Mozambique has embarked upon a new phase of decentralization, with the aim of improving governance, strengthening democracy at the sub-national levels, and striving to deliver better public services.  Most of the reforms were carried out at the provincial level.

The most important of these was undoubtedly the creation of the position of Provincial Secretary of State and the creation of provincial services that replicated the provincial directorates of the elected governing body. This process of adapting the provinces to work with two structures with almost similar functions took time, adjustments and institutional coordination. At the same time, the government created an inter-ministerial CREMOD commission to evaluate and propose a new decentralization model more rooted in the reality and needs of the territory. Thus, in 2024, the year of the elections and the consequent change in government, it is also hoped to have the general outlines of a proposal to reorganize the decentralized territorial administration, so there is a need to have a technical project team prepared to adapt to changes in the political context and possible reforms.

To provide further impetus to this process, the Government of Republic of Mozambique and UNDP have developed Decentralization for Development (D4D), the Initiatives to Promote Provincial Decentralization and SDGs localization programs. Also, at the beginning of August 2024, the implementation of the joint programme (UNDP and UNICEF) “Connecting Communities” through the digital transformation of public services began.

In the short and medium term, decentralization projects will focus on:

• Political level, supporting the implementation of the revised legal instruments for the decentralized governance bodies;
• Identification of TA needs related to the new decentralization package on institutional, fiscal and development issues to support decentralized governance bodies and provincial representatives of the state;
• Harmonize the territorial strategic planning instruments used by the districts and provinces to have a single model that is articulated with the National Development Strategy (ENDE), and that aligns with both the Sustainable Development Goals (SDGs) and the National Indicator Framework;
• Improving the delivery of public services to citizens, as part of the National Strategy for the Reform and Development of Public Administration (ERDAP 2012-2025), in its component no. 4 (improving service delivery).

Reinforcement of coordination, responsibility and good governance mechanisms through the Provincial Coordination Councils, Provincial Development Observatories and MAEFP National Coordination Councils.

• Supporting the provinces and districts of Niassa, Nampula, Cabo Delgado, Sofala, Manica and Maputo in drawing up their territorial strategies;
• Facilitate capacity-building actions, together with the MEF, for provinces and districts to ensure that territorial strategies are aligned with sustainable development objectives, the national indicator framework, gender markers and the government’s Five-Year Plan. Elaboration and implementation of cost saving and reduction strategies;
• Preparing learning material on SDGs, project formulation and gender mainstreaming, theory of change, results-based management, local strategic planning, etc;
• To conduct and animate learning sessions at both national and local level on the above-mentioned topics;
• Prepare a training module on the 2030 Agenda and the SDGs, to be included in the Public Institute for Training (IFAPA) training programmes;
• Supporting MEF, MAEFP, provinces, districts and municipalities in drawing up and implementing digitalization strategies such as e-BAUS, Municipal Virtual Secretariats, Linkinmodex, to improve public services for citizens and improve revenue collection capacity;
• Supporting provinces, districts and municipalities in strengthening their institutional and operational capacities in terms of public finance management (e-SISTAFE) and accountability.

• Implement and participate in the design of programme monitoring and evaluation tools in line with the UNDP Corporate Strategic Planning, different corporate platforms as well as with the UNDP Results-based principles, approaches and tools;
• Participate in the development tools and processes for monitoring and evaluating Decentralization projects, as well as innovative approaches in line with requirements;
• Provide permanent assistance in quality control and accountability of all actions framed in decentralization projects in accordance with UNDP rules and procedures;
• Ensure due implementation of partners capacity assessments and assurance activities under the Harmonized Approach to Cash Transfer (HACT) framework, including assistance in carrying out monitoring visits and capacity-building activities for partners;
• Preparing terms of reference and supporting independent and credible evaluations of Decentralization projects, in accordance with UNDP standards;
• Design adapted tools to track and monitor the compliance indicators provided for in the Prodoc of each Decentralization project, in order to ensure that the appropriate measures are taken to achieve the expected results;
• Ensure quality control and compliance of Annual Work Plans and project results;
• Ensure that the different work plans with partners at national and provincial level are aligned with the key priorities identified in the results of the UNDP Strategic Business Plan (CPD) and with each project’s Prodoc;
• Follow up and monitor the progress (operational and financial) of the different Work Plans signed with the Implementing Partners;
• Develop and improve models for periodic evaluation and results-orientated annual reporting;
• Ensure that all reports for the 4 projects, in UNDP’s corporate system (Quantum) and on the UN-INFO platform, are prepared on time, efficiently and with high quality;
• Update the logical framework in OPSYS with the latest values for the results indicators under the EU-funded D4D project;
• Support the PMSU team in the effective implementation of monitoring and evaluation policies and strategies, as well as the efficient management of the monitoring and evaluation process.

3. Ensure technical assistance for the articulation of national public policies with those at sectoral level (provinces, districts and municipalities), as part of the new decentralization process:

• Promote better coordination and communication between the MAEFP, MEF, UNDP and other decentralized cooperation partners working on decentralization in Mozambique;
• Facilitating the process of strengthening the institutional and operational capacity of both the MAEFP, MEF and IFAPAS, as well as the Decentralized Governance Bodies at provincial level;
• Preparing the Annual Work Plans for the projects that are part of the decentralization portfolio;
• Prepare the agreements with the different implementing partners, both at national level (Ministries, Universities and NGOs) and at provincial, district and municipal level;
• Support the partners at national level (MAEFP, MEF and ANAMM) and the partners at provincial level in preparing the activity plans and budgets to be financed and implemented within the framework of the decentralization projects;
• Supporting provinces and municipalities in the process of digitizing public services (e-SISTAFE, e-BAUS and Municipal Virtual Secretariats);
• Preparing annual reports on decentralization projects;
• Provide support for resources mobilization including through quality assurance support for projects  proposals following requirements of UNDP, donors and partners.

4. Facilitating the SDGs projects to test Decentralization reforms:

• Support the provinces in preparing the voluntary report on the progress of the SDGs and the Provincial Voluntary Report;
• Facilitate workshops on the selection and drafting of both concept notes and impact project documents at provincial and district level, which enable the SDGs to be localized;
• Ensure good coordination between the different provincial actors and partners in the choice and implementation of impact projects;
• Supporting the design of innovative approaches to implementing impact projects;
• Assisting in quality control to ensure that the results of impact projects are measurable and sustainable.

5. The incumbent performs other duties within their functional profile as deemed necessary for the efficient functioning of the Office and the Organization.

Institutional Arrangement

The Strategic Planning, Monitoring and Evaluation Analyst  will work under the direct supervision of the Chief Technical Advisor – Decentralization Project and in collaboration with the Country Office Monitoring Officer.

Achieve Results: LEVEL 1: Plans and monitors own work, pays attention to details, delivers quality work by deadline;

Think Innovatively: LEVEL 1: Open to creative ideas/known risks, is pragmatic problem solver, makes improvements;

Learn Continuously: LEVEL 1: Open minded and curious, shares knowledge, learns from mistakes, asks for feedback;

Adapt with Agility: LEVEL 1: Adapts to change, constructively handles ambiguity/uncertainty, is flexible;

Act with Determination: LEVEL 1: Shows drive and motivation, able to deliver calmly in face of adversity, confident;

Engage and Partner: LEVEL 1: Demonstrates compassion/understanding towards others, forms positive relationships;

Enable Diversity and Inclusion: LEVEL 1: Appreciate/respect differences, aware of unconscious bias, confront discrimination.

Cross-Functional & Technical competencies 

Business Management

• Result-based management
  • Ability to manage programmes and projects with a focus at improved performance and demonstrable results.
• Project Management
  • Ability to plan, organize, prioritize and control resources, procedures and protocols to achieve specific goals.
• Monitoring
  • Ability to provide managers and key stakeholders with regular feedback on the consistency or discrepancy between planned and actual activities and programme performance and results.
• Evaluation
  • Ability to make an independent judgement based on set criteria and benchmarks;
  • Ability to anticipate client’s upcoming needs and concerns.

Partnership Management

• Resource Mobilization
  • Ability to identify funding sources, match funding needs (programmes/projects/initiatives) with funding opportunities and establish a plan to meet funding requirements.

Business Direction and 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.

Finance

• Audit Risk Management
  • Ability to address audit issues raised in the course of an audit and propose solutions in order to ensure a true and fair audit opinion is achieved.