approach. It seeks to strikes a robust balance between effectiveness through the creation of a Core LED group and inclusivity through the establishment of the multi-stakeholder partnership group that includes all relevant LED partners from the government, local private sector and local communities. More marginalized groups and/or groups whose inclusion is politically sensitive are to be targeted through dedicated processes as explicitly required by Call For Proposal (CFP).
The project team to include a seasoned conflict resolution and facilitation specialist to help IP and MERP Project address sensitivities between union members and between unions, private sector and various segment of communities and reach agreements by consensus. When needed, additional expertise will be drawn from the USJ Mediation Team that has been procured under the social stability component of the MERP project.
LED process implementation to pay particular attention on how to best avoid interventions that distort the market and create biases that lead to conflict between host and refugee communities.
Covid-19 Pandemic Impact: LED Assessment Content	CFP requires Implementing Partner (IP) to systematically integrate covid-19 impact considerations throughout the assessment and related analysis.
Covid-19 Pandemic Impact: LED Assessment Implementation	CFP requires IP to present in inception report how the implementation of the LED process will ensure that the covid-19 related risks are managed to minimize disruption to the process.
IP to also implement all activities in line with UN covid-19 safety requirements and to budget adequately for that.
Risks Related to the Engagement of Private Sector in LED processes from a Legal Perspective	The LED Assessments will be complemented by a separate Legal Review (to be assigned and procured separately) assessing the options available in Lebanese legislation to Municipalities to engage the Private Sector.
Financing/funding Risks Associated with LED Process	LED Assessments to engage financing partners at national level, commercial banks and donor/development partners to understand the constraints due to the current context and the opportunities that might be available despite the macroeconomic and financial crisis. Moreover, the assessment will specifically be looking at the resources available at union level in terms of municipal revenues and assets to ensure the sustainability of the LED plans and projects to be undertaken later.
Risks to Sustainable Development	CFP clearly defines and set the principles of the LED approach to be followed in the LED assessment throughout the assignment in terms of i. Do not harm, ii. environment sustainability and iii. respect for labor and social standards and safeguards as set by the UN and the Lebanese legislation.
Risks to Scalability	National LED Actors (e.g. State and Non-State) to be involved and specially MoIM from the beginning.
Policy Advocacy Process to be Developed targeting MoIM to help include LED in the Municipal Support Strategy.
Security risks	To be managed continuously in close coordination with MEP Field Coordinators, MERP Project Assistant and UNDP Security Team.

 

Eligibility Criteria

Please note that in case the application is made by a consortium, each organization applying as part of the consortium should submitted the documents and information required in table 1 and table 2 for assessment and due diligence.

1. Required Documents Table

Criteria	Submission Details/ Documents Required
Legal Status	Certificate of registration/incorporation i.e., Proof of registration in Country of Origin. Proof of registration of Country of operation Proof of country operational presence
Organization profile and details	Clear organization profile and structure of the organization indicating: Organization’s vision, mission, and objectives Management structure Members of the Governing Board and their Designations duly certified by the Corporate Secretary, or its equivalent document Proof of membership to professional associations if any.
Financial Capacity	Audited company financial statements (balance sheet and income statement) and auditors report for the last two years
Exclusive bank account	Is the organization willing and able to have a separate bank account for the funds provided by UN-Habitat?

 

Integrity and Governance

The organization should complete and submit a signed Partner Declaration Form Provide the profiles of the Chairperson of the Board of Directors, Head of the Organization and Chief of Finance

Selection Criteria Table

Criteria	Submission Details/ Documents Required	Grading (Over 100)	Weighted Grade	Weights
1.  Capacity of the Institution (1A+1B+1C)			-	40%
1A. Core Technical and Operational Capacity of the Institution (1A.1+1A.2+1A.3+1A.4+1A.5)			-	15%
1A.1 Does the organization have the relevant experience and proven track record in implementing activities in the areas of the assignment: i. governance, ii. macroeconomics/fiscal, iii. municipal finance and iv. local economic development/private sector engagement?	·      List of projects executed in the areas of the assignment: value, location, donors, nature of projects, execution stage – completed or ongoing.		-	2%
Has the organization implemented in the past assignments of similar technical complexities and financial size?	·      Demonstrate how the experiences in the projects are relevant in the execution of the current proposal.		-	2%
Has the performance of the organization in the fields of the assignment: i. governance, ii. macroeconomics/fiscal, iii. municipal finance and iv. LED/private sector engagement been deemed satisfactory by the previous partners of the Institution?	·     At least 3 References from past partners such as donors, government agencies, academic institutions, foundations and CSOs.		-	2%
1A.2 Does the organization have clear and strong links with key Local Economic Development partners in Lebanon? Including i. central government, ii. sub-national government, iii. the private sector and iv. civil society/academia?	- Demonstrate, describe and provide proof of partnerships/relations with LED stakeholders (state and non-state), policy advocacy efforts and ability to implement studies/assessments at local level.		-	2%
Is the organization able to demonstrate experience in advocacy with key LED stakeholders including i. national government agencies, ii. sub-national authorities, iii. private sector representatives/businesses and iv. civil society/community-based organizations?		-	2%
Does the organization have adequate capacity to work in key areas/regions where the proposed field activities will be implemented?		-	2%
1A.3 Does the organization possess adequate physical facilities, office equipment, resources, etc. to coordinate the implementation of the activities?	·      Provide office location and list of office facilities, equipment and resources available to support the implementation of the project.		-	1.5%
1A.4 Does the organization have formal procedures to monitor project execution (e.g. milestones, outputs, expenditures…)	·      Explain what the formal project monitoring policies and procedures are followed by the Institution in project implementation.		-	1.5%
1B.   Technical Capacity of the Technical and Research Team Proposed by the Organization (1B.1+1B.2)			-	15%
1.B1 Relevant Educational Background of Proposed Technical and Research Team Members.	·  Provide detailed CVs of Proposed Technical and Research Team Members.	-	-	5%
1.B2 Relevant Work Experience of Proposed Technical and Research Team Members.	·  Provide detailed CVs of Proposed Technical and Research Team Members.	-	-	10%
1C.   Financial and Administrative Capacity of the Organization (1C.1+1C.2+1C.3+1C.4+1C.5)			-	10%
1.C1 Has the organization been in operation over a period of at least 2 years to demonstrate its financial sustainability and relevance?	·      State the number of years the Institution has been in operation.		-	1%
·      Financial statements for the last 2 years.		-	1%
1C.2 Does the organization have qualified staff in Finance? Is the current accounting system computerized and does have the capacity to collect and provide separate financial reports on the activities executed under the Agreement of Cooperation?	·      CVs of key finance and accounting staff.		-	1%
Does the organization have systems and practices to monitor and report whether the project deliverables and expenditures are within agreed time and budget?	·      Description and key features and controls of the accounting system used.		-	1%
Does the organization have minimum segregation of duties in place (separation between project management, finance/accounting and executive office).	·     Organization structure/ Organogram.		-	1%
1C.3 Does the organization have the capacity to procure goods and services on a transparent and competitive basis? (if applicable) check for procurement unit with experienced staff.	·     Copies of procurement policies and procedures. The procedures should show how you procure locally and internationally.		-	2%
1C.4 Does the organization have formal procedures and controls to mitigate fraud such as multiple signature signatories on bank accounts, reporting and prosecution of incidences of fraud?	·      Describe anti-fraud controls and provide formal procedures.		-	2%
1C.5 Does the organization have capacity to provide in-kind, personnel or co-funding contribution as UN-Habitat Implementing Partner in this present project? Please give details of contribution nature and size.	·      Describe nature and monetized value of contribution (in-kind, personnel or cash)		-	1%
2.   Technical Proposal: Proposed Methodology and Approach (2A+2B+2C)			-	40%
2.A Comprehensiveness of the Technical Proposal vis a vis the TOR Requirements (2A1+2A.2+2A.3+2A.4+2A.4+2A.5)			-	8%
2A.1 Does the proposal cover and address systematically the National Level Governance for LED component?	Grading to be made based on Technical Proposal Submitted		-	0.8%
2A.2 Does the proposal cover and address systematically the macroeconomics and financial underlying LED component?	Grading to be made based on Technical Proposal Submitted		-	0.8%
2A.3 Does the proposal cover and address systematically the Union/Municipal Institutional Capacity for LED Component?	Grading to be made based on Technical Proposal Submitted		-	1.6%
2A.4 Does the proposal cover and address systematically the Union/Municipal Finance Component for LED component?	Grading to be made based on Technical Proposal Submitted		-	1.6%
2A.5 Does the proposal cover and address systematically the Local Economic Structure Analysis/Private Sector component?	Grading to be made based on Technical Proposal Submitted		-	3.2%
2.B Relevance and Quality/Innovativity of the Proposed Tools/Instruments For Each Component			-	16%
2B.1 Is the proposed methodology/tool for analyzing national level governance for LED relevant to the assignment, consistent with its objectives and innovative?	Grading to be made based on Technical Proposal Submitted		-	1.6%
2B.2 Is the proposed methodology/tool for analyzing macroeconomics and finance underlying LED relevant to the assignment, consistent with its objectives and innovative?	Grading to be made based on Technical Proposal Submitted		-	1.6%
2B.3 Is the proposed methodology/tool for analyzing union/municipal institutional capacity for LED relevant to the assignment, consistent with its objectives and innovative?	Grading to be made based on Technical Proposal Submitted		-	3.2%
2B.4 Is the proposed methodology/tool for analyzing union/municipal finance for LED relevant to the assignment, consistent with its objectives and innovative?	Grading to be made based on Technical Proposal Submitted		-	3.2%
2B.5   Is the proposed methodology/tool for analyzing Local Economic Structure/Private Sector relevant to the assignment, consistent with its objectives and innovative?	Grading to be made based on Technical Proposal Submitted		-	6.4%
2.C Overall Approach Assessment			-	16%
2C.1 Are the proposal and its methodology in their entirety consistent with the Assignment Purpose and Specific Objectives?	Grading to be made based on Technical Proposal Submitted		-	4%
2C.2 Is the proposal intrinsically coherent and are the methodologies and tools applied to different components consistent with each other?	Grading to be made based on Technical Proposal Submitted		-	4%
2C.3 Is the submitted proposal a strategic and sustainable approach given the current circumstances (macroeconomics, financial crisis, pandemic) but also the structural weaknesses on local governments and economies in the Lebanese context?	Grading to be made based on Technical Proposal Submitted		-	4%
2C.4 Is the approach systematically participatory and does it ensure that relevant LED stakeholders are included at each stage of the process to avoid conflicts?	Grading to be made based on Technical Proposal Submitted		-	4%
Cumulative Technical (1+2) To reach a minimum of 56/80 to qualify for Financial Assessment			-	80%
3.   Financial Proposal Assessment			-	20%
3.1 Is the overall budget proposed realistic and does it capture accurately and completely the requirements of the TOR?	Budget Proposal and supporting document <provide link>		-	4%
3.2 Is the overall budget proposed consistent with the required timeline and does it allow to meet the deadlines of the project?	Budget Proposal and supporting document <provide link>		-	4%
3.3 Is the overall budget proposed well explained and justified including through the provision of additional supporting document?	Budget Proposal and supporting document <provide link>		-	4%
3.4 Are the budgets proposed for each tasks cost-effective i.e. do they provide good value for money?	Budget Proposal and supporting document <provide link>		-	4%
3.5 Are the budgets prepared for each tasks in a prudent way and do they anticipate inflationary risks given the current fluctuations in the exchange rate?	Budget Proposal and supporting document <provide link>		-	4%
Cumulative Score (1+2+3) to reach a minimum of 70/100 for consideration.			-	100%

1. Qualifications

Profile of requested staff.

The contractor will include in its offer a proposal regarding the team composition and structure with recent CVs. The following profiles are requested:

• One team leader,
• One private sector specialist,
• One urban planning specialist,
• One public finance management specialist,
• One legal and governance specialist,
• One conflict resolution and peacebuilding specialist,
• GIS Specialist,
• One capacity development specialist,
• Four research officers.

Team leader:

• Advanced degree in economics, development, statistics, or related field.  
• At least ten years of relevant experience in implementation and management of macroeconomics/public finance, local governance/decentralization, and local economic development related projects at national and/or sub-national levels using strategic, evidence-based, and innovative approaches.
• Proven experience in Lebanese private sector engagement is strongly desirable.
• Proven experience in policy advocacy with the Lebanese government on macroeconomics/public finance, local governance/decentralization, and local economic development themes.
• Demonstrated ability to guide and supervise the design and implementation of research in complex political economy contexts.
• Proven experience in project management and proficiency in project management tools is required.
• Fluent in Arabic and English (French is an asset).

Private Sector Specialist:

• Advanced degree in economics, finance, business administration or a relevant discipline.
• At least seven years of experience in private sector development and facilitation of public private dialogue and partnerships.
• Proven experience in the implementation of private sector related studies such as business environment survey, supply chain analysis and/or trade studies is a must.
• Ability to prepare analytical reports, data analysis, and research
• Fluency in Arabic and English (French is an asset).

Public Financial Management/Finance and Accounting Specialist:

• Advanced degree in Economics, Public Finance and/or Accounting or other relevant discipline.
• At least seven years of progressive, professional work experience in application and advisory services related to public financial management and public budgeting and accounting.
• Proven work experience on municipal finance, municipal budgets and systems is strongly desirable.
• Ability to prepare analytical reports, data analysis, and research.
• Fluent in Arabic and English (French is an asset).

Urban Planning Specialist:

• Advanced university degree in architecture, urban planning and management, or engineering relevant to urban/regional planning, management and upgrading. A PhD is an asset.
• A minimum of 7 years of professional experience with a proven professional record in working in the field of urban planning and design and urban management/upgrading, with governmental and non-governmental stakeholders.
• Ability to assess political trends, the attitudes of target audiences, local conditions and developments.
• Ability to assist with data collection using various methods.
• Fluent in Arabic and English (French is an asset).

Legal and governance specialist:

• A degree in law issued by a university accredited by the Lebanese (State) University.
• At least seven years of professional experience in advising private firms on doing business in Lebanon.

• Proven knowledge of the policies and legal frameworks regulating private sector activity and investment in Lebanon at national and sub-national levels.
• Demonstrated experience working with the public sector.
• Ability to prepare analytical reports, data analysis, and research.
• Fluent in Arabic and English (French is an asset).

Conflict resolution and facilitation specialist:

• Advanced degree in education, public policy, organizational Development, social sciences, or other relevant disciplines.
• At least seven years of relevant professional experience in conflict resolution, mediation, and facilitation of dialogues on complex topics (e.g. public policy, political negotiations etc.)
• Demonstrated consensus building, conflict resolution and facilitation skills in complex political economy contexts are a must.
• Familiar with the latest theory and practice of consensus building and conflict resolution.
• Ability to develop tools to facilitate dialogue, address conflicts and reach consensus on complex policy making, and governance questions.
• Fluent in Arabic and English (French is an asset).

Capacity development specialist:

• Advanced degree in education, public policy, organizational development, social sciences, or other relevant disciplines.
• At least seven years of relevant professional experience in institutional assessment and design of capacity development tools, methods, and techniques, preferably for central government agencies and/or municipalities.
• Familiar with the latest theory and practices of capacity development and institutional assessment.
• Ability to develop the methodologies and tools that will help facilitate the implementation of the LED assessment tools throughout the process (e.g. conference, workshops, consultations etc.)
• Fluent in Arabic and English (French is an asset).

GIS specialist:

• Advanced degree in computer sciences, software engineering, math or statistics, urban planning, or a related field.
• At least seven years’ experience in supporting organizations using, running, developing, and maintaining GIS systems and performing integral data-collection and analysis functions.
• Previous experience in supporting municipalities and/or government agencies use, run and maintain GIS systems strongly preferred.
• Ability to present information to clients and stakeholders through the production of GIS related proposals, reports, and presentations.
• Fluent in Arabic and English (French is an asset).

Research officers:

• Degree in economics, statistics, development, social sciences, or a related field.
• At least five years of relevant professional experience in working as a researcher for a university, think-tank, or specialized consultancy firm.
• Strong quantitative and data management and manipulation skills are a must.
• Ability to liaise and work with public sector and private sector institutions to collect and gather data.
• Good knowledge and/or previous work experience within the concerned districts (Northern Metn, Al Fayhaa-Tripoli and Tyre) is an asset.
• Ability to prepare analytical reports, data analysis, and research.
• Fluent in Arabic and English (French is an asset).

Notes:

• Interested Organizations must provide information indicating that they are qualified to perform the services (brochure, description of similar assignments, experience in similar conditions, availability of appropriate skills among staff, etc).
• The CFP and accompanying documents must be received in accordance with instructions provided. CFP submitted to a different email address other than the specified one will not be considered.
• CFP from applicants failing to provide the complete information to fulfill the basic eligibility criteria will be considered non-responsive.
• CFP received after the above deadline will not be considered
• Organizations will be selected in accordance with the procedure set out in the UN-Habitat IP Management policy and Standard Operating Procedures.
• CFP from applicants failing to provide the requested information will be disregarded.
• This CFP does not entail any commitment on the part of UN-Habitat, either financial or otherwise. UN-Habitat reserves the right to accept or reject any or all Proposals without incurring any obligation to inform the affected applicant(s) of the grounds.
• All prices must be in USD

 

References

[1] For more information, please refer to: http://www.cas.gov.lb/index.php/national-accounts-en

[2] For an understanding of the current government economic priorities, please refer to the Ministerial Declaration (in Arabic):http://www.pcm.gov.lb/Library/Images/Hok76Ministers/w76n.pdf

[3] Council of Ministers Decisions 13 dated 30 April 2020.

[4] For a detailed analysis of the Syrian Crisis impact on Lebanon, please refer to the Lebanon: Staff Report for the 2014 Article IV Consultation.

[5] Lebanon’s Economic Update, April 2020, World Bank.

[6] Article 50 of Legislative Decree Number 118 dated 30 June 1977.

[7] Article 122 of Legislative Decree Number 118/1977.

[8] Article 126 of Legislative Decree 118/1977.

[9] A review of the Plan was conducted in 2015 by Al Fayhaa Knowledge Transfer.

[10] Please refer to: https://www.bourjhammoud.gov.lb/sites/default/files/public/BHI0910REPORT.pdf

[11] Please refer to: https://www.bourjhammoud.gov.lb/sites/default/files/public/SBH-REPORT-F-shrinked.pdf.

[12]  A multiplier refers to an economic factor that, when applied, amplifies the effect of some other outcome. For example, an economic multiplier of 2 means that each $1 invested will impact positively the local economy by $2

[13] For a comprehensive definition, please refer to Promoting Local Economic Development through Strategic Planning, A Trainer’s Guide, UN Habitat, 2009.

[14] Local Economic Development in Post-Crisis Situation, an Operational Guide, ILO.

[15] Idem.

[16] In Lebanon, only 45% of Lebanese workers are covered by the National Social Security Fund (NSSF), while 56% are covered by at least one type of health insurance (including NSSF).

[17] For a comprehensive analysis of Gender and LED, pleases refer to: Gender Mainstreaming in Local Economic Development Strategies, ILO, 2010.

[18] The governance systems enabling delivery will be addressed in depth through the municipal finance component of the MERP project.

[19] This assumes the performance is deemed satisfactory by UNDP, UN-Habitat and the local government partners.