Community of Practice Development

Result of Service Objective.

This post is located home-based and under the direct supervision of the Programme Management Officer for Climate Finance within the Climate Change Unit at UNEP LACO. The incumbent’s main objective is to support UNEP in: i) designing and developing the CoP’s electronic platform; ii) development of the CoP’s communication and knowledge management strategy; and iii) supporting the CoP’s Phase I -planning and start-up. 2.2 Scope. The scope of this ToR includes: - Support the design, development, configuration, training, reporting, functional and non-functional test, until final version of the CoP web platform is active. - Support to develop the CoP branding, logo, look&feel and its online strategic positioning, including social media, communication assets, and any other strategy prosed by the consultant. - Develop the CoP’s communication strategy and its positioning within the LAC region. - Aid to execute Phase 1-planning and start-up (May 2022-May 2023). - Develop online workshops to engage CoP plausible members to participate in the peer-to-peer discussions and collaboration. - Support the information transfer to UNEP website administrators. 2.3 Responsibilities and Activities. The consultant shall perform the following activities: 1. Development of the inception planning report - Present the team members, the coordination processes, oversight, quality management, and progress checks with UNEP LACO and UNEP FI specialists. - Present the appropriate methodology to achieve deliverables 2, 3, 4, 5, and 6 both in terms of its presentation and of the information that will be concluded therein. - Develop a detailed work plan with milestones, based on the kick-off meeting; it must include progress checks with UNEP LACO and UNEP FI specialists.

2. Development of CoP’s electronic platform 2.1 CoP Prototype - Develop the source code and domain of the electronic platform. - Design the website template, functionalities and features of the platform, this should include the graphic concept, visual language of the templates. - Ensure consistent visual language on the new platform by introducing fixed styles in templates ensuring consistency in fonts, formatting, icons, images, layout techniques. - Develop the CoP’s branding, logo, and look-and-feel, same as its branding position through Google and social media channels. - Standard page elements including header, footer, tabs, persistent navigation, contact us, email and pageprint options should be included in the new templates - It is preferable that the platform is created in Wordpress. The template includes a sitemap, website flow, or user journey. This would be the first step towards information architecture. The key functional flows will be designed in detail to show exactly how the user performs the main tasks within the product. These will be the blueprints that illustrate the layout structure of the website and its content component types.

2.2 Pilot test of the CoP - Prepare the information architecture, functionalities and interaction; - Low-level wireframe protype for landing content and funtionalities which must include at least: o A landing page with static information of each section including: text, images, YouTube links, and PDF links, if available; o Contact form template; o Newsletter form template. o Event subscription form template. - Initial configuration 2.3 Final implementation and training - Develop of the interface and interaction design: o High level visual prototype with graphic line implementation; o Mobile (360px) and desktop (1280px); o UX with a focus on the user; o Product-focused UI and its limitations; o Monitoring until launch. - Technical implementation: o Worpdress installation and configuration according to the designed architecture; o Configuring modules with Elementor; o Front-end programming for the implementation of visual styles and interaction; - Information transfer: Develop training guides (manual) and implement training on the operational arrangements and functionalities of the Platform for UNEP website administrators/staff and stakeholders on the usage of the system, so that they can make future modifications, updates and upload data to the new website, and the delivery of technical and functional documentation of the website. - Brief presentation: It is requested that after a certain time of launching the upgraded website, the consultant presents to UNEP the impact on the traffic and visibility of the new website after the redesign, demonstrating with the corresponding KPIs the improvement on design and functionality. - Perform the necessary roll-out activities, in particular: o Provide a pre-production environment where the system may be prepared for launch; o Perform the launch-related activities or support the UNEP in the launching of the platform. o Provide post-launch support during the initial period of operation and be accountable for any malfunction of the solution for at least 6 months after the delivery.

3. CoP’s Communication and knowledge management Strategy Design, implement, monitor, and evaluate a communication strategy at regional level for the CoP. To do so the consultant can consider the CoP’s core partners and target audience communication channels (financial actors across the financial sector – central banks, financial supervisors and regulators for the banking and insurance sectors, and private financial entities, mostly banks and (re)insurers), and those from other UNEP LACO & UNEP FI’s international partners. The main tasks to develop the strategy are the following, but not limited to: - Develop a detailed roadmap of the communication strategy. The communication strategy proposal should contain planning, monitoring and evaluation phases, as well as the forecast of the expected results. This roadmap should include a calendar of implementation by activities/deliverables/milestones, and indicators for monitoring and evaluation. - Create, manage and update (biweekly) the directory of CoP members and broader audience. - Design, and update (monthly) the the CoP’s web platform. - Promote CoP’s knowledge sharing through social media channels (weekly) such as Twitter and Linkedin, and others. - Design the materials for any event launched by the CoP. - Reach out to all the CoP members (monthly) through digestible, targeted email updates to bring the most pertinent updates and opportunities for engagement to the attention of the CoP members, including, relevant discussions, queries, cross-cutting surveys, consultations, webinars, event, blogs, podcasts. - Develop strategic creation and curation of knowledge products and communications assets (e.g. videos, infographics, social media cards). o CoP main videos: an introductory video to “Climate Risk CoP” initiative of 1 minute maxium, and a 30-second video that will be used as separator in webinars and events. o Design of infrographics to present the CoP initiative (4 minimum) o Design of social media templates to present the CoP initiative (6 minimum) - Provide administrative support for the coordination and technical support for the development of a strategic agenda and communication.

4. Development of Phase 1: planning and start-up Based on the needs and expectations of CoP members, the CoP will unfold on different phases. The Phase I – planning and start up should run for about 20 months and must envision to set up the base for the CoP for the years to come. Therefore, the incumbent must develop and aid to execute the Development of Phase I. The main tasks are the following, but not limited to: - Execute a 100-day implementation plan for the CoP that should include: a. Knowledge management strategy Based on qualitative research, the consultant must conduct a demand-driven CoP survey/focus group/round of interviews to identify the following: i. Challenges and opportunities of climate risks in the regional finance system, and the state of art of this topic among the LAC region plausible CoP members. ii. Information gap on this topic across the LAC region, same as the data requirements for the users. In particular, what do the users would like to discuss and learn about? iii. CoP plausible members needs, expectations, technological and financial capacities, their level of knowledge on the topic. iv. Map the capacities and expertise of plausible CoP (core and non core) members. v. Identify one or more facilitators to promote participation and model good behavior. vi. Identify potential synergies and collaborative efforts with other regional and international initiatives on climate financial risks. b. CoP’s governance mechanisms i. Define the CoP collaboration model to follow and its characteristics ii. Define the CoP’s governance mechanisms iii. Identify the CoP (core and non core members) and their roles iv. Develop member-driven engagement mechanisms v. Develop a clear implementation plan/timeline to achieve agreed-upon results vi. Develop and execute varied learning activities, tools, and resources to capture and share knowledge among sessions vii. Follow a methodology or metrics for evaluating the community’s performance and incorporating members feedback 5. Development of 3 workshops (online) The main tasks to develop the workshop are the following, but not limited: - Design, manage, and facilitate three (3) online workshops, which much include: o Aid to design the following materials: concept note, agenda, presentations (ppt) o Support in the workshops logistics for organizers, speakers, and key panelists o Facilitate the online workshop logistics and arrange simultaneous translation (if needed English, Spanish, and Portuguese). o Aid to send letters of invitation to speakers and key panelists and confirm participation. o Execute a communication package per workshop via website, social media, newsletters, and communications assets (podcasts, infrographics, social media cards). o Collect speakers, CoP members, and guests feedback on the technical overview and logistics of the workshops (via online surveys). 6. Development of final activities report The incumbent must include the accomplishments per the schedule requested, final results, lessons learned, and best practices for launching a plausible Phase II – Growing the CoP (May 2023 – May 2024); and Phase III – Enhancing the CoP (May 2024 – May 2025).

2.4 Content Delivery.

Outputs 1. Development of the inception planning report 2. Development of the CoP electronic platform 3. Development of the CoP electronic platform 4. Development of CoP’s Communication Strategy 5. Development of Phase I: planning and start-up 6. Development of 3 workshops (online) 7. Development of final activities report

Deliverables Product No 1: a document including a inception planning report. Product No. 2: Prototype: a document that presents the technological architecture and information systems of the website, logical development and scripts, including what´s detailed in 2.1 Product No. 3: CoP’s pilot test: a document with the project technical information, including the pilot test with what´s detailed in 2.2 Product No. 4: CoP’s communication strategy document with what´s detailed in 2.3 Product No. 5: Execution of Phase I: planning and start-up: a document that presents the CoP’s knowledge strategy as state in activity 4 subsección a); and a second document that describes the CoP’s governance mechanisms as mentioned in subsección b). Product No. 6: Three (3) online workshops: a document per workshop that collects the results and recommendations (technical overview). Power point presentations templates and final versions, in addition to the agenda (word and pdf), list of participants (in excel format), social media banners and other promotional material. Product No. 7:A final report that describes best practices and recommendations for Phase II and Phase III. This report should include a detailed work plan of the CoPs for long term implementation.

Work Location Home-based

Expected duration 20 months

Duties and Responsibilities Purpose.

The United Nations Environment Programme (UNEP) is the leading environmental authority that sets the global environmental agenda, promotes the coherent implementation of the environmental dimension of sustainable development within the United Nations system and serves as an authoritative advocate for the global environment. The UNEP Office for Latin America and the Caribbean (LACO), located in Panama City, works closely with the 33 countries of the region and. its activities are integrated into the Medium Term Strategy and the Programme of Work approved by the United Nations Environment Assembly (UNEA).

According to the World Economic Forum (WEF) 2021 Global Risk Report, Climate Change is classified as a “catastrophic risk,” considering this the most impactful risk and the second most likely long-term risk. (WEF 2021) . The lack of action will result in global temperatures rising by more than 3°C, and the world economy could shrink by 18% in the next 30 years. At the same time, significant economies could lose roughly 10% of Gross domestic product (GDP) in 30 years (Swiss RE, 2021) .

In particular, according to the Global Commission on Adaptation, climate events are the greatest threat to development gains in the Latin America and the Caribbean (LAC) region. Given LAC climate change vulnerabilities, the region is prone to climate-related natural disasters, such as tropical storms, floods, droughts, fires, among other consequences. Climate-related natural disasters have occurred more frequently in recent decades with a significant bearing on the population and the economy. Climate effects are expected to be increasingly severe and frequent. Therefore, the region also suffers even larger economic losses and social impacts that will accelerate and accumulate over time. By 2050, it is estimated that 17 million people (2.6% of the total population) could be displaced, and 2.6% of GDP could be lost due to climate events. This adds to the 1.7% of GDP already lost to climate-related disasters over the past two decades (equivalent to USD$11 billion in economic damage per year) . Suppose the current trend in temperature increase continues (¿3°C). In that case, the six largest economies in the region (Argentina, Brazil, Chile, Colombia, Mexico, and Peru) could lose on average up to 17% of GDP by mid-century .

The immense magnitude of estimated economic losses due to climate-related risks, along with the rapid materialization of those losses and how nonlinear some of the climate change impacts are, affect not only LAC macroeconomic stability of national economies, but also the financial stability of the financial sector and, therefore, the most relevant activities of central banks, financial regulators and others critical financial market participants, such as insurance companies.

Considering this context, financial actors across the financial sector indisputably recognize unmitigated climate change rises to the level of financial systemic risk, with high-impact and high-probability of occurrence. Many leading initiatives by central banks and other private financial actors are already underway – with more under development - on embedding climate-change data into financial decision-making.

Although the financial sector is becoming aware of the risks and challenges of climate change, attempts to incorporate climate-related risks, as a systemic risk, into risk management are in a very early stage in LAC, given the lack of knowledge, tools, and capacities available in the financial sector related to map climate-related risks onto their portfolios and quantify the financial impact of climate change, added to the absence of regulatory demands. A recent survey, conducted by UNEP and the Development Bank of Latin America (CAF), among 78 LAC financial institutions, which together hold 54% of the total assets managed by the region's banking sector, revealed that only 38% incorporate climate-change guidelines in their strategy and operations, and only 24% have a policy on climate risk evaluation and disclosure .

Central banks and financial regulators and supervisors in the LAC region are also becoming aware of the implications of climate change for macroeconomic and financial stability; however, attempts to incorporate climate-related risks into regulatory frameworks have also stalled given the difficulties of modeling climate change and its financial impacts. Central banks and financial regulators and supervisors have started to collect the data necessary to assess climate-related risks through engaging with scientists, climate economists and climate local modelers. However, central banks and financial regulators and supervisors should not wait until achieving a modelling approach that precisely assess climate effects or the exact future course of these risks in the economy and the financial system to halt action today. The current cost of climate-related risks to the LAC countries’ economies and their financial systems, and these risks are only intensifying over time, is too big for financial regulators to wait.

Given the complex nature of these risks, a significant level of uncertainty will persist. Therefore, it will be crucial to make progress, even if it is initially not perfect, to safeguard the financial system from these risks and prepare the financial institutions for the opportunities that come along with the transition towards a low-emission and climate-resilient economy.

To reduce the barriers that the financial actors in the 33 countries of Latin America and the Caribbean are currently facing to implement the needed strategic approach to address climate-related financial risks, UNEP LACO and United Nations Environment Programme Finance Initiative (UNEP FI) will launch a Community of Practice (hereinafter CoP). The CoP will promote open discussion, build capacity, and share knowledge and best practices between financial actors across the financial system to encourage a deeper understanding of the implications of climate-related risks for the LAC economies and their financial systems, and how in practice the financial sector can take immediate action against these risks. Such a platform will reinforce the case for an urgent, ambitious, and coordinated action between policymakers, central banks, financial regulators and supervisors, and financial entities.

The CoP aims to help users to: - further deepen the knowledge about climate change as a source of financial instability; - discuss global and regional insights on how to better identify, measure, manage, disclosure, and report climate-related risks (best practices); - discover climate-risk management and mitigation strategies from government officials, central banks, and financial entity executives; - identify and discuss potential practical solutions to address climate financial risks; - assess the response to regulatory and disclosure frameworks that strengthen the resilience of the financial system to climate-related risks and discuss the standardization of disclosure practices; - hear about the decision-relevant climate data and how put climate models and scenarios to practical use to mitigate and manage climate-related financial risks and identify current limitations; - learn about innovative technological solutions to inform decision-making process related to climate risks; - create a sense of coordinated action and cooperation and explore public-private sector partnerships to combat climate risks. - network with policymakers, central banks and financial regulators and supervisors representatives, financial entity C-level executives, business leaders, climate data providers, scientifics, and academia, addressing the key issues around climate-related risks through high-level regional forum, a series of technical panel conversations, workshops, and roundtables.

In this sense, the Climate Change unit is looking for hiring a Community of Practice Development Consultant who will be supervised by the Programme Management Officer for Climate Finance within the Climate Change Unit at UNEP LACOand will work from home.

Qualifications/special skills Academic Qualifications: - Bachelor’s degree in systems engineering, computer science, communications, graphic design, social sciences or similar;

Experience: - Work experience of at least 7 years of professional experience working on different aspects of high-level communications such as media relations, content production, community of practice management, UX/UI design, and social media management, required; - Experience in the creation of visual identities, advertising campaigns and communication strategies development. - Experience in projects of the size of this project; - Excellent ability to communicate both written and spoken, and to work in a team;

Language: - Fluent in English both written and spoken, Fluent in Spanish is desirable.

Skills: - Proven experience in using Wordpress, required; - Proven experience in UI/UX design,(desirable); - Proven experience in DevOps, (desirable); - Proven experience in front-end, back-end, and full-stack development, required; - Proven experience in knowledge management within an international organization, required; - Proven experience in working in community/networks,(desirable); - Proven experience in the methodological design of workshops and/or communities of practice using participatory methodologies of joint learning, application of surveys and/or analytical work on climate change, required; - Proven experience in organizing and managing online and in-person events, workshops, webinars, including developing presentations, required; - Proven work experience in Latin American and Caribbean region, required; - Proven work experience in creating and managing online platforms (required); - Experience with international organizations or with UN (desirable). - Proven ability to work under pressure with tight deadlines, and to deliver in a timely manner within cost and quality standards. - Experience working with financial sector, desirable.

No Fee THE UNITED NATIONS DOES NOT CHARGE A FEE AT ANY STAGE OF THE RECRUITMENT PROCESS (APPLICATION, INTERVIEW MEETING, PROCESSING, OR TRAINING). THE UNITED NATIONS DOES NOT CONCERN ITSELF WITH INFORMATION ON APPLICANTS’ BANK ACCOUNTS.