Summary of key functions:

Under the direct supervision of the Director of the CSB and in close coordination with the GSSCPD International Cooperation Department and the ICDI project team, the Organizational Development Specialist will assume the following tasks:

1. Review current organizational structure of the Ministry of Defense civil sectors and propose two options of new organizational structures and provide technical guidelines on change management approach and process.
2. Review the operational procedures SOPs and functional descriptions for the Ministry’s civil sectors, departments and sections and update them to fit the new vision of the organizational structure (based on the selected proposal) while providing technical guidelines to support transformation initiatives.
3. Contribute to strengthening the institutional capacities of CSB’s staff to effectively implement their role to achieve the institution’s overall mission

1. Review current organizational structure of the Ministry of Defense civil sectors and propose two options of new organizational structures and provide technical guidelines on change management approach and process

Carryout a situation analysis exercise of the current organizational structure of all sectors of the CSB, adopting the organizational change approach, including to review relevant laws and regulations governing CSB’s operations, conducting a SWOT exercise, stakeholder’s analysis, to detect issues and bottlenecks and identify solutions;

Present at least 2 proposals for the new structure including restructuring scenario plan proposals on how to accommodate existing CSB staff within the new structure, to include employees of departments that were declared null and void (if-any); the scenario plan to include communication plan for raising awareness among CSB’s staff on the change process, foster understanding of the benefits and Impacts of change, and strengthen commitment towards the change process. 

Provide technical advice to CSB about other transformation initiatives simultaneously. 

Identify risks and issues that may impact the success of the restructuring from the stakeholder’s point of view; develop and implement (risks and issues management plan).

Facilitate cross-functional team meetings across the organization to advocate for restructuring process and foster understanding and awareness raising on the importance of restructuring process;

The CSB will select one of the proposed organizational structures.

• Meeting with different units and focal points to discuss all aspects related to the functional description and Operational Procedures.
• Conduct a desk review for existing functional description to identify areas for improvements and develop an updated manual for functional descriptions of CSB’s Departments in liaison with relevant units.
• Review existing operational procedures at CSB and identify areas for improvement to meet the objectives of the restructuring process with the aim to simplify procedures and enhance effectiveness and efficiency of CSB operations, including procedural structures, work-flow processes between departments, decision making privileges, and delegation of authorities;
• Develop an updated Standard operating procedures SOPs manual upon simplification process of all procedures.

1. Contribute to strengthening the institutional capacities of the CSB’s staff to effectively implement their role to achieve the institution’s overall mission.

• Conduct a Training Needs Assessment for relevant department’s employees about the change management subjects (Organizational Restructuring, Simplification of Procedures, formulating functional and Job Descriptions) and other relevant to the department mandate.

• Formulate and implement a training programme based on the capacity assessment exercise, and conduct training sessions, in addition to on-the-job training for staff on topics related to organizational development;
• Work on the change management process with relevant staff from of the training programme in-parallel with the training, to maximize knowledge transfer to the staff of CSB. 
• Develop technical guidelines for SOPs simplification process, for the use of CSB staff to guide further SOPs simplifications of other departments and organize at least 2 training sessions on the developed guidelines.

1. submissions: 
2. Pre-assessment and post assessment report and templates
3. Conduct working group sessions for every department to discover human talents with adequate competencies and decide on the suitable candidates to participate in the capacity building program (and submit report/ minutes); 
   • For working Staff
   • For managerial staff (Supervisors, Department heads and Senior management)
4. Submission of Gap assessment and the developed action points report including any related templates and manuals
   • For working Staff
   • For managerial staff (Supervisors, Department heads and Senior management)
5. Institution and capacity development report with short and long-term actions. 
6. Submit an integrated technical, operational and leadership capacity building program plan for all staff.
7. Submit a Manpower Succession Planning Grid to be used in closing present/ future gaps in senior positions, estimate the number of positions due for promotion and related capacity building programs, and to have the Grid reviewed at the leadership and supervisory levels; 
8. Detailed implementation plan with the proposed actions and estimated costs. 
9. Submit TOR for training development firm

Deliverables: 

• Pre-assessment and post assessment report and templates
• Conduct working group sessions for every department to discover human talents with adequate competencies and decide on the suitable candidates to participate in the capacity building program (and submit report/ minutes); 
  1. For working Staff
  2. For managerial staff (Supervisors, Department heads and Senior management)
• Submission of Gap assessment and the developed action points report including any related templates and manuals
  1. For working Staff
  2. For managerial staff (Supervisors, Department heads and Senior management)
• Institution and capacity development report with short and long-term actions. 
• Submit an integrated technical, operational and leadership capacity building program plan for all staff.
• Submit a Manpower Succession Planning Grid to be used in closing present/ future gaps in senior positions, estimate the number of positions due for promotion and related capacity building programs, and to have the Grid reviewed at the leadership and supervisory levels; 
• Detailed implementation plan with the proposed actions and estimated costs. 
• Submit TOR for training development firm

The duration and timeline of the deliverables are indicated in the below table:

x Lump Sum Amount 

Daily Fee

? Option A -. Lowest price and technically compliant offer

?Option B -  Cumulative analysis 

Total score=Technical Score + Financial Score. 

Technical Criteria weight - 70%, 700 scores maximum  

Financial Criteria weight - 30%. 300 scores maximum

Only candidates obtaining a minimum of 490 from 700 points in the Technical part of evaluation would be considered for the Financial Evaluation

The selection of candidates will be done in 3 stages:

1st stage: Prior to detailed evaluation, all applications will be thoroughly screened against eligibility criteria (minimum qualification requirements) as set in the TOR in order to determine whether they are compliant/non-compliant.

2nd stage: Evaluation of technical proposals 

Short-listed candidates will be evaluated based on the following criteria. Only candidates obtaining a minimum of 490 points (70%) at the Technical Evaluation would be considered for the Financial Evaluation.

3rd stage: Financial evaluation

Cumulative analysis will be used based on the following methodology: All the offers of individual consultants who scored 490 (70% from 700) and more points during the desk review are acceptable for financial evaluation. The lowest financial qualified proposal receives 300 points and all the other technically qualified proposals receive points in inverse proportion per the formula:

The candidate achieving the highest cumulative score for both Technical and Financial evaluations will be recommended by the Evaluation Committee for contracting.

Applicants are requested to compile and submit as one PDF file the below requested documents: 

1. Duly accomplished and signed Offeror’s letter/filled-in template to UNDP confirming interest and Breakdown of Costs Supporting the Final All-Inclusive Price as per Template. If an Offeror is employed by an organization/company/institution, and he/she expects his/her employer to charge a management fee in the process of releasing him/her to UNDP under Reimbursable Loan Agreement (RLA), the Offeror must indicate at this point, and ensure that all such costs are duly incorporated in the financial proposal submitted to UNDP;
2. Complete and signed P11 form or CV, indicating all past experience from similar projects, as well as the contact details (email and telephone number) of the Candidate;
3. At least three (3) professional references;
4. Brief description of why the individual considers him/herself as the most suitable for the assignment.
5. Technical Proposal of how the consultant will carry out the required assignment, with a clear Methodology.
6. Financial Proposal that indicates the all-inclusive fixed total contract price, supported by a breakdown of costs, as per template provided.  If an Offeror is employed by an organization/company/institution, and he/she expects his/her employer to charge a management fee in the process of releasing him/her to UNDP under Reimbursable Loan Agreement (RLA), the Offeror must indicate at this point, and ensure that all such costs are duly incorporated in the financial proposal submitted to UNDP.  
7. Copy of diploma/s
8. Copy of ID card (passport)