| Overview : Purpose To provide expert support to the Ministry through developing specialized analysis and providing expert support in conducting processes related to implementation of the new change management function of MPALSG. Objective To support the creation of efficient and more effective MPALSG, capable to perform new functions in line with the legal requirements and Government priorities and effectively managing change both internally (in its own structures) and outward, as the coordinator and supervisor of the Public Administration Reform process. Background Information The MPALSG has been entrusted with the overall Public Administration Reform (PAR) coordination, whereas it is responsible for implementation of the PAR Strategy of the Republic of Serbia (2014-2016) adopted in January 2014. The PAR Strategy represents a key strategic document in the overall reform process. The initiative “Delivery for Change – Strengthening the MPALSG for a Changed Public Administration in Serbia”, funded by the Kingdom of Norway , is addressing the most demanding challenges of the PAR Strategy and its Action Plan – the management of the change inherent in the PA rightsizing process. It will provide the much needed capacity, initially guiding the MPALSG to reform itself and provide guidelines and support to other ministries in the process of their change and in the management of that change. During the previous years, the MPALSG has mainly performed its legally required administrative functions, whereas PAR leadership and management was mainly project driven, without due transfer of knowledge and capacity to the Ministry’s staff. The change management function was never performed by MPALSG either. Additionally, human capacities within the MPALSG have been weakened due to the many organizational and personnel changes that occurred during the past years. The Ministry has to adjust to change quickly and efficiently, but no change management culture exists in Serbian public administration and no support is provided to the ministries and other PA bodies when undergoing change. The MPALSG needs not only to build expertise in the large areas of competence that have been added to its portfolio, but it also needs to change the way in which it operates. This particularly means acquiring new skills to efficiently and effectively manage processes, such as strategic performance management, business process management, human capital management, change management and risk management. Project is supporting the MPALSG in its transformation into the agent of change, able to not only set new standards, guidelines and requirements for other ministries and PA bodies, but also to provide direct support to them in their own transformation. Description of Responsibilities Scope of work Specific responsibilities include: Developing the MPALSG Phased Strengthening Plan As a result of previous reviews and analyses performed, this Plan should contain a clear set of results, activities and a timetable for their implementation, based on a phased approach to MPALSG strengthening. It is expected that this document will comprise at least three phases of MPALSG development, whereby the first phase will already be implemented with support of the present project. Thus, the first phase in the Plan will describe: - the resource relocation activities (developing the new Rulebook on Internal Organization and Job Classification of MPALSG and its implementation) - the steps needed for introducing the new, priority functions (PAR coordination, change management in PA, etc.) - initial capacity building activities for MPALSG managers needed for managing the change within MPALSG itself. It is expected that the second and third phases of the Plan would focus on business process descriptions, setting of standards, introduction of quality management in MPALSG, more advanced training of managers, introduction of IT tools for management and performance of key functions, etc. The implementation of the second and third phase of the Plan is fully out of the scope of this Project and will in fact represent a roadmap for future projects which MPALSG would propose for further support to its strengthening. Drafting the New Rulebook on Internal Organisation and Job Classification of the MPALSG and staff relocation in accordance with it, upon approval by the Government Based on the analyses done as part of Result 1 and the ensuing MPALSG Phased Strengthening Plan, a new Rulebook on Internal Organization and Job Classification for MPALSG will be developed. The new Rulebook would be the legal basis for a proper allocation of existing and planned human resources for the different internal organizational units, including the new units/positions such as those needed for delivering the internal and external change management function. It would contain better and more specific descriptions of necessary profiles and job descriptions within the internal organizational units, to ensure full complementarity between the new organizational chart and the tasks performed within the units (which is currently not the case). Once the new Rulebook is drafted, it needs to be approved by the Government, after which the new job descriptions are implemented and decisions issued to all employees – which constitutes the resource relocation process. This activity is a milestone, not only for this project, but also for the process of PAR in Serbia as it will ensure that the lead Ministry has properly utilized all its resources and that its organizational structure responds to the Government priorities and expectations of stakeholders. It will ensure better allocation of functions to the internal organizational units and the creation of new units, to match the new responsibilities and expectations of stakeholders, especially regarding change management, equipping the Ministry with resources to support both the internal change in MPALSG and gradually begin to support other ministries. Conduct a stakeholder review to feed into a functional analysis A set of 5 focus groups consisting of various public administration bodies, employees from the operational level that will be used to determine PA expectations. This will be supplemented by a series of interviews conducted with up to 2 members of senior management from each ministry (as well as some other administrative bodies, such as the Public Policy Secretariat, SEIO, Legislative Secretariat, etc.) to assess their expectations of MPALSG. The consultant will be tasked with the following: development of detailed methodology for focus groups and semi-structured interviews with interview questions, proposal of stakeholders to be involved in the review process (all ministries, up to 10 other administrative bodies and 16 sub-national level institutions). The consultant will interview central level stakeholders, while another consultant will interview those at sub-national level, in the field. The consultant will also conduct a peer-review of the initial data assessment and conclusions drawn by the consultant conducting sub-national level interviews. Developing the operational guidelines for implementing the new change management function of MPALSG, with both internal and external focus These guidelines will serve to enable the new staff/unit in charge of change management (within MPALSG and externally – towards the rest of the state administration) to organize and initiate the delivery of the new function. The guidelines will also serve as a coaching tool to be used by the project team. They will be developed early on in the implementation of the project, as they will need to serve to support the management of the change in MPALSG. Once the change management unit/function is formally established within MPALSG as well, the guidelines will become the working tool of the staff in charge. The guidelines will need to clearly address both the internal (MPALSG) change management support function and the external (rest of state administration) change management support. Training and coaching MPALSG staff tasked with change management through direct support to the delivery of the MPALSG change management function, for both inward (MPALSG oriented) and outward looking services (services to other ministries) The methodology of the Project is envisaged to ensure that from the very beginning of its implementation a team of 4 MPALSG staff are fully engaged and participate in all activities with the consultants. That way, maximum transfer of knowledge and know-how will be ensured and the formation of the nucleus of the change management unit of the Ministry will thus begin from the onset of the project. This means that in parallel with activities envisaged, initial capacity building (internal PT trainings/workshops) for the MPALSG staff engaged in the Project will be implemented, to ensure they can provide maximum support to the realization of project activities and actually partake in managing the change within MPALSG. After the initial trainings/workshops for MPALSG PT members, they will be continuously coached by UNDP experts since they will participate and contribute to all project activities. Already in the second half of the project, once MPALSG is restructured, the MPALSG Project Team would start providing external support (i.e. support to other ministries which will simultaneously be undergoing the restructuring/change process as part of the rightsizing of PA) on: change management, HR management, legal advice on how to apply existing regulations in the rightsizing process, etc. That support would entail on demand advice, basic training and/or implementation of interactive workshops, development of practical manuals for implementation of procedures, etc. Review of progress achieved and drafting the proposal for the next phase of MPALSG strengthening and change management function development In order to ensure sustainability and smooth follow up to this Project, an initial review will be performed in order to understand the progress achieved in the change management capacity building in MPALSG and in the support to other ministries and PA bodies. This review will be combined with the overall PAR planning of MPALSG and the Government, to draft a proposal for the next phase of MPALSG strengthening and for the overall development of the change management function in the Serbian PA, which will significantly contribute to the overall success of the PAR process and of MPALSG as its coordinator and leader. Peer review will be conducted for draft documents produced by the consultant and the consultant is expected to amend the documents accordingly. Materials that the consultant is expected to contribute to inform of peer review, under the scope of work, will be provided by UNDP. Duties, responsibilities and key milestones The consultant is responsible for the following deliverables: Output 1: Written contribution to the Functional Diagnostics and Resource Relocation Analysis methodology in form of peer review of draft document (app. 3 days) by 30 April 2015; Output 2: Developed methodology for stakeholder review, approved (app 3 days) by 6 April 2015; Output 3: Conduct stakeholder review (app 18 days) by 30 April 2015; Output 4: Written contribution to the full report of required MPALSG functions based on internal and external requirements in form of peer review of draft document (app. 7 days) by 12 May 2015; Output 5: Written contribution to the Resource Allocation Review in form of peer review of draft document (app. 8 days) by 27 May 2015; Output 6: Draft the MPALSG Phased Strengthening Plan (based on provided outline) (app. 10 days) by 29 May 2015; Output 7: Draft the New Rulebook on Internal Organisation and Job Classification of the MPALSG and staff relocation in accordance with it, upon approval by the Government (app. 6 days) by 5 June 2015; Output 8: Draft operational guidelines for implementing the new change management function of MPALSG, with both internal and external focus (based on provided outline) (app. 6 days) by 5 June 2015; Output 9: Training and coaching of MPALSG staff tasked with change management and the direct support to the delivery of the MPALSG change management function, for both inward (MPALSG oriented) and outward looking services conducted (services to other ministries) (app. 10 days) by the end of July 2015. * The timelines may be slightly adjusted once the contract is signed with the consultant in order to align with actual project implementation. All deliverables will have to be quality reviewed and approved or accepted by the UNDP Project Manager in consultations with the national partner. Competencies - Consistently ensures timeliness and quality of project work.
- Demonstrates strong oral and written communication skills.
- Evidence of ability to express ideas clearly; to work independently and in teams. Ability to summarize and systematize complex information and identify priorities for follow up activities.
- Shares knowledge and experience.
- Focuses on results and responds positively to feedback.
- Displays cultural, gender, religion, race, nationality and age sensitivity and adaptability.
- Demonstrates integrity by modelling ethical standards.
- Excellent understanding of the organizational and human resource legislation and practices in the Serbian administration.
- Proven experience with drafting complex analytical documents.
Qualifications - University degree in Political Science, Public Administration or other relevant field.
- MA degree in an area relevant to public administration would be considered an advantage.
- At least 8 years professional experience in the area of public administration.
- At least 5 years working in the Serbian public administration would be considered an advantage.
- Excellent speaking and writing skills in English and Serbian.
- Full computer literacy.
- Excellent communication skills.
Additional Information: - Individual Contract (IC) will be applicable for individual consultants applying in their own capacity. If the applicant is employed by any legal entity, IC would be issued upon submission of Consent letter from the employer acknowledging the engagement with UNDP.Template of General Conditions on IC could be found on: http://www.undp.org.rs/download/ic/Confirmation.docx.
- Reimbursable Loan Agreement (RLA) will be applicable for applicants employed by any legal entity. Template of RLA with General Terms and Conditions could be found on: http://www.undp.org.rs/download/RLA%20with%20General%20Terms%20and%20Conditions.doc. In the case of engagement of Civil servants under IC contract modality a no-objection letter should be provided by the Government entity. The ‘no-objection’ letter must also state that the employer formally certifies that their employees are allowed to receive short-term consultancy assignment from another entity without being on “leave-without-pay” status (if applicable), and include any conditions and restrictions on granting such permission, if any. If the previous is not applicable ‘leave-without-pay’ confirmation should be submitted.
- Government Officials or Employees are civil servants of UN Member States. As such, if they will be engaged by UNDP under an IC which they will be signing in their individual capacity (i.e., engagement is not done through RLA signed by their Government employer), the following conditions must be met prior to the award of contract:
(i) A “No-objection” letter in respect of the individual is received from the Government employing him/her, and; (ii) The individual must provide an official documentation from his/her employer formally certifying his or her status as being on “official leave without pay” for the duration of the IC. - The above requirements are also applicable to Government-owned and controlled enterprises and well as other semi/partially or fully owned Government entities, whether or not the Government ownership is of majority or minority status.
UNDP recognizes the possibility that there are situations when the Government entity employing the individual that UNDP wishes to engage is one that allows its employees to receive external short-term consultancy assignments (including but not limited to research institutions, state-owned colleges/universities, etc.), whereby a status of “on-leave-without-pay” is not required. Under such circumstance, the individual entering into an IC with UNDP must still provide a “No-objection” letter from the Government employing him/her. The “no objection” letter required under (i) above must also state that the employer formally certifies that their employees are allowed to receive short-term consultancy assignment from another entity without being on “leave-without-pay” status, and include any conditions and restrictions on granting such permission, if any. The said document may be obtained by, and put on record of, UNDP, in lieu of the document (ii) listed above. Please note that you may upload your application documents at following the link: Home | UNDP. For more information on the application procedure please refer to the enclosed Procurement Notice. | 
