Country: Somalia
Closing date: 05 Oct 2017
OVERVIEW OF CTG GLOBAL
CTG support and manage humanitarian projects in fragile and conflict-affected countries around the world. With past performance in 15 countries – from the Middle East, Africa, Europe, Asia and Central and South America – we offer a holistic fabric of project management, implementation and support. Skilled in emergency response to crises such as the Ebola outbreak in West Africa, we have the ability to act quickly (crisis response teams can be on the ground in 24 hours) and to establish structured operations in high-risk environments. CTG recruit and manage qualified, skilled teams with extensive experience operating in challenging conditions.
OVERVIEW OF THE POSITION
Early 2017, the Federal Government of Somalia approved the National Development Plan 2017 -2019, a first in over 30 years. The NDP has been formulated through an inclusive and transparent process engaging sectoral ministries of the Federal Government, the Federal States, civil society, private sector, parliament and academia as well as the international development partners. The plan sets up priorities for Somalia for the period 2017-2019 and embeds Sustainable Development Goals, adapting them to the national context.
The National Development Plan has four keys interrelated objectives:
• Articulate Government development priorities: to set out a clear vision for Somalia’s security, social and economic development priorities. In addition, to define the key state building and peace building priorities including democratic governance and align with the SGDs as much as possible.
• Provide a structure for resource allocation and management: to guide the NDP priorities within the annual budget allocations in 2017 and beyond
• Guide Development Partner support within the defined FGS priorities in the coming three years: in terms of structure and well defined funding priorities, whilst ensuring FGS leadership of the development agenda and existing and new development Trust Funds.
• Serve as an Interim Poverty Reduction Strategy for Somalia that is aligned with the global SDG initiative. The Plan also meets Somalia’s on-going commitments as set out in the Somalia Compact as reprioritized within the NDP.
The Federal Member States have developed or are in the process to develop their state level development plans, mostly aligned to the (draft) NDP.
One of the overall principle priorities in the National Development Plan is to strengthen the civil service management. The client through its Capacity Development Programme supports the Federal Government and the State Governments in these endeavors. The main partners are the federal Ministry of Labour and Social Affairs, the state ministries of labour as well as the Federal and State Civil Service Commissions. Other international agencies supporting civil service management include the World Bank (Recurrent Cost Recovery Facility – RCRF II; Capacity Injection Project - CIP), DfID (PREMIS
project) and the USAID (SSG project).
One of the main elements of strengthening the capacities of the public sector is training. Most internationally funded projects – on one way or the other – provide training and other tools to improve the capacities of the individual staff members in the ministries. Up till now, these efforts are taking place in an uncoordinated manner, duplicating efforts and often providing different messages in the same or similar subject matters, proposing varying ways in which work-processes can be organized.
This is leading to confusion and sometimes conflicting arrangements within the government. Secondly, most training is organized on ad-hoc basis often implemented by national and international consultants, where there is no further transfer of training skills and mostly no consistency in follow-up training. Thirdly, most of the training is project related and hence focusing on issues directly relevant
for the specific project with the specific government partners. This does not lead to a coherent approach based on the need to build a civil service that is competent throughout the public sector and creating ‘islands of competency’ and inequality in the public sector vis-à-vis exposure and access to training.
Some projects – in cooperation with their specific counterparts – are establishing more longer term approaches, for instance the StEFS project cooperates with the Uganda Management Institute for training programme to the federal member state governments, the World Bank CIP project cooperates with the National University of Somalia to establish a School for Public Administration with associated training curriculum, the USADI SSG project has developed a similar approach.
Hence, there is a strong need to develop a coherent approach towards training in the public sector.
GENERAL FUNCTIONS
Role objective:
The main objective of this assignment is to support the Federal and State Ministries of Labour to develop a well-articulated, coherent and realistic training policy for the public sector.
The Consultant is expected to support the achievement of the following results:
• Establish under the leadership of the Federal Ministry of Labour a task force with representation from the key Federal stakeholders and the Federal Member State as a platform to regularly exchange ideas and expectations as well as review draft strategy papers.
• Develop an outline (to be endorsed by the Ministry of Labour) of the national training policy, outlining the overall approach and the different chapters
• Produce a draft national training policy, to be discussed through the task force and presented to both the national and international stakeholders
• Taking on board comments and recommendations during the consultation on the draft policy, develop the final national training policy.
This final national training policy is then taken forward by the Ministry of Labour for endorsement within the government structure.
While the consultant is requested to develop an outline of the national training policy in the beginning of the assignment, it is expected that the following issues will be taken into consideration:
Training policy to be based on public sector labour force development
The public sector workforce in Somalia is growing both on Federal level and on Federal Member State level. While most (new) recruitments are based on urgent needs to fill certain gaps, a training policy would take a longer term perspective and develop an approach that will take into consideration the structure of the labor force the different Government levels will need on a medium and longer term
basis.
Training policy to prioritise the core of government common functions
While each sector ministry will have training requirements concerning the technical fields of their mandate (e.g. agriculture, fisheries, livestock), these will not be managed through the national training policy, which will focus on the common functions in the public sector as a matter of priority; these will include for instance personnel management, financial management, policy development, planning, M&E, statistics, performance management, etc.
Training implementation arrangements
As indicated above, presently different training arrangements are implemented with limited impact. The national training policy will outline a coherent approach to establish and develop national training capabilities. Within such an approach, productive cooperation arrangements with international (training) institutions may be part of the policy.
The policy equally will outline the required capacity within the government to implement the training policy.
Financing of training
The policy will outline how the policy will be financed. This may include donor funding, government budget allocations as well as cost recovery models.
Expected output:
Deliverables:
• Outline paper for the national training policy
• Draft training policy
• Final training policy
The consultant is provide short notes on each workshop and coordination meeting that is held to
present, discuss and review the outline, draft and final national training policy documents.
The consultant is expected to report formally back to the client and the Federal Ministry of Labour and Social Affairs as follows:
• Inception report –1 week after the start of the assignment, including initial deployment plan as well as methodology to implement the assignment
• Monthly progress reports
• Final report at the end of the assignment
Project reporting:
N/A
Team management:
N/A
ESSENTIAL EXPERIENCE
Education:
§ Master's degree in Preferably in Public Administration, Civil Service Management, Social Sciences or any other related discipline.
Work experience:
§ Minimum of 10 years of demonstrable relevant Public Administration experience.
Geographical experience:
§ Minimum of 1 years of experience in Africa with local experience in Mogadishu is an advantage.
Languages:
§ Fluency in English is essential.
Key competencies:
Corporate Competencies:
• Demonstrates commitment to UNDP’s mission, vision and values.
• Displays cultural, gender, religion, race, nationality and age sensitivity and adaptability
Functional Competencies:
Accountability
• Mature and responsible; ability to operate in compliance with organizational rules and regulations;
Planning and organizing
• Effective organizational and problem-solving skills and ability to manage a large volume of work in an efficient and timely manner;
• Ability to establish priorities and to plan, coordinate and monitor (own) work;
• Ability to work under pressure, with conflicting deadlines, and handle multiple concurrent activities
Teamwork and respect for diversity
• Ability to operate effectively across organizational boundaries;
• Ability to establish and maintain effective partnerships and harmonious working relations in a multi-cultural, multi-ethnic environment with sensitivity and respect for diversity and gender;
Leadership and Self-Management
• Focuses on results for the client and responds positively to feedback
• Consistently approaches work with energy and a positive, constructive attitude
• Remains calm, in control and good humored even under pressure
• Demonstrates openness to change and ability to manage complexities
Other relevant information:
The total number of working days foreseen for this assignment is a maximum of 60 working days starting in October 2017, in several missions to be determined through the inception report.
• The detailed deployment strategy will consist of 3-4 missions to be developed on an incremental basis in line with the work-load as it arises.
• The assignment is contingent on the security situation, the security situation is volatile and last-minute adaptations to the programme may emerge.
Indicative Payment Plan
The payment plan may be adapted as per inception report.
• 10% (equivalent to 5 working days) upon submission and approval of the inception report;
• 50% (equivalent to 30 working days) upon submission and approval of the draft training policy, ready for formal approval by the Minister and subsequent submission to the Cabinet and Parliament;
• 30% (equivalent to 20 working days) upon completion of the final national training policy, ready for approval by the Minister
• 10% (equivalent to 5 working days) upon completion and approval of the final report.
Experience
• At least one hands-on experience in the development of a government-wide training policy or strategy
• Civil Service Reform, preferably in a post-conflict setting;
• Solid strategy drafting skills;
• Sound organizational skills to support the organization of outreach/consultation efforts, preferably in a post-conflict setting.
How to apply:
Please apply at the following link: https://recruitmentctg.force.com/xcdrecruit__Site_ExternalPositionDetails?id=a1124000002rir3