Overview : Purpose To provide support to the Ministry in conducting change management function through providing expert advice and needs assessment and consequently preparing training programmes for MPALSG staff and special modules for the management. Objective To support the creation of efficient and more effective MPALSG, capable to perform new functions in line with the legal requirements, Government priorities and expectations of external stakeholders, and serve as a true agent of change in the Serbian PA, thus effectively managing change both internally (in its own structures) and outward, as the coordinator and supervisor of the Public Administration Reform process by 2016. 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: Training needs assessment and developing the MPALSG Management Training Program The needs assessment for the training of MPALSG managers would proceed in parallel with the diagnostic activities of the Project. It would focus on the new functions and requirements of modern management, including (but not limited to) change management, functional review, management by objectives, result based management, monitoring and evaluation, quality management, business process analysis, etc. The focus of the needs assessment would be on the skills and knowledge MPALSG managers need to partake and support organizational and personal change and provide proper management and leadership for the delivery of new MPALSG functions. The MPALSG Management Training Program will be developed based on the determined needs and will address both the top and mid-level managers’ roles and needs. The Program will be developed so as to allow for easy adaptation for managers in the entire state administration, via MPALSG’s competence for preparing and proposing general training programs for civil servants. The Program will focus on both hard and soft skills for managers, as well as the additional competences and knowledge that they need to acquire. Once established, the training program, it will feed into the National Training Institution projects (GIZ, IPA 2013) and the management of public administration bodies will be able to attend these tailor-made trainings (trainings would then be based on the level of management they address, as well as shaping the curriculum to exactly match the needs of the trainees, and would be taught in the best suited format, i.e. on the job coaching, formal training, development programs etc.). Preparing and delivering the basic modules of the Management Training Program for MPALSG top managers The tailor made, basic management training modules, based on the previous TNA and Training Program, would already be implemented for top MPALSG management (state secretaries, directors and assistant ministers – up to 12 people). The topics are expected to concern: introduction to change management, introduction to management by objectives and RBM, strategy and senior management techniques, cultural change, business process analysis. Three training sessions will be conducted, each lasting for two days for up to 15 trainees. The trainings will be organized outside of Belgrade, at a peaceful location, to ensure that the trainees are committed and there is a distance from the day-to-day work commitments (organizational costs will be covered by the Project). The MPALSG PT members will take part in the organization and implementation of these trainings as logistic support and support in the delivery – which will be an important part of their learning process within the project. In addition, in synergy with the Management Training Program, a set of 4 one-day workshops (organized in Government premises, with no additional costs for the consultant) will be organized for MPALSG managers focusing on development of soft skills, such as time management, team building and motivation, etc. These are the general skills needed for every manager, especially in the context of very limited resources and significant pressures and workload. Whereas within activity 2.3 trainings/workshops will focus on the MPALSG PT members and their capacity building for participation in the project and provision of advisory services within the future change management team, this activity will focus on capacity building of MPALSG management to lead and support change processes within the Ministry (which should be a standard part of the managers’ job, but it is usually not so in the administration in Serbia, given the weak managerial culture). Duties, responsibilities and key milestones The consultant is responsible for the following deliverables: Output 1: Support to the delivery of the MPALSG change management function, for both inward (MPALSG oriented) and outward looking services (services to other ministries) by providing written advice on the types of capacity building and training needed for managing the organizational and personal changes (app. 10 days) by 14 April 2015; Output 2: Training needs assessment for MPALSG managers produced and the MPALSG Management Training Program developed (app. 10 days) by 14 April 2015; Output 3: Prepared and delivered basic modules of the Management Training Program for MPALG top managers (app. 12 days) by 12 June 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 communication and inter-personal skills.
Qualifications - University degree in a social science.
- At least 8 years professional experience in adult training, coaching and/or mentoring.
- At least 5 years professional experience in management training and coaching.
- Excellent speaking and writing skills in English and Serbian.
- Full computer literacy.
- Experience with modern HRM and HRD practices would be considered an advantage.
- Experience with cultural change management and organizational development would be considered an advantage.
- Proven training skills; possession of a relevant certificate in training and coaching would be considered an advantage.
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.
Engagement of Government Officials and Employees - 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. |