UNDP Jobs - 51516- International Consultant for Inter-Departmental Ov

International Consultant for Inter-Departmental Overview and Capacity Needs Assessment of the Ministry of Interior Affairs Training Functions

Location :

Kabul, AFGHANISTAN

Type of Contract :

Individual Contract

Starting Date :

Application Deadline :

20-Nov-14 (Midnight New York, USA)

Post Level :

International Consultant

Duration of Initial Contract :

12 Weeks (60 working days)

Languages Required :

English

Expected Duration of Assignment :

UNDP is committed to achieving workforce diversity in terms of gender, nationality and culture. Individuals from minority groups, indigenous groups and persons with disabilities are equally encouraged to apply. All applications will be treated with the strictest confidence. UNDP does not tolerate sexual exploitation and abuse, any kind of harassment, including sexual harassment, and discrimination. All selected candidates will, therefore, undergo rigorous reference and background checks.

Background

Afghanistan is currently in a transition period that will last until the departure of the international security forces at the end of 2014. This transition phase will be followed by a phase of transformation (2015-2024), where the Ministry of Interior Affairs (MOIA) will assume full responsibility for public security. In order to cope with the challenges posed by this new environment, the MOI will undertake ministerial reform and professionalize the Afghan National Police (ANP).

The MOI’s plans to professionalize the ANP can be seen in the Afghanistan National Police Strategy (NPS) and the Afghanistan National Police Plan issued in 2014, together with the Ten Year Vision which sets forth a vision and a roadmap of priorities for the ANP. Among the thirteen strategic goals set forth in the NPS is “1. Modern training and education for ANP based on requirements”. The inclusion of training as a strategic goal reflects an existing gap in the quality of services provided by the ANP and the acknowledgment by the MOI of the need to develop its institutional capacity to both raise the overall level of police and to develop specialized expertise in order to create a professionalized police force. Although an array of trainings have been provided to the ANP through the international community, primarily Germany and the United States, the method and goals of the trainings have varied and there has not been a self-sustaining, comprehensive training method developed to address the needs of the MOI and ANP.

The MOI and ANP’s ability to properly train its personnel is also key to successfully implementing other goals set forth in the ASP, including developing operational plans (goal 3), improving the capacities of female personnel (goal 4), improving the skills of civilian professionals in the MOI (goal 6), community policing (goal 7), combatting corruption (goal 8), disarming of illegally armed groups (goal 9), strengthening inter and intra-agency coordination (goal 10), improving the observance of human rights (goal 11) and combatting organized crime, terrorism and illegal narcotics (goal 12).

The Law and Order Trust Fund for Afghanistan (LOTFA) has supported MOI trainings and seeks to further its support. Phase VI (March 2010 – December 2014), consisting of three pillars: (Pillar 1) police remuneration, infrastructure and equipment; (Pillar 2) Capacity development and gender; and (Pillar 3) Community policing (Police-e-Mardumi), LOTFA has directly supported police trainings through Pillars 2 and 3 and indirectly through Pillar 1 by supporting the procurement of necessary equipment and infrastructure necessary for trainings.

During LOTFA VI, the international community provided support to the establishment of training sections in different departments, for specialized trainings, such as in counter-narcotics, juvenile policing, counter-insurgency and intelligence-led policing. These sections are currently not well-linked to the TGC/TEC or under the general management of DM of Administration. MoIA has been supported with the establishment of a comprehensive ANP/CPD Course catalogue where the training is subsequently entered. However, this Catalogue is currently not hosted, owned or managed by the TGC/TEC or by the MoIA in general. Additionally much training sessions currently are taking place outside of Afghanistan for ANP personnel.

LOTFA VII, which is currently in development, will consist of four pillars: (Pillar 1) Payroll Sustainment and Reform; (Pillar 2) Ministerial Reform; Pillar 3: Prison and Police Professionalization and (Pillar 4): service deliver and community-oriented policing.

The Pillar 3 objective is focused on supporting MoIA to drive and consolidate its approach to professionalization, with specific attention to Afghan Uniformed Police (AUP), Central Prisons Department (CPD) and Criminal Investigations Department (CID)/Family Response Unit (FRU). The objective is based on the premise that professionalization of police and prisons personnel is at the heart of state sovereignty and should be nationally led in line with the national security vision and priorities.

These Terms of References (ToR) are in preparation for the above-mentioned Pillar 3 – support to strengthen the capacities of the Training and Education General Command to manage training delivery in line with ANP/CPD functional requirements.

LOTFA requires the services of a consultant who can assist with conducting an assessment focused on mapping all of MoIA training functions and MoIA capacity needs to strengthen its training functions, in particular the Training and Education General Command.

Overall Objective:

The overall objective of the MOI/ANP training capacity and needs assessment should be to understand and assess (1) trainings that have been undertaken targeting MOI/ANP staff in the past and is currently being undertaken; (2) the organizational capacity of the MOI in terms of infrastructure, organizational structure and resources available to the MOI/ANP for undertaking training and coordinating trainings provided by international partners; and (3) the capacity of MOI/ANP staff, including to understand the training needs of MOI/ANP staff and trainers and to ensure the trainings are prioritized based on these needs. The findings from these assessments and the recommendations would serve as evidence for formulating activities in LOTFA VII.

Duties and Responsibilities

Scope of Work and Deliverables:

Scope of Work:

The contractor will report to the LOTFA Programme manager, working closely with MOIA. The contractor will undertake an assessment and provide recommendations on the training capacity and needs of MOI/ANP at an organizational and personnel level. This information will provide the required baseline information for LOTFA VII and provide more detailed programmatic approach for the direction of Pillar 3 (Professionalization and Training) and will be followed by a number of technical assessments (eg. training facilities, trainers, curriculum, IT needs for course catalogue etc) as part of LOTFA VII to support MoIA to develop a comprehensive Training and Education Strategy based on principles of national ownership with cross cutting themes of gender and human rights. This consultancy will be supported by a team of 2 national staff working within the project

The contractor’s scope of work shall include the following:

Conduct a desk review of documents, strategies and policies pertaining to MOI/ANP, in order to understand the function of the MOI/ANP within Afghanistan, the direction headed by the MOI/ANP and the role of the trainings that have been and are being undertaken:

National Police Strategy;
National Police Plan;
MOI 10 year vision;
MOI Organigram;
MOI budgeting documents;
ISAF Rule of Law Assessment including a snapshot of all ROL programmes in country;
LOTFA VI project document and LOTFA VII preparatory frameworks including Pillar 3 Programme strategy, RRF and AWP for 2015;
Afghanistan UNDAF and UNDP Country Programme Document;
Existing training materials used in past and current MOI/ANP trainings;
Any other document that the contractor may require for review as a result of his/her research and assessment;
IPSB database/training;
Other partners (including US, German Police, GIZ, EUPOL, UNAMA, RSM, etc).

Directly engage with key MOI departments (and key training partners) at national (specifically, DM Administration, Training and Education General Training; General Prisons Department, DM Support and Facilities Department; Logistics Department; DM Strategy Policy and Gender Directorate; Criminal Investigations Department; Community Policing Directorate; AUP) and sub-national levels to gain an understanding of gaps in the current training capacities of the MOI. The assessment should be from both a personnel and organizational viewpoint covering: This should result in understanding:

Organizational Context:

Map partners training engagement from 2015 onwards: this may include organizing a sub-working group on training (if required), mapping of training aspects and international support against a Joint Workplan;
Map training departments and reporting lines: specifically, identity of departments involved in undertaking trainings (technical and functional), coordination on trainings between different departments under guidance and management of DM Administration and extent of national ownership of MoIA in the process (vs. international partners supporting various departments);
Existence of a DM Administration owned and led comprehensive Training and Education Strategy (and key needs for improving) on all technical and functional areas required for ANP, CPD and MOIA staff, and what information should be included in the strategy which MoIA requires;
Existence of a comprehensive Training Needs Assessments (TNA) of all ANP, CPD, and MOIA training needs for technical and functional areas(and key needs for improving);
Existence of Training and Education General Command Operational Plan (and key needs for improving) including how often updated (eg. annual basis) and how annual plan of courses is defined (eg. based on priorities and training and education strategy or on arbitrary basis);
Existence of (and key needs for improving) Capacity Development (management) strategy for managing network of ANP and CPD Training centers including linkages with Police college;
Extent to which CPD training courses are managed or overseen by the Training and Education General command, included in Course catalogue and Professional Development Board review process;
Map the linkages between training and human resources: specifically assess the. linkages with performance evaluation and training records including the EUPOL training path, HR files and TGC/TEC records;
Resources allocated for trainings (administrative support, infrastructure, equipment, financial and human resources).

Infrastructure for Management of Training and Professionalization:

Mapping of the Training centers under the TGC/TEC (ANP and CPD) including locations, courses run, number of staff trained, the reporting/decision making lines/processes with Police College for developing the annual operational plan (which courses are run each year);
Map the current training database (course catalogue): specifically to assess number of courses in catalogue by typology, linkage between course catalogue and training paths for ANP/CPD posts, and assessing national ownership over the course catalogue including what MoIA needs to own and lead the system (see information on RONNA and Training and Education General Command);
Map of course materials: existence of curriculum and training materials (presentations, manuals, handouts, etc) for each course in the catalogue, process for updating/revising courses (eg. On annual basis, when new SoP/Operational Directive created, etc).

Current Training Information and Process:

Map process of course review and certification: specifically how (and which) technical courses are currently vetted and approved related to Professional Development Board process (eg. some technical trainings go through PDB and others do not such as Code of Conduct) and the national ownership of MoIA in the process of course certification (vs. international partners supporting various departments) . Map process of coordination and approval of course content for functional courses offered to ANP/CPD/MOIA (eg. Literacy, English, computer skills);
MOI/ANP/CPD Trainings: map the number of trainings for all, determination of courses offered on annual basis in Afghanistan (and internationally), the number of staff trained disaggregated by sex, the method of training of training and international support (if any), trainers and trainer certification process, the existence, development and quality of training materials, the monitoring and evaluation of trainings, and reference to the number of women in these trainings, existence of trainings targeting female staff and gender issues; and the existence of policies addressing the trainings needs of women;
Selection of candidates for Courses: identify process for selection of candidates for training including consideration of gender parity, internal policies and rules on training, the function of training within the organization (criteria for promotion or being staffed in a certain department), including consideration for gender parity.

Based on the findings of 1 and 2 above, provide recommendations on improving training for the MOI and ANP, including the development of a sustainable, yet comprehensive Training and Education framework which will address both raising the overall level of professionalization within the ANP while increasing the expertise of specific areas, and recommendations for LOTFA VII Pillar activities that can be undertaken to support training activities within the MOI and ANP. Specific recommendations should be made to address particular needs of women.

Expected Outputs and Deliverable:

The outputs / deliverables of the contractor and the estimated duration to complete the deliverables are given below:

Submission and acceptance of Inception Report inclusive of methodology, approach and detailed work plan – Within one week of signing of the contract (5 working days) – 10% payment;

Submission and acceptance of :

Mapping of Functions and reporting lines of MoIA Training departments;
Draft recommendations for following LOTFA VII Q1 activities and technical assessments required (which will culminate in comprehensive Training and Education Strategy – within 4 weeks of signing of the contract (15 working days) – 30% payment;

Submission and acceptance of:

Draft annotated outline Training and Education Strategy;
Delivery of presentation to MoIA and LOTFA on draft findings of the assessment and recommendations;
Draft Joint Workplan for Training with other key police training partners;
Final recommendation for LOTFA VII with feedback incorporated – within 8 weeks of signing of the contract (20 working days) – 30% payment;

Submission and acceptance of:

Minutes from all meetings with key partners;
Final annotated outline Training and Education Strategy with feedback incorporated;
Final report – within 12 weeks of signing of the contract (20 working days) – 30% payment.

Payments under the contract shall be made on submission and acceptance / certification of the deliverables by LOTFA Programme Manager in accordance with the schedule of payments.

Working Arrangements:

Institutional Arrangement:

The contractor will work under direct supervision of by LOTFA LOTFA Programme Manager. The contractor will work in close collaboration with the above-mentioned counterparts in the MoIA, in particular the DM Administration and Education and Training Command, as well as the Gender, Children and Human Rights Directorate (particularly to understand female staff specific training needs). The contractor will report to the LOTFA Programme Manager, seeking approval for each of the specified deliverables. The final report shall be presented to the MoIA through a PowerPoint presentation in English and Dari.

The DM Administration and Education and Training Command shall be kept informed of progress throughout the implementation of the project, and the contractor will provide verbal briefings to the counterparts through the National Pillar Manager.

LOTFA project office will provide office space and internet access, logistical and other support services including transport and security applicable to UNDP international personnel. The consultant however is expected to bring his/her own laptop and mobile phone and meet local communication costs (LOTFA will provide a local pre-paid sim card). Costs to arrange meetings, workshops, travel costs to and DSA during field visits (if any), etc., shall be covered by LOTFA.

Duration of the Work:

The performance under the contract shall take place over total contract duration of 12 weeks (84 days – 60 working days), excluding joining and repatriation travel days. The tentative target date for the start of work is Saturday 6 December 2014.

Duty Station:

The duty station for the contractor is Kabul, Afghanistan for the entire duration of the contract. The inter-agency seminar sessions will take place in Kabul and Regional Centres in consultation with MoIA and where possible to visit one of the MOIA training facilities in provinces, field visit may be facilitated.

The consultant will be required to report regularly and be present at LOTFA project office during working hours, except where otherwise agreed in advance by the LOTFA Programme Manager. On working days, the contractor will follow the working hours and weekends as applicable to LOTFA staff. The consultant’s movement for meetings and consultations shall be coordinated by LOTFA project office. The contractor will at all times during working hours be required to observe UNDP security rules and regulations.

Price Proposal and Schedule of Payments:

The contractor shall submit a price proposal as below:

Daily Fee – The contractor shall propose a daily fee which should be inclusive of his professional fee, local communication cost and insurance (inclusive of medical evacuation). The number of working days for which the daily fee shall be payable under the contract is 60;
DSA – The contractor shall propose a DSA at the Kabul applicable rate of USD 181 per day for his stay at the duty station. The number of days for which the DSA shall be payable under the contract is 84 (77 days @ full rate and 7 days @ half rate for 7 R&R days). The contractor is not allowed to stay in a place of his choice other than the UNDSS approved places. UNDP will provide MORSS compliant accommodation in Green Village (GV) to the contractor. The cost of GV accommodation shall be deducted from the DSA payment to the contractor;
Travel & Visa – The contractor shall propose an estimated lumpsum for home-kabul-home travel and Afghanistan visa expenses;
R&R – The contractor shall be entitled for one paid (USD 2,606) R&R (7 calendar days) during the course of the assignment. During these 7 R&R days when the contractor is away from Kabul, the contractor shall be paid the DSA @ half rate (USD 90.50 per day) and the contractor is required to retain his/her room in GV for these 7 days for which the cost recovery shall be affected.

The total contract price, inclusive of the above elements, shall be converted into a lumsum contract and payments under the contract shall be made on submission and acceptance of deliverables under the contract in accordance with the above mentioned schedule of payment.

Evaluation Method and Criteria:

Individual consultants will be evaluated based on the following methodology:

Cumulative analysis

The award of the contract shall be made to the individual consultant whose offer has been evaluated and determined as:

Responsive/compliant/acceptable, and
Having received the highest score out of a pre-determined set of weighted technical and financial criteria specific to the solicitation.

* Technical Criteria weight 70%.

* Financial Criteria weight 30%.

Only candidates obtaining a minimum of 49 points (70% of the total technical points) would be considered for the Financial Evaluation

Technical Criteria 70 points

Technical Proposal (40 marks)

Technical Approach & Methodology (25 marks) – This explain the understanding of the objectives of the assignment, approach to the services, methodology for carrying out the activities and obtaining the expected output, and the degree of detail of such output. The Applicant should also explain the methodologies proposed to adopt and highlight the compatibility of those methodologies with the proposed approach;
Work Plan (15 marks) – The Applicant should propose the main activities of the assignment, their content and duration, phasing and interrelations, milestones (including interim approvals by the Client), and delivery dates. The proposed work plan should be consistent with the technical approach and methodology, showing understanding of the TOR and ability to translate them into a feasible working plan;

Qualification and Experience (30 marks) [evaluation of CV]

General Qualification (10 marks);
Experience relevant to the assignment (15 marks);
Experience of working for projects funded by UNDP (5 marks).

Documents to be included when submitting the Proposal:

Interested individual consultants must submit the following documents/information to demonstrate their qualifications in one single PDF document:

Duly accomplished Letter of Confirmation of Interest and Availability using the template provided by UNDP (Annex);
Personal CV or UNDP P11, indicating all past experience from similar projects, as well as the contact details (email and telephone number) of the Candidate and at least three (3) professional references using the template provided by UNDP (Annex).

Technical proposal:

Brief description of why the individual considers him/herself as the most suitable for the assignment
A methodology, on how they will approach and complete the assignment.

Financial proposal that indicates the all-inclusive fixed total contract price, supported by a breakdown of costs, as per template provided (Annex) and the instructions in this TOR.

Annex (to be downloaded from UNDP Afghanistan Website, procurement notices section: http://www.af.undp.org/content/afghanistan/en/home/operations/procurement.html.

Competencies

Corporate Competencies:

Demonstrates integrity by modelling the UN’s values and ethical standards;
Promotes the vision, mission, and strategic goals of UNDP;
Displays cultural, gender, religious, race, nationality and age sensitivity and adaptability;
Treats all people fairly without favouritism.

Functional Competencies:

Fully proficient computer skills and use of relevant software and other applications, e.g. word processing, spreadsheets, internet, PP, database packages etc. Experience with web-based management systems;
Sound analytical skills in fragile states and emerging economic groups, understanding change management principles;
Ability to work with a wide cross-section of partners including Government, donors, I/NGOs and community-based organizations;
A team player and self-starter able to inspire and influence action;
Mature judgment combined with a proactive, resourceful and energetic approach to problem solving;
Capacity to work under pressure and to meet strict deadlines;
Demonstrated behavior of professional and personal ethics, transparency and openness;
Willingness to undertake regular field visits and interact with different stakeholders, especially with primary stakeholders.

Required Skills and Experience

Requirements for Experience and Qualifications:

Academic Qualifications:

The minimum level of education acceptable is a Master’s degree in Law, Social Sciences, Economics or equivalent.

Years of experience:

A minimum of 8 years’ relevant work experience in the practice area of Rule of Law and Security; with relevant specific regional knowledge of working in an Islamic culture.

Special skills requirements:

Prior experience in formulating development strategies and policies based on capacity needs assessment;
Prior experience in working with/supporting Police Training Command departments;
Prior experience in Afghanistan highly desirable;
Prior Experience in working with Islamic cultures and peoples would be beneficial and a demonstrated understanding of and ability to relate to other cultures/religions;
Prior experience with the UNDP highly desirable;
Experience with international and bilateral partners supporting the strengthening of police capacities;
Proven track record and experience in reporting and communicating results, and developing programme and project planning documents;
Sound judgment with proven ability to work effectively under minimum supervision;
Ability to handle confidential and politically sensitive issues in a responsible and mature manner.

Language:

Fluency in written and spoken English is a requirement;
Knowledge of Dari, Pashto or Farsi would be an advantage.