Background

UNDP Global Mission Statement:

UNDP is the UN’s global development network, an organization advocating for change and connecting countries to knowledge, experience and resources to help people build a better life. We are on the ground in 166 countries, working with national counterparts on their own solutions to global and national development challenges.

UNDP Afghanistan Mission Statement:

UNDP supports stabilization, state-building, governance and development priorities in Afghanistan. UNDP support, in partnership with the Government, the United Nations system, the donor community and other development stakeholders, has contributed to institutional development efforts leading to positive impact on the lives of Afghan citizens. Over the years UNDP support has spanned such milestone efforts as the adoption of the Constitution; Presidential, Parliamentary and Provincial Council elections; institutional development through capacity-building to the legislative, the judicial and executive arms of the state, and key ministries, Government agencies and commissions at the national and subnational levels. UNDP has played a key role in the management of the Law and Order Trust Fund, which supports the Government in developing and maintaining the national police force and in efforts to stabilize the internal security environment. Major demobilization, disarmament and rehabilitation and area-based livelihoods and reconstruction programmes have taken place nationwide. UNDP Programmes in Afghanistan have benefited from the very active support of donors. UNDP Afghanistan is committed to the highest standards of transparency and accountability and works in close coordination with the United Nations Assistance Mission in Afghanistan and the UN system as a whole to maximize the impact of its development efforts on the ground.

Organizational context:

MOIA and Police Development (MPD) Project

The Ministry of Interior Affairs and Police Development Project is divided into two components. The Institutional Development component is intended to help the MOIA develop the capacity to conceptualize, lead and manage reform, while at the same time improving administrative and support services’ performance and accountability, which are critical for police functioning and safety. The Police Professionalism Component seeks to support MOIA in strengthening its foundations and training infrastructure for police professionalization, while ?at the same time supporting immediate police service delivery and outreach activities to strengthen police and community engagement. This is turn will contribute to increased trust.

Institutional Development Component

Institutional development interventions are based on lessons learned from institutional development assessments and three strategies developed by MOIA with support from LOTFA in the first half of 2015: a comprehensive MOIA capacity development strategy, and a mutually reinforcing monitoring and evaluation (M&E) and Partnership strategy for the MOIA. These three overarching strategies form the core of the interventions to be implemented under the new institutional development component, together with a change management unit, yet to be established by the MOIA.

The new Project emphasizes the following areas of management relevant to reform and institutional development: Change management; Capacity development to improve functional performance; Strategic-level monitoring and evaluation; Performance management; Aid coordination.

In addition, the following cross-cutting service areas have been identified and agreed by MOIA with international partners:

• Comprehensive review and development, as needed, of human resources policies;

• Optimization of existing ICT assets and scoping for Enterprise Resource Planning (ERP);

• MOIA Gender Strategy implementation support;

• Support to programme budgeting use;

• Improvement of internal audit functions;

• Improvement of the MOIA follow-up of complaints, especially those related to women police ?personnel and gender complaints in policing. ?

Jointly these interventions will lead to achievement of the following outputs:

• Output 1: MOIA capacity to lead and manage reform, develop institutional capacity and to continuously improve functional performance is strengthened enabling implementation of the 10-year Vision and MOIA 5-year Strategy.

• Output 2: MOIA capacities and performance of key administrative and police support services ?are increased enabling improvement in police services and safety for police officers.

• Output 3: Internal control and accountability mechanisms for administration and finance are ?improved enabling transparency and accountability in the MOIA.

Capacity development is central to UNDPs work and is at the core of its mandate. UNDP defines capacity development as the process through which individuals, organizations and societies obtain, strengthen and maintain the capabilities to set and achieve their own development objectives over time. It is the ‘how’ of making development work better. Thus, capacity development is integral to UNDPs approach, and underlying its support to national institutions. UNDP supports capacity development particularly at the institutional level because institutions are at the heart of human development, and when they are able to perform better, sustain that performance over time, and manage ‘shocks' to the system, they can contribute more meaningfully to the achievement of national human development goals.

Strategic Planning, Programme Based Budgeting and Monitoring and Evaluation in MOIA

To achieve the Ministry of Interior’s Ten Year Vision, the Ministry has developed a 5-year Strategy and 3-year Strategic Plans (SPs) with Strategic Goals and Objectives embedded in these documents. The Strategic Goals are set for 5 years and the Objectives for 3 years. Some activities and tasks essential to achieve these Goals and Objectives will be specified in the 3-year Strategic Plan. The activities are prioritized by the Deputy Ministers and General Directorates based on the availability of budget and costed based on the process outlined in the Programming Directive. Eforts to improve results-based management are also ongoing with a particular focus on improving the alignment between the budget and the SP by concentrating on monitoring and evaluation (M&E). Furthermore, given the significant flows of external development assistance, the MOIA is also working to establish and maintain effective systems for development cooperation management. To this end, a draft MOIA Aid Effectiveness Strategy has also been developed to strengthen MOIA leadership and operational capacities to manage development cooperation so that the goals of the MOIA SP are achieved.

The programme budgeting has been recently introduced to the MOIA with the Programming Directive prepared and approved in 2010. Although programme budgeting aims to integrate the operating and development budgets and link expenditures to MOIA’s priorities and results, as envisaged in the SP, such high demands relative to the capacities of the MOIA have made the process burdensome and unable to deliver the original intention. More importantly, the programme budgeting structure and Strategic Plan can benefit also from better alignment in order to improve the MOIA’s operational effectiveness and that key priorities and objectives of MOIA will be budgeted for, implemented and achieved.

Based on an initial analysis, the MPD project has identified the following issues/challenges in the strategic planning and programme budgeting functions and processes:

• MOIA Strategic Plan is not aligned with the programme budgeting structure.

• Difficulty to establish linkages between budgets and strategic plan objectives and activities - it is not clear what proportion of the Strategic Plan is funded;

• There is a disconnect between MOIA strategic plan and programme budgeting functions - the two directives - Strategic Planning Directive and Programming Directive – can be better synchronized;

• A clear mechanism to report expenditure against SP specific activities does not exist;

• Low technical capacity both at central budgetary units and at sub-national level; and

• Lack of understanding of MOIA strategic plan at national and sub-national level.

Duties and Responsibilities

Scope of Work and Deliverables

Objective of the Assignment:

The overall objective of the assignment is to undertake a review of the current strategic planning formulation, programme budgeting, aid coordination, and monitoring and evaluation directives, processes, and practices in MOIA and develop a reform proposal to align these functions in order to achieve better performance information and strengthen MOIA’s results-based management. The consultant shall work in close collaboration with MPD staff of the MPD project and will liaise with relevant ministerial authorities, the consultant shall perform the following tasks and activities:

• Review the Programming Directive, Strategic Planning Directive, draft MOIA Aid Effectiveness Strategy, and M&E Framework as well as the other relevant strategic documents to understand and assess the current framework, functions, processes, and level of alignment;

• Establish a good understanding of the role of strategic planning, programme budgeting, aid coordination, and M&E with regard to relevant legislation, broader policies, and budget preparation and prioritization processes, both at the central and sub-national level;

• Conduct interviews with key informants/stakeholders to validate the understanding and exchange views on possible reform, potential challenges and strategy to align these functions;

• Gain a good understanding of the budget structure, budget codes, the Chart of Accounts as well as the Afghanistan Financial Management Information System (AFMIS);

• Attempt to work out budget allocations and expenditures for Strategic Plan’s activities as well as for directorates and departments (at central and sub-national level) under each budgetary unit;

• Identify issues to be addressed in order to improve the linkages between budgets and the SP;

• Identify and develop a mechanism to report expenditure against SP specific activities;

• Develop, based on consultations with relevant stakeholders in the MOIA and MOF, CSTC-A and other stakeholders, a draft proposal for aligning the strategic planning, programme budgeting, aid coordination, and M&E functions and processes that is in line with GIROA’s future direction, international standards as well as experiences from countries of a similar context;

• Deliver a workshop to MOIA staff members and key stakeholders, including donors, to present recommendations on the proposed reform. The workshop shall aim to identify potential challenges in the reform process and identify a strategy for implementing the action;
• Provide one formal training to MOIA Programme Budgeting Directorate, Strategic Planning Department, and General Directorate of M&E and International Cooperation General Directorate in the process of piloting suggested changes.

Expected Outputs and Deliverables; Estimated duration to complete and Payment percentage:

First Deliverable: 5 working days; 10%

• An Inception Report on preliminary findings of documents review.

Second Deliverable: 10 Working days; 20%

• A preliminary assessment on the role of strategic planning, programme budgeting, aid coordination, and M&E with regard to relevant legislation, broader policies, and budget preparation and prioritization processes, both at the central and sub-national level.

Third Deliverable: 15 Working Days; 20%

• An outcome report with findings of efforts to establish the linkages between budgets, expenditure reporting and the SP.

Fourth Deliverable: 15 Working Days; 50%

• Submission and acceptance of a final report with recommendations to align strategic planning, programme budgeting, aid coordination, and M&E functions in order to achieve better performance information and strengthen MOIA’s results-based management. The report shall also include the workshop and training outcomes.

Payment Modality: 

Payments under the contract shall be delivery based and be made on receipt of the specific milestone reports indicated above, and including a timesheet according to UNDP procurement formats for individual contractors. These shall be as indicated in the table above, and shall be made upon approval by the relevant MPD managers. The draft of the assessment and recommendations will be reviewed by both the MOIA concerned departments and UNDP MPD Management. Upon receipt of final comments, the consultant shall finalize the report for formal acceptance by UNDP at which point the final payment shall be released.

Competencies

Corporate Competencies:

• Demonstrates integrity by modeling the UN’s values and ethical standards;
• Displays cultural, gender, religion, race, nationality and age sensitivity and adaptability;
• Treats all people fairly without favoritism.

Functional Competencies:

Knowledge Management and Learning:

• In-depth practical knowledge of inter-disciplinary development issues;
• Seeks and applies knowledge, information, and best practices from within and outside of UNDP.

Development and Operational Effectiveness:

• Ability to lead strategic planning, change processes, results-based management and reporting;
• Ability to lead formulation, oversight of implementation, monitoring and evaluation of development projects;
• Ability to apply development theory to the specific country context to identify creative, practical approaches to overcome challenging situations.

Management and Leadership:

• Builds strong relationships with clients, focuses on impact and result for the client and responds positively to feedback;
• Consistently approaches work with energy and a positive, constructive attitude;
• Demonstrates openness to change and ability to manage complexities;
• Ability to lead effectively, mentoring as well as conflict resolution skills;
• Demonstrates strong oral and written communication skills;
• Remains calm, in control and good humored even under pressure;
• Proven networking, team-building, organizational and communication skills.

Required Skills and Experience

Academic Qualifications:

• Master’s degree in economics, finances and/or equivalent discipline from an accredited college or university; and specialization in public financial management.

Years of experience:

• 7-10 years of working experience in public finances and budgeting;
• At least 5 years of practical experience in implementing program budgeting reforms;
• Practical experience in implementing strategic planning and program budgeting reforms for government institutions – experience working with Ministry of Interior and/or police services is a strong asset;
• International working experience in similar projects is an asset;
• Experience working with Afghan government institutions is an advantage.

Language:

• Excellent written and oral English skills a necessary requirement;
• Competence in Dari and/or Pashtu is an asset.

Working Arrangements

Institutional Arrangements:

• The international consultant will work under the overall supervision of the MPD Project Manager and under direct supervision of the Chief Technical Advisor of the MPD Institutional Development Component.

Monitoring and reporting arrangements:

• The consultant shall work in close collaboration with MPD staff of the MPD project and will liaise with relevant ministerial authorities as and when required.

• MPD project office will provide office space and internet facility, logistical and other support service 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 communications costs (MPD will provide a local pre-paid SIM card). Costs to arrange meetings, workshops, travel costs to and DSA during field visits (if any), shall be covered by MPD project.

Duration of the Work

• The performance under the contract shall take place over total contract duration of 45 working days excluding joining and repatriation travel days. The target date for the start of work will be around February third week 2017 depending on the availability of the appropriate consultant.

Duty Station

• The duty station for the contractor is Kabul, Afghanistan for the entire duration of the contract. Some field visits outside Kabul are envisaged under the contract. The Contractor will be required to report regularly and be present at UNDP MPD project office (MOIA and/or UNOCA) during the working hours, security conditions permitting. The contractor will follow the working hours and weekends as applicable to UNDP project staff. Contractor’s movement for meetings and consultations shall be coordinated by UNDP MPD project office. The contractor is at all times 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 – Daily Fee – The consultant shall propose a daily fee which should be inclusive of his/her professional fee, local communication cost and insurance (inclusive of medical health and medical evacuation). The number of working days for which the daily fee shall be payable under the contract is maximum 45 working days.

• Living Allowance, LA – For an International Consultant a Living Allowance (LA) shall be paid – The consultant shall propose the Kabul applicable rate of USD 162 per night for his/her stay at the duty station. The number of nights for which the LA shall be payable under the contract is 59 nights. UNDP will organize transportation and provide DSA for the consultant’s field visits. An international consultant is NOT allowed to stay in a place of his/her choice other than the UNDSS approved places. UNDP will provide MORSS compliant accommodation in UNOCA to the consultant. The accommodation payments shall be made directly by the consultant;

• Travel & Visa – The consultant shall propose an estimated lump sum for Home-Kabul-home travel and Afghanistan visa expenses. This applies to international consultants only.  UNDP will be responsible for organizing travel between places within Afghanistan.

The total professional fee, shall be converted into a lump-sum contract and payments under the contract shall be made on submission and acceptance of deliverables by end-user under the contract in accordance with the abovementioned 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 (30 marks)

• Technical Approach & Methodology (20 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 (10 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 (40 marks) [evaluation of CV]

• General Qualification (10 marks);

• Experience relevant to the assignment (20 marks);

• Experience of working for projects funded by UNDP (10 marks).

Documents to be included when submitting the proposals:

Interested international consultants (Procurement) must submit the following documents/information to demonstrate their qualifications in one single PDF document:

• Duly accomplished Confirmation of Interest and Submission of Financial Proposal Template using the template provided by UNDP (Annex II);

• Personal CV or 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.

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 and work plan as indicated above.