Killefit consult

consultant sourcing and project management

 SME Interventions Ltd. U.K. –  Experts + Projects S.A. CR

“Programme to support the Kazakhstani Government’s Regional Development Policy”

Country/ Location of the position Kazakhstan
Status/Reference tender
Agency/Donor EC
Experts E1 Team Leader and Regional Policy Development Expert (minimum 800 days) over 4 years
  E2 Institutional development expert (minimum of 440 days over 4 years)
  E3 Training Expert (minimum of 660 days over 4 years)
  E4 One Stop Shop Expert (minimum of 440 days over 4 years)
Commencement and duration of project The intended commencement date of the project is November 2011 and the period of implementation of the contract will be 48 months from this date
Duration of mission E1: 800 days, E2: 440 days E3: 660 days E4: 440 days
Required language Proficiency in English. Knowledge of Russian would be a significant advantage
Application Deadline 10/08/2011. Recruitment starts immediately upon publication of this vacancy announcement, posts may be filled already before the indicated application deadline.
ToR Are found at hereunder
Eligible Nationalities all
Observations Only short listed consultants will be replied to.

Please apply only if you fulfill all requirements for the vacant position

All experts must have at least regional experience

Sending us your application is a commitment and we expect you to be available for the mission you are applying for.

Download EU AID CV template in the 4 main languages  of the EC http://wp.me/p1sHoW-5D

APPLICATION

CONTACT

applications@killefitconsult.com

Only short listed consultants will be replied to.

 

If you wish to submit your candidature, please send us:

 

1 – Your up dated and position-adjusted CV in EU AID format, in the language of vacancy and as word.doc detailing qualifications, experience in similar assignments

2 – The country, no of position/field (s) you will apply for in the subject line of message

3 – Your daily/monthly fee (EUR) without the living allowances.

4 – Your communication details (Mobil, phone, etc.)

 

Suggestions: Please make sure, that the experience requested is also shown “Description” section 14 of your CV. As the selections are very strict and paper based, we request you to prepare your CV in the right format and detail all the relevant experience under the Professional experience table as much as possible. There is no problem if your CV is long, the most important is to prepare so that it describes clearly your experiences relevant to the mission. (Your CV has to sell you!)

Restrictions: In case consultants are short listed, they must be able to provide documentary evidence for educational and professional items in their CVs (copies of diplomas, copies of employers’ reference letters, etc.). Documents that are not available in English have to be accompanied by a faithful translation. This is mandatory requirement for Europe Aid tenders.

DESCRIPTION

“Programme to support the Kazakhstani Government’s Regional Development Policy”

 

The present project will be implemented under the program “Supporting Kazakhstan’s Local Development policies” (KAZLOD) co-funded by the European Union and the Government of Kazakhstan. The present project will closely cooperate with two other components of the program implemented in pilot regions that include a project on enhancing local competitiveness (implemented jointly by the European Union and the OECD), and grant projects on promoting local development initiatives.

 

The intended commencement date of the project is November 2011 and the period of implementation of the contract will be 48 months from this date.

 

We welcome applications from Senior experts with the following profiles:

 

Team Leader and Regional Policy Development Expert (minimum 800 days) over 4 years

 

Responsibilities will include, but not limited to:

•    Overall leadership:

o    lead the project team;

o    ensure the coordination and motivation of the team;

o    supervise the project’s activities in pilot regions;

o    quality assurance and monitoring of performance of long, short term experts; manage project resources

•    Ensure successful achievement of project objectives:

o    responsible for the overall strategy of the project and of the project implementation;

o    supervise the implementation of all components and activities;

o    facilitate the effective operation of the project Steering Committee, prepare and attend meetings of the SC and provide all information required;

o    ensure effective liaison and coordination with EU and other donors funded projects, in particular with EU funded projects on Public sector reform;

o    attend the Steering Committee of the EU funded project “An FDI Approach to Regional SME Development in the Republic of Kazakhstan” implemented by the OECD; responsible for reporting and project planning

•    Liaise with key project partners to ensure full alignment of activities with national policy priorities

•    Prepare technical inputs in  the area of Regional development and training

 

Qualifications and skills:

•    Masters Degree in public administration, public policy, local and regional development or a relevant, directly related discipline, or equivalent. Possession of a Ph.D. degree in a relevant subject will be considered an advantage.

•    Excellent managerial and leadership skills, including ability to provide strategic guidance, mentor staff, technical advisory.

•    Proven excellent interpersonal and communication skills

•    Excellent negotiation and multi-cultural skills, experience in implementing participatory projects will be considered an advantage.

•    Excellent analytical skills. Ability to set and maintain standards in written materials and interactive training delivery would be an advantage

•    Proficiency in English. Knowledge of Russian would be a significant advantage.

 

General professional experience:

•    Minimum 7 years of relevant professional experience in institutional support for local/ regional development

•    Minimum 3 years experience working as Team Leader of international development projects, preferably within EU funded programmes

•    Minimum of 3 years of working experience in international development projects in CIS countries

 

Specific professional experience:

•    Experience in design, development and implementation of regional policy programs

•    Experience in providing advise on or regional policy development, preferably in Central Asia, CIS countries, EU countries or accession countries

•    Experience in providing Technical Assistance to Regional/Local Authorities

 

Key Expert 2: Institutional development expert (minimum of 440 days over 4 years)

 

Responsibilities will include, but not limited to:

•    Provide support to the Ministry for Economic Development and Trade and and oblast authorities in the area of Institutional development, with particular focus on performance management, monitoring and evaluation systems for public policies

•    Provide support to the Ministry for Economic Development and Trade and and oblast authorities in the area of Human Resource Management and Development

•    Monitor performance of the changes taking place in the legislation on Institutional Development

•    Provide support ot the further development of public participation and policy development, implementation and monitoring of results

•    Ensure coherence of project approach and strategies of project implementation in pilot regions. This may involve frequent travel to different project areas. In particular, support coherence of policy approach of short/medium term experts working in pilot regions on main topics identified in these Terms of Reference.

•    Promote communication among pilot oblast and spill-over of project results into other oblasts

 

Qualifications and skills:

•    Masters Degree in public administration, public finance, public policy, local and regional development or a relevant, directly related discipline, or equivalent. Possession of a Ph.D. degree in a relevant subject will be considered an advantage.

•    Good management skills

•    Proficiency in English,  knowledge of Russian would be an asset

 

General professional experience:

•    Minimum 7 years of experience in the fields related to the project, 5 of which in managerial position

•    Minimum 7 years of relevant international professional experience in the institutional development, government capacity building and policy performance assessment, monitoring and evaluation

•    Minimum 4 years of experience in technical assistance projects in relevant fields in transition countries, preferably CIS

•    Experience within an EU Local Government administration as a manager, practitioner or consultant would be an asset

 

Specific professional experience:

•    Experience in design, development and implementation of regional policy programs

•    Experience in providing advise on or regional policy development, preferably in Central Asia, CIS countries, EU countries or accession countries

•    Experience in providing Technical Assistance on performance assessment, monitoring and evaluation

•    Experience in the field of public participation in policy making

 

Key Expert 3: Training Expert (minimum of 660 days over 4 years)

 

Responsibilities will include, but not limited to implementing component 4, including::

•    Support the Academy for Public Administration and RTCs, in consultation with the Centre for Regional Policies and regional and oblast authorities in the area of curricula development for local development, preparation of training modules and capacity building

•    Set up an evaluation system for monitoring the effectiveness and quality of training.

 

Qualifications and skills:

•    An advanced university degree (Master or PhD) in education management, vocational education, public administration, or public policy or a relevant, directly related discipline,

•    Excellent analytical and planning skills.

•    Proficiency in English; working knowledge of Russian would be considered as an advantage.

 

General professional experience:

•    Minimum 7 years of experience in areas related to public service training

•    Minimum 3 years of experience in international public service training projects, preferably in CIS countries

•    Experience of working in CIS, preferably in the Central Asian region, will be an advantage.

 

Specific professional experience:

•    Experience in planning and implementing complex training programmes for public service, preferably in CIS countries

•    Experience in education management process, development of curricula, teaching plan, training material and alike.

•    Experience in educational programmes quality assurance

 

Key Expert 4: One Stop Shop Expert (minimum of 440 days over 4 years)

 

Responsibilities will focus on results under component 3, including

•    Support to the Ministry of Information and Communication and regional and oblast authorities in the area of OSS development.

•    Develop long term strategy for OSS.

•    Prepare Master Plan for OSS development.

•    Prepare training materials for training of OSS staff.

•    Prepare a performance measurement system for OSS.

•    Prepare work plans and reports.

 

Qualifications and skills:

•    University degree in public policy, public administration, Business Administration or other relevant discipline,

•    Proficiency in English; knowledge of Kazakh or Russian would be an asset.

 

General professional experience:

•    Experience in technical assistance projects in relevant fields, preferably in CIS countries

•    Minimum 7 years of relevant international professional experience in fields related to public service delivery/public administration.

•    Minimum five years of professional experience in implementation of international projects, preferably in areas related public administration reform/public service delivery

•    Experience of working in CIS, preferably in the Central Asian region, will be an advantage.

 

Specific professional experience:

•    Experience in fields related to assessing performance public service delivery

•    Experience in human resource management related to public administration

•    Experience in providing technical assistance to OSS would be an asset

Terms of reference

Table of Contents

1.      BACKGROUND INFORMATION.. 3

1.1.        Beneficiary country. 3

1.2.        Contracting Authority. 3

1.3.        Relevant country background. 3

1.4.        Current issues in the relevant sector. 4

1.5.        Related programmes and other donor activities. 6

2.      Objective, PURPOSE & EXPECTED RESULTS.. 7

2.1.        Overall objective. 7

2.2.        Purpose. 7

2.3.        Results to be achieved by the Consultant. 7

3.      ASSUMPTIONS AND RISKS.. 9

3.1.        Assumptions underlying the project intervention. 9

3.2.        Risks. 9

4.      SCOPE OF THE WORK.. 9

4.1.        General. 9

4.1.1.          Project description. 9

4.1.2.          Geographical area to be covered. 11

4.1.3.          Target groups. 11

4.2.        Specific activities. 11

4.3.        Project management. 17

4.3.1.          Responsible body. 17

4.3.2.          Management structure. 17

4.3.3.          Facilities to be provided by the Contracting Authority and/or other parties. 18

5.      LOGISTICS AND TIMING.. 19

5.1.        Location. 19

5.2.        Commencement date & Period of execution. 19

6.      REQUIREMENTS.. 19

6.1.        Personnel. 19

6.1.1.          Key experts. 19

6.1.2.          Other experts. 22

6.1.3.          Support staff & backstopping. 24

6.2.        Office accommodation. 24

6.3.        Facilities to be provided by the Consultant. 24

6.4.        Equipment. 24

6.5.        Incidental expenditure. 25

6.6.        Expenditure verification. 25

7.      REPORTS.. 26

7.1.        Reporting requirements. 26

7.2.        Submission & approval of progress reports. 27

8.      MONITORING AND EVALUATION.. 27

8.1.        Definition of indicators. 27

8.2.        Special requirements. 27

 

1.     BACKGROUND INFORMATION

1.1.  Beneficiary country

Republic of Kazakhstan

1.2.  Contracting Authority

Delegation of the European Union to Kazakhstan

1.3.  Relevant country background

Kazakhstan, with a large territory of 2,724,900 sq km situated in Central Asia, is considered the leading Central Asian state. Its economy is larger than those of all the other Central Asian states combined, largely due to the country’s vast natural resources. Administratively Kazakhstan is divided into 14 regions (oblasts), 84 cities of which 39 refer to those of Republican and regional subordination, 159 districts (rayons), 241 settlements, 2,042 aul (rural) counties.

 

Kazakhstan is a Presidential Republic. The President serves as commander-in-chief, sets the country’s overall foreign policy agenda, initiates legislation and appoints the Prime Minister, subject to Parliamentary approval. He also appoints the governors of the 14 regions and 2 Republican Cities (Astana, Almaty). The Prime Minister is the head of the executive branch of government and chairs the Cabinet which consists of three Deputy Prime Ministers, 14 Ministers, and Chairmen of the State Agencies.

The legislative branch in Kazakhstan is represented by a bicameral Parliament: a Lower Chamber – the Majilis, and an Upper Chamber – the Senate. The Senate is established by elections in each region as well as the cities of Almaty city and AstanaSeven members of the Senate are appointed by the President. Members of the lower house of Parliament are elected on the basis of direct, equal and universal suffrage.

On the local level, the executive power of the state is represented by local state administration (akimats) headed by governors (akims). Members of maslikhats are elected by the direct vote of the local population for a period of 4 years. Maslikhats have the mandate to approve regional budgets and programs, provide permissions to appoint akims (at oblast and rayon levels) and exert control over budget spending.

Since independence in 1991, Kazakhstan has maintained a strategic vision for economic development based on integration into the global economy. During the crisis in the 1990s, associated with the collapse of USSR’s political, social, and economic systems, Kazakhstan implemented major economic reforms and achieved macroeconomic and fiscal stability. The country enjoyed strong economic performance from 2000 to 2007, with an average annual real GDP growth of 10 percent, reaching the status of upper middle income country by the end of the decade. However, despite efforts of the government to diversify the national economy, it remains highly dependent on natural resources.

1.4.  Current issues in the relevant sector

EU support for Kazakhstan’s regional development policy is based on the Government’s decision to reduce inter- and intra-regional disparities in living standards through increasing economic opportunities and improving public service delivery in particular for more disadvantaged areas. The central government implements this decision partly through direct interventions, partly through transfer of responsibilities to regional administrations. Reforms to this effect take place at all stages of policy management: Problem analysis, strategy development, budgeting, implementation and monitoring/evaluation. With its extensive experience in supporting the development of disadvantaged regions, the EU is seen as a prime partner in this reform. The EU will focus its support on (i) the overall institutional/legislative framework for regional development, (ii) improved public policies and its management in three pilot oblasts, (iii) the provision of administrative services at regional levels through One-Stop Shops and (iv – as horizontal component) on strengthening the capacities of actors involved in regional development.

(I) Institutional framework for regional development

The uneven spread of economic growth throughout the country has left some regions significantly behind in investment, unemployment, prosperity levels and social development. Combining a top-down and a bottom-up approach, the Government is taking important steps to promote regional convergence and to increase the responsibility of regional (oblast) administrations for the development of their regions. Main elements are (i) the reform of the legal and institutional framework for local government (e.g. the new law on Local Government, 2009), (ii) the increase in responsibilities of local state administrations for public service delivery, economic development (e.g. Anti-Crisis Road Map 2009/2010, the implementation of the new Budget Code on oblast level (2010), the 2010 Presidential Address to the Nation which focuses on regional development and increased responsibilities of oblast Governors, and (iii) the promotion of investment outside the traditional extractive industries growth poles in disadvantaged regions.

These new developments create major challenges for relevant central government entities and for oblast administrations. More than before the latter are now expected to develop and implement oblast development strategies, attract investment, identify and address development gaps, strengthen relevant institutional and individual capacities, develop management and implementation structures and take more responsibilities in oblast level budget allocations. At the same time, central state bodies will maintain certain functions such as oversight, performance assessment/monitoring, capacity building and support. Non-governmental think tanks follow and analyse the developments in this field.

Oblast administrations face challenges at various stages of policy management, not least when it comes to monitoring the implementation of public programs and their results. The presidential decree 954 on “The system of annual evaluation of the performance of central and local authorities of oblast, cities with republican status, capital” foresees the assessment of state organs in (i) achieving strategic aims and tasks in the supervised branches, areas, regions (Administration of the President of Kazakhstan, Office of Prime Minister, Ministry of Economic Development and Trade (MERT); (ii) execution of acts and orders of the President of Republic of Kazakhstan, State Secretary of Republic of Kazakhstan, Government of Republic of Kazakhstan, Office of PM, (Administration of President of Republic of Kazakhstan, Office of PM); (iii) Management of Budget funds (Min Fin of Republic of Kazakhstan); (iv) Delivery of Public services (Agency for Civil service affairs);  (v) HR management (Agency for Civil service affairs); (vi) Application of IT technologies (Min of Communication and Information Republic of Kazakhstan). Entities involved in this performance assessment are the (i) Presidential administration (for entities directly subordinate to Presidential administration Republic of Kazakhstan) or (ii) the Office of PM (for entities subordinate to the government of Republic of Kazakhstan). The technical entity to collect information, analyze the results and provide recommendations to the “Expert Committee” composed of members of the Presidential Administration and the Office of the Prime Minister is the recently created Centre for Performance Assessment (under the Ministry for Economic Development and Trade).

  • In addition to the control of execution of policies and their results, the control of the management of public finances at oblast level has been a long-term objective of the Government. This function is usually assigned to the accounts committees of the Mashlikhats, the elected bodies at regional level.
  • At most phases of policy management at oblast level, the participation of citizens is still in its early stages. While experiences and practices differ between oblasts, the full potential of citizen’s contribution to the development in their oblast has not yet been made use of.

(ii) Improved public policies and its management in three pilot oblasts.

The results of regional development policies and delivery of public services are, in the end, identified and felt by the citizen at local level. With an increased transfer of responsibilities from the central government to local administration, the pressure upon local administrations to ensure the implementation of sound policies to the satisfaction of citizens increases. Local administrations face two types of challenges: One relates to the management of the policy cycle (problem analysis – strategy development – budgeting – implementation – monitoring/evaluation), the other relates to very specific local development challenges which may differ from one region to the other. These specific challenges are transformed into local policy priorities which change over time. Current local policy priorities include environmental protection, municipal utilities and the increase of economic opportunities through the development of small and medium enterprises. Three pilot oblasts (Mangystau, East Kazakhstan and Kyzylorda) have been selected under this program for enhanced support, while spill-over benefits to other oblasts are also foreseen. Relations between the EU Delegation and Mangystau are relatively more advanced, with several projects concluded or ongoing, and some experience with citizen’s participation. Among the current policy priorities are municipal utilities and services, environment and energy efficiency/ renewable energies. East Kazakhstan suffers in particular from environmental pollution due to its heavy industry, a field where EU support, in cooperation with the World Bank, has been granted in the past, while environmental problems and the promotion of sustainable income opportunities for vulnerable groups are currently prime challenges in the Kyzylorda oblast. The project will provide support in priority areas upon demand from local policy makers through an embedded short-term policy advice facility for pilot oblasts. This support should focus in particular on more vulnerable groups and/or disadvantaged areas (rayons) within the pilot oblasts. The project will also support the connection to development banks for the provision of investment loans if required.

 

(iii) Delivery of administrative services by One-Stop Shops

 

Among the different initiatives launched in recent years by the Government of Kazakhstan aimed at modernizing the public administration, is the implementation of the „single window“ or One Stop Shop (hereafter called OSS) mechanism. OSS agencies interface individual citizens and which provide administrative services to the public (e.g. business registration, land administration affairs, passports, registration of real estate assets, etc) with the aim to increase speed, transparency and quality of service delivery. The Government intends to further increase the number of services to be delivery through OSS. This move, however, is not supported by all entities providing administrative services. By establishing OSSs, the Kazakhstani government has made significant progress in improving overall access and quality of certain public services. However, there are a number of issues associated with OSSs and their ability to effectively serve people.

 

Previously under the authority of Kazakhstani Ministry of Justice, OSSs management was moved under the “coordination authority” of local governments (Akimats) and, in 2011, back to the central government, this time the Ministry of Information and Communication. At oblast level, OSS are managed by public entities that report directly to the Ministry of information and Communication which, so far, has little experience in managing such type of services. This Ministry needs to develop an overall long-term strategy for the development of all functions such as supervision, regulation, support, communication, e-government, human resources development (to counter high staff turn-over and loss of institutional memory) and quality control, while its entities at oblast level require support for the day to day management.

(iv) Strengthening the capacities of actors involved in regional development.

New policies require new capacities at the level of responsible entities and stakeholders. To ensure that the challenges are met and the potential of new regional policies are developed, the existing relevant capacity building mechanisms need to be reviewed and modernized. The main entity in charge is the Academy for Public Administration, plus, possibly, the Regional Training Centres. The task is to develop capacity building mechanisms at central government and at oblast levels which equip local development policy makers, managers, implementers, regulators and performance assessors to fully carry out their functions to the highest standards. New teaching/learning tools and modalities need to be developed and implemented, such as e-learning.

 

1.5.   Related programmes and other donor activities

EU

The EC has been providing assistance to the Government of Kazakhstan since the country’s independence in 1991. Support relevant to this action include:  Support to the Development of Standards for Civil Service Provision (TACIS 2003), Support to the Implementation of the Partnership & Cooperation Agreement (TACIS 2004), Policy Dialogue & Advice Programme (TACIS 2006). In addition, the EU has allocated grants under various schemes to local authorities (Mangystau) or to NGOs working on local government issues.

USAID

Current USAID programmes in Kazakhstan deal with support to economic growth, investing in people and support to good governance. USAID helps strengthen the budget and public sector audit processes by improving monetary and competition policies, supports Kazakhstan’s accession to the WTO, works on reducing trade barriers relating to transport, transit, border crossing, and customs clearance, and facilitates access of businesses to market information within and beyond Central Asia.

UNDP

UNDP supports strengthening oversight and legislative capacity of the national Parliament and local representative bodies (maslikhats) as well as effectiveness and efficiency of parliamentary processes and procedures. In the field of public sector management reform UNDP assists in elaboration of   standards for public services delivery, human resource management and functional analysis of positions in civil service. UNDP has provided support to local administrations in various ways.

Others

Soros Foundation in 2001 launched the “Transparent city” in East Kazakhstan. The project has united efforts of akimat of Ust-Kamenogorsk, local Social Fund “Local Self-Governance Development Centre”, Soros Foundation and the Librarians Association of East-Kazakhstan region for establishing an open dialog, enhancing transparency of the local government and increasing of citizens’ involvement in solving social problems through the city web site.

 

2.     Objective, PURPOSE & EXPECTED RESULTS

2.1.  Overall objective

The overall objective is to contribute to a more equitable regional development and increasing living standards in the regions of Kazakhstan through the promotion of local economies and the strengthening of responsibilities and capacities of oblast administrations.

2.2.  Purpose

The specific objectives of this contract are:

  • To support the government at central and regional levels in designing and implementing a coherent legislative and institutional framework conducive to local development.
  • To promote improved local development policies and local service delivery in line with the National Strategy “Kazakhstan 2020″, focussing on three pilot oblasts (Mangystau, Kyzylorda, East Kazakhstan) while providing spill-over benefits to other oblasts

2.3.  Results to be achieved by the Consultant

Expected results of the Component 1: The institutional framework for local development institutions and policies is improved.

  1. Strategies, legislation, regulations and action plans regarding local development are adopted/ streamlined.
  2. Local government monitoring and performance assessment systems are operational and tested in the three pilot regions, and consolidated information on local government’s performance is available at the level of the central government
  3. Institutional capacities of the Centre for Regional Policy under the Economic Research Institute (Ministry for Economic Development and Trade)   for advising regional development policy makers on problem analysis, strategy development, budgeting, implementation and monitoring/evaluation are enhanced
  4. Capacities of oblast (mazhlikhat) accounts committees are strengthened

 

Expected results of the Component 2: The capacities of pilot oblasts to plan, budget, implement and monitor oblast development strategies are strengthened.

 

1.  Pilot oblasts and their rayons are acquainted with, and use, technologies (e.g. GIS) and policy management modalities aimed at improving local development, including data collection, problem analysis, evidenced-based policy making, monitoring and evaluation

 

2. Voice of citizens and civil society actors to contribute to local development decision making and local public services are enhanced, and accountability mechanisms strengthened

 

3. Pilot oblasts have been provided with high class short-term expertise upon demand on topics related to specific local development problems, potentially covering social, economic, environmental and local governance issues.

4. Exchange of good practices among pilot oblasts, and spill-over benefits from pilot oblasts to other oblasts have been achieved.

 

Expected results of the Component 3: Delivery of administrative services by One-Stop Shops is improved, with the focus on pilot regions.

1. Long term development strategy for OSS is created and detailed master plan for its implementation is adopted and executed. Clear vision among all stakeholders on the future development of OSS in KZ (services, performance indicators, staffing, organisational structure etc) is ensured

2. Institutional and individual capacities to ensure regulatory, support and supervisory/ monitoring (central level) and management functions (oblast level) for OSS strengthened

3. Modern technology and management tools for improved provision of administrative services through OSS to the population in pilot oblasts developed.

4. Access of citizens to OSS in pilot oblasts in particular on lower tier level, improved

5. Spill over benefits to the provision of administrative services through OSSs in non-pilot oblasts achieved.

Expected results of the Component 4Qualification system for local development actors is strengthened at national and pilot oblast levels.

 

1. Training systems for local development and local service delivery (including OSS) is substantially improved, adopted and under implementation

2. Capacities of local development actors for planning, implementing, monitoring (including public accounting system) of local development policies are strengthened

3. Adequate capacity building systems and mechanisms for local development actors at pilot oblast level e.g. through Regional Training Centres or other modalities/ institutions are developed and functional

3.     ASSUMPTIONS AND RISKS

3.1.  Assumptions underlying the project intervention

These terms of reference are based on the following assumptions:

  • Overall political stability is maintained, and relations with the EU are consolidated and strengthened;
  • All key stakeholders, , are willing to participate in the implementation of the project activities under the service contract
  • Regional development and the delivery of improved public services at oblast level will remain a priority for the Government of Kazakhstan;
  • The role and function of the Ministry of Economic Development and Trade and its organs involved in regional development remain unchanged during the course of this project;
  • The project beneficiaries will assume full ownership of the project
  • Close cooperation and interaction will be ensured between this project and the EU funded project on Regional competitiveness that will be implemented by the OECD as of 2011;
  • Close cooperation and mutual support will be ensured with the upcoming EU funded project on Civil Service Reform and Modernisation.

3.2.  Risks

2Assupmptions

The following risks could jeopardize project results:

  • Unforeseen legislative changes of the current status of the municipalities regarding their planning and budgeting procedures and also affects their administrative powers
  • Major change in the assignment of responsibilities of tasks in the field of regional development and local service delivery
  • The consultant-experts work will not be integrated into the system of the regional development system and institutions,
  • The activities to be carried out will depend on: the regions’ capacity to absorb assistance and make the agreed reforms, their commitment to the project objectives, their potential to achieve effective results for wider dissemination, their management ability and the potential to improve the quality of life of their citizens.

4.     SCOPE OF THE WORK

4.1.  General

4.1.1.      Project description

The present project will be implemented under the program “Supporting Kazakhstan’s Local Development policies” (KAZLOD) co-funded by the European Union and the Government of Kazakhstan. The present project will closely cooperate with two other components of the program implemented in pilot regions that include a project on enhancing local competitiveness (implemented jointly by the European Union and the OECD), and grant projects on promoting local development initiatives.

The project has two specific objectives subdivided in four interlinked components with specific expected results for each of the components, and specific activities for each of the defined expected results.

The main institutions in charge of and/or involved in the activities covered by the project activities are: Ministry for Economic Development and Trade, Centre for Performance Assessment, Centre for Regional Policy, Academy of Public Administration, Agency for Public Administration, Ministry of information and Communication, Akimats in three pilot regions Accounting committees in the pilot regions, Component 1 will contribute to improve the institutional framework for local development institutions and policies, including internal coordination mechanisms and communication channels. Kazakhstan is a unitary state. However, acknowledging the importance to mobilise local capacities for development, the Government has engaged in transferring certain responsibilities to regional (oblast) administrations, and to implement policies focussed on promoting economic development in the regions. The consultant will support the authorities involved in this endeavour, in particular the relevant entities within the Ministry for Economic Development and Trade, in order to contribute to streamlined strategies, policies, legislation, action plans and the corresponding institutional requirements, including communication structures between entities involved, management modalities, supervisory, monitoring and support functions carried out by central government entities on local development issues.

Component 2 will contribute to improve the implementation of local development policies in three pilot oblasts – Mangystau, Kyzylorda and East Kazakhstan. Character, specific problems, policies, economic and social structure vary significantly between the regions of Kazakhstan.  Focussing on three diverse oblasts, the consultant will support local structures to improve their governance and management processes, instruments and technologies (planning, budgeting, implementation, monitoring etc) and mechanisms to involve public participation in local decision making, implementation and feed-back at oblast and rayon levels, and will provide short-term support upon demand for specific problems/challenges faced by each pilot oblast. Main interlocutors will be the akimats and their respective technical entities, the Mashlikhats as well as relevant non-state structures.

Component 3 will contribute to improved delivery of administrative services to the population, in particular in pilot oblasts. The Government has decided to provide a growing number of administrative services through so-called One-Stop Shops with the aim to increase speed, quality and transparency of administrative services. The day to day management takes place at oblast level, whereas regulatory, supervisory and support functions are carried out by the Ministry of Information and Culture at central government level. The aim of this component is to strengthen institutional and individual capacities of stakeholders on central and local level in order to increase the quality of services provided to the citizens. Linkages with EU institutions aimed at the transfer of practical knowledge and best EU practices will be developed.

Component 4 is a horizontal component which will contribute to strengthen qualification systems for local development in order to create long-term sustainable institutional and individual capacities of local development actors. The consultant will collaborate with qualification structures at central (e.g. Academy for Public Administration) and, in pilot oblasts, at regional levels (e.g. Regional Training Centres), aiming at supporting the development of adequate capacity building structures and mechanisms for local development actors.

 

In addition, the consultant will:

– create spill-over benefits to non-pilot oblasts, and “cross-fertilize” good ideas and practices between pilot oblasts. The consultant is expected to develop ideas in this regard in the methodology of the tender.

– ensure close collaboration with other relevant EU-actions and relevant actions carried out by other development partners

– support the Delegation in designing calls for proposals for local development grants

– ensure high EU visibility, in line with the visibility guidelines. The consultant is expected to develop a visibility strategy as part of his tender.

– collaborate with the EU external monitoring team

– promote the establishment of linkages with relevant EU institutions

 

4.1.2.      Geographical area to be covered

Most project activities will be carried out in Astana (where the project team will have its main base) and in the three pilot regions, Mangystau, East Kazakhstan and Kyzylorda, where the consultant will place a local project assistant. Activities might in exceptional cases also be carried out in no-pilot oblasts as well as in European countries, e.g. in the context of study tours and visits.

 

4.1.3.      Target groups

The Ministry for Economic Development and Trade and the three pilot regions are the key partners and driving forces of the project.

 

At local level, the project will cooperate with all relevant institutions, including executive bodies (Akimats), elected bodies (Maslihkat), regional administration, oblast representatives of central government entities, working groups, OSSs, training institutions, NGOs.

 

At national level, the following institutions will be involved:

  • Office of Prime Minister
  • Ministry for Economic Development and Trade
  • Ministry of Information and Communication
  • Economic Research Institute
  • Ministry of Finance in charge on local budget system, financing and property
    • Agency of Civil Service Affairs
    • Academy of Public Administration
    • NGOs

 

Gender equality

During project implementation, the particular attention will be devoted to the principle of equality of treatment and of opportunity for both men and women. The project will carefully evaluate the impact of the project on gender issues and will promote the integration of gender aspects into local development activities.

4.2.  Specific activities

In his “methodology”, the tenderer will develop his proposed approach to the objectives to be achieved and the tasks to be fulfilled. The following description of activities is not exhaustive. The consultant is expected to develop mechanisms which facilitate exchange of experience among pilot oblasts, spill–over benefits from pilot oblasts to other oblasts, and to promote exchange with relevant institutions in Europe in areas covered by the different components. The project is expected to produce a significant number of relevant written outputs, to be agreed with the beneficiary.

 

Component 1: In order to achieve the expected results of the Component 1 “The institutional framework for local development institutions and policies is improved”, the following activities will be envisaged.

 

Result 1.1 Strategies, legislation, regulations and action plans regarding local development and local governance are adopted/ streamlined.

 

  • Review current state of relevant strategies, legislation, regulations and action plans and make recommendations regarding their streamlining and operationality.
  • In cooperation with  institutions in charge, prepare regular assessment reports on the implementation of the regional development reform and make recommendations
  • In cooperation with institutions in charge,, support the preparation of a detailed Master Plan for Regional development including requested changes in legislation, regulations, institutional capacities, planning, implementation, monitoring etc.
  • In cooperation with institutions in charge, organise open discussions, round tables, forums, public hearings etc with the purpose of adoption, implementation, monitoring, and adjusting Master Plan for Regional development and other relevant strategic documents.
  • Support the development of horizontal and vertical communication channels between actors involved in local development issues

Result 1.2 Local government monitoring and performance assessment systems are operational and tested in the three pilot regions, and consolidated information on local government’s performance is available at the level of the central government

  • Assess the current system of performance assessment at local level of the government, in particular focussing on quality of delivery of public services, achievement of strategic aims and tasks, budget management, use of IT technologies.
  • Prepare and develop in cooperation with the Centre for Performance Assessment (and in coordination with all institutions involved in performance assessment) a unified (existing or new) information performance assessment system which would allow effective and operational monitoring, assessment and control of the performance at local governmental level.
  • Present and discuss the draft of the new performance assessment system among akims of the pilot regions, PM and Head of the presidential administration.
  • Test the new performance assessment system in 3 pilot regions.
  • Prepare a master plan for the implementation of the new performance assessment system.
  • Integrate the developed and approved information performance assessment system into existing e-government tools.
  • Provide support and assistance to the Centre for Performance Assessment, in particular through advisory, training, study tours, seminars.

Result 1.3 Institutional capacities of the Centre for Regional Policy under the Economic Research Institute (Ministry for Economic Development and Trade) for advising regional development policy makers on problem analysis, strategy development, budgeting, implementation and monitoring/evaluation are enhanced

  • Provide assistance in developing the main functions of the Centre for Regional Policy such as observatory for regional and local sustainable development and planning; training development and practice services; development of the e-government applications;; support to consultative organs; dissemination of the good regional practices to the project pilot regions and other regions of the country, establishment of thematic working groups
  • Support cooperation of the Centre for Regional Policy with similar centres in the European Union.
  • Disseminate the experience of the Centre for Regional Policy and explore the possibility for creation of similar Centres in pilot regions of Republic of Kazakhstan using Regional Training Centres as the base.
  • Provide methodological, information and training support to the Centre for Regional Policy by conducting workshops, seminars, organisation of study tours, etc.
  • Support the creation and further development of linkages with European training institutions on local development

Result 1. 4 Accounts committees at oblast level are strengthened

  • Review budget monitoring system and provide advice on its improvement at the local level.
  • Develop a road map on strengthening oblast accounts committees and other financial accountability mechanisms.

 

Component 2 In order to achieve the expected results of the Component 2 “The capacities of pilot oblasts to plan, budget, implement and monitor oblast development strategies are strengthened“, the following activities will be envisaged.

 

Result 2.1  Pilot oblasts and their rayons are acquainted with, and use, technologies (e.g. GIS) and policy management modalities aimed at improving local development, including data collection, problem analysis, evidenced-based policy making, monitoring and evaluation

 

  • Assess the existing management modalities, instruments and technologies (i.e. GIS systems, statistics,) currently used at oblast level for local development and locally provided public services purposes, and support their improvements.
  • Develop capacity building strategies, including through training needs assessments, for local government stakeholders, and liaise with Regional Training Centres on their implementation (see component 4).
  • Support pilot oblast administrations in analysing poverty rates and poverty dimensions, and in developing poverty reduction strategies, policies and action plans.
  • Support pilot oblast administrations in developing and implementing adequate monitoring and evaluation mechanisms and capacities for locally provided public services and local development policy implementation
  • Establish thematic Working Groups bringing together relevant entities from the pilot oblasts and possibly non-pilot oblasts, with possible participation of the non-state sector

 

Result 2.2  Voice of citizens and civil society actors to contribute to local develop-ment decision making and local public services are enhanced, and feedback/ accountability mechanisms are strengthened

  • Review existing legislation and practices of citizen’s participation in local decision making in the three pilot oblasts and possibly at rayon levels, and promote the use of enhanced participatory practices.
  • Develop, and promote the implementation of, institutional and individual capacities for enhanced citizen’s participation in various stages of local decision making processes, including for example through manuals and other tools
  • Support the channelling of citizen’s voice on public services including OSS to the relevant decision makers, regulators, managers etc.
  • Develop mechanisms that enhance the participation of vulnerable and marginalized groups
  • Assist in promoting interactions with and transfer of well-developed citizen’s participation institutions and practices in Europe

 

Result 2.3 Pilot oblasts are provided with high class short-term expertise upon demand on topics related to specific local development problems, potentially covering social, economic, environmental, public utilities, (renewable) energy/ energy efficiency and  local governance issues.

  • Based on sound problem analysis and local policy priorities, provide and follow up on short-term expertise upon demand of the oblast administration, on specific topics related to pre-identified local development challenges, aiming at sustainability and local ownership
  • If needed, links to providers of loans for investment in the above fields are promoted, including e.g. to the EU’s IFCA program.

 

Result 2.4 Exchange of good ideas and practices among pilot oblasts, and spill-over benefits from pilot oblasts to other oblasts have been achieved.

  • Develop and implement mechanisms which allow to spread ideas and good practices among pilot oblast and to non-pilot oblasts

 

Component 3: In order to achieve the expected results of component 3 “Delivery of administrative services by One-Stop Shops is improved, with the focus on pilot regions“, the following activities will be envisaged.

 

Result 3.1  Long term development strategy for OSS is created and detailed master plan for its implementation is adopted and executed. Clear vision among all stake-holders on the future development of OSS in KZ (services, performance indicators, staffing, organisational structure etc) is ensured

  • Review the legislation and functioning of OSS, using existing research, and recommend, if necessary reforms in order to ensure that central government functions such as monitoring, support and performance assessment are functional
  • Support the relevant authorities in drafting and implementing a comprehensive master plan for the development and functioning of OSS based on functional reviews, including on organisational structure, supportive legislation, staffing, transfer of services to OSS, business processes, lines of responsibilities, reporting, supervision, monitoring and control mechanisms, customer’s feedback etc.
    • Support communication and exchange of experience between central and pilot oblast authorities on the improvement of service delivery through OSS.

Result 3.2 Institutional and individual capacities to ensure regulatory, support and supervisory/ monitoring (central level) and management functions (oblast level) for OSS strengthened

  • Assess together with the relevant entities at oblast level the existing capacities, identify gaps and develop a capacity building strategy, in connection with the Academy for Public Administration and Regional Training centres in pilot oblasts.
  • Based on identified shortcomings, support central and pilot oblast entities in developing a HRM system for OSS including performance indicators, job descriptions, performance standards, training programme, motivation system and knowledge transfer systems

Result 3.3 Modern technology and management tools for improved provision of administrative services through OSS to the population in pilot oblasts developed.

  • Advise pilot oblast entities in charge of OSS on implementing modern technologies (e.g via e-government tools) and management modalities aimed at improved OSS service delivery.
    • Support relevant pilot oblast entities in developing a master plan for OSS service delivery across the oblasts.

Result 3.4 Access of citizens to OSS in pilot oblasts in particular on lower tier level, improved

  • Support oblast entities in assessing access of citizens, in particular on lower tier level, to OSS services (e.g. through “mapping of OSS services”), identify gaps and develop, together with the authorities, action plans for improved access.
  • Support oblast entities in developing and institutionalising customers’ feedback systems on OSS services.

Result 3.5  Spill over benefits to the provision of administrative services through OSSs in non-pilot oblasts achieved.

  • Develop and implement mechanisms which allow to spread ideas and good practices among pilot oblast and to non-pilot oblasts

Component 4:  In order to achieve the results of component 4: “Qualification system for local development actors is strengthened at national and pilot oblast levels”, .the following activities are envisaged.

 

  • Result 4.1  Training systems for local development and local service delivery (including OSS) is substantially improved, adopted and under implementationSupport the Academy for Public Administration in assessing the existing national system of training for local development and local service delivery, including OSS
  • Based on a gap analysis, support the development and implementation of curricula for training modules covering key aspects of local development, for Training of Trainers and for local development policy makers and practitioners
  • Prepare, publish and disseminate regular publications on topical issues of local development.
    • Support the creation and further development of linkages with European training institutions on local development

Result 4.2  Capacities of local development actors for planning, implementing, monitoring (including public accounting system) of local development policies are strengthened

  • To complement result 1, develop and implement diverse capacity building measures for local development actors in pilot oblasts, while envisaging spill-over benefits to non-pilot oblasts
    • In cooperation with the Academy of Public Administration and Economic Research Institute, organise series of web-seminars and conferences on different aspects of Regional development for trainees and staff of the Regional training centres.
    • Develop an electronic-library for “good practices” in regional development that will include training materials, methodological tools, and case studies.

 

Result 4.3 Adequate capacity building systems and mechanisms for local development actors at pilot oblast level e.g. through Regional Training Centres or other modalities/ institutions are developed and functional

  • Assess current systems and modalities of capacity building for local development actors (including RTCs) in pilot oblasts, and, if necessary, propose amendments
  • Support RTCs and/or other adequate capacity building structures in the use of modern training tools, management modalities and curricula.
    • Support the organization of training for trainers and for local development stakeholders

 

In addition, the consultant will:

– create spill-over benefits to non-pilot oblasts. The consultant is expected to develop ideas in this regard in the methodology of the tender.

– ensure close collaboration with other relevant EU-actions and relevant actions carried out by other development partners

– support the Delegation in designing calls for proposals for local development grants

– ensure high EU visibility, in line with the visibility guidelines.http://ec.europa.eu/europeaid/work/visibility/index_en.htm.) The consultant is expected to develop a visibility strategy as part of his tender.

– collaborate with the EU external monitoring team

– support the local development coordination functions at central government level, among involved actors including international development partners

– support the design of calls for proposals for local development initiatives managed by the EU Delegation

 

In the tender document, the consultant is expected to propose SMART result indicators and internal indicator/result monitoring mechanisms.

4.3.  Project management

4.3.1.      Responsible body

The responsible body for the management of the contract is the EU Delegation, represented for purposes of this contract by the EU Project Manager. The main Project Partner is the Ministry for Economic Development and Trade of the Republic of Kazakhstan.

4.3.2.      Management structure

Steering Committee (SC)

A SC composed of the Ministry for Economic Development and Trade/ respectively its relevant sub-entities, and the EU Delegation (co-chairs), plus representatives of the key stakeholders: Agency for Public Administration, Academy for Public Administration, Ministry of Information and Communication and 3 pilot oblast Akimats will be in charge of the overall steering of project activities to ensure that activities are carried out efficiently, on time and in line with national/oblast policies. The Office of the Prime Minister and the Administration of the President will be invited to SC meetings. Representatives of other stakeholders (e.g. other EU-funded projects with synergetic activities) can be invited depending on the agenda of the meeting. The consultant will present at each SC the activities carried out during the reporting period, results achieved, obstacles and problems encountered and a draft work-plan for the next reporting period. SC members will review project reports, approve work-plans and make recommendations on project implementation issues. Logistical and secretarial support for SC meetings will be provided by the consultant. The first SC meeting will take at the end of the inception phase (months 1-3 of project implementation), the second SC 3 months later, then followed by 6-monthly intervals. The SC will be supported by working groups.

Working groups

One overall project working group composed of representatives of each beneficiary at technical level plus the EU Delegation task manager and a representative of the consulting team will oversee and advise on coordination of activities, ensure synergies and communication across components and among stakeholder and ensure that project activities are fully embedded in the strategies, and the replying to the needs of the partners. This overall WG shall meet on quarterly basis and will organize as required working groups for each project component. The WGs can invite other stakeholders to its meetings, e.g. representatives of other EU-funded projects with synergetic activities.

Administrative support to the project experts

The Contractor will ensure that the team of experts receive sufficient administrative support at the project office and from the consultant’s home base, to ensure that experts can fully concentrate on their consultancy tasks and no spend their time with administrative activities. The consultant is requested to explain in their methodology part of the tender how this support will be provided. The administrative support will include preparation of plans and reports on programme implementation and of materials for the examination and approval of the Steering Committee under the direction of the Team Leader.

A project office will be established and equipped in Astana, headed by the Team Leader. Three local project representatives will be based in the three pilot oblast administrations (Aktau, Kyzylorda, Ust Kamenogorsk). It is expected that the partner institutions will provide free office space within their premises.

The functions of the project offices under the leadership of the Team Leader include among others the following:

  • Ensure that the stakeholders and beneficiaries are fully involved in the project activities during the whole duration of the project.
  • Ensure proper documentation of project activities (minutes of meeting and agreement etc of the project). These documents will be circulated to Steering Committee members.
  • Provide secretarial tasks to the Steering Committee
  • Liaise with the EU Delegation and with national and regional level stakeholders.
  • Ensure professional and timely achievement of the project results within the project budget.
  • Provide technical assistance for national level activities and seminars, employ local experts for the programme, co-ordinate on overall level all activities of the programme, define the tasks for short-term experts, co-ordinate the preparation of district level seminars and workshops, and co-ordinate the exceptional use of district level experts outside their districts.

Involvement of Project Partners

The project is designed to support ongoing activities of the project partners, and the experts are expected to align their activities with the priorities of the partner institution. To achieve this, the Project Partners will appoint members of their staff to liaise and communicate with the experts.  Staff of the Project Partners cannot be paid from project funds.

4.3.3.       Facilities to be provided by the Contracting Authority and/or other parties

The Ministry of Economy and Trade and the Akimats in the pilot regions are expected to provide free of charge office space within the premises of the partners institutions. The office room will have telephone line with national and international access and access to the Internet. The running costs for the use of the telephone line and the Internet will be paid from incidental expenditure of this contract. Where no premises are available, reasonable office costs can be covered by incidental expenditure. The Project Partners is also expected to make rooms available for the organisation of workshops, seminars and other training activities to the extent possible.

The Project Partners will provide such assistance to the Consultant as necessary to arrange visas for expatriate personnel of the Consultant, and customs clearance and inland transport (from border point to final destination) for the Consultant’s imported equipment.

The Project Partners will provide assistance to solve unforeseen problems that the Consultant may face. The possible failure to solve some of the Consultant’s problems encountered locally will not free the Consultant from meeting its contractual obligations vis-à-vis the Contracting Authority.

5.     LOGISTICS AND TIMING

5.1.  Location

Most project activities will be carried out in Astana (where the project team will have its main base) and in the three pilot regions, Mangystau, East Kazakhstan and Kysylorda, where the consultant will place a local project assistant. Activities might in exceptional cases also be carried out in no-pilot oblasts as well as in European countries, e.g. in the context of study tours and visits.

5.2.  Commencement date & Period of execution

The intended commencement date of the project is November 2011 and the period of implementation of the contract will be 48 months from this date. The actual commencement date and period of execution are stipulated in Articles 4 and 5 of the Special Conditions.

6.     REQUIREMENTS

6.1.  Personnel

As a rule, all key experts and non-key long and short-term experts have to spend at least 90% of their working days in Kazakhstan. Changes to this rule have to be duly justified and approved by the EU project manager in writing, for instance via an exchange of e-mails.

As a rule, work days during weekends are not being paid under the terms of this project. However, the Consultant can approach the responsible EU Project Manager with the request to work on Saturdays, who might, in exceptional cases, approve this request in writing, for instance via an exchange of e-mails.

Mobilisation and demobilisation days (travelling) of both long- and short-term experts coming from outside Kazakhstan do not count as working days.

6.1.1.      Key experts

All experts who have a crucial role in implementing the contract are referred to as key experts. The profiles of the key experts for this contract are as follows:

Key expert 1: Team Leader and Regional Policy Development Expert (minimum 800 days) over 4 years

Responsibilities will include, but not limited to:

  • Overall leadership:
  • lead the project team;
  • ensure the coordination and motivation of the team;
  • supervise the project’s activities in pilot regions;
    • quality assurance and monitoring of performance of long, short term experts; manage project resources
    • Ensure successful achievement of project objectives:
    • responsible for the overall strategy of the project and of the project implementation;
    • supervise the implementation of all components and activities;
    • facilitate the effective operation of the project Steering Committee, prepare and attend meetings of the SC and provide all information required;
    • ensure effective liaison and coordination with EU and other donors funded projects, in particular with EU funded projects on Public sector reform;
    • attend the Steering Committee of the EU funded project “An FDI Approach to Regional SME Development in the Republic of Kazakhstan” implemented by the OECD; responsible for reporting and project planning
    • Liaise with key project partners to ensure full alignment of activities with national policy priorities
    • Prepare technical inputs in  the area of Regional development and training

Qualifications and skills

  • Masters Degree in public administration, public policy, local and regional development or a relevant, directly related discipline, or equivalent. Possession of a Ph.D. degree in a relevant subject will be considered an advantage.
  • Excellent managerial and leadership skills, including ability to provide strategic guidance, mentor staff, technical advisory.
  • Proven excellent interpersonal and communication skills
  • Excellent negotiation and multi-cultural skills, experience in implementing participatory projects will be considered an advantage.
  • Excellent analytical skills. Ability to set and maintain standards in written materials and interactive training delivery would be an advantage
  • Proficiency in English. Knowledge of Russian would be a significant advantage.

General professional experience

  • Minimum 7 years of relevant professional experience in institutional support for local/ regional development
  • Minimum 3 years experience working as Team Leader of international development projects, preferably within EU funded programmes
  • Minimum of 3 years of working experience in international development projects in CIS countries

 

Specific professional experience

  • Experience in design, development and implementation of regional policy programs
  • Experience in providing advise on or regional policy development, preferably in Central Asia, CIS countries, EU countries or accession countries
  • Experience in providing Technical Assistance to Regional/Local Authorities

 

Key Expert 2: Institutional development expert (minimum of 440 days over 4 years)

 

Responsibilities will include, but not limited to:

  • Provide support to the Ministry for Economic Development and Trade and and oblast authorities in the area of Institutional development, with particular focus on performance management, monitoring and evaluation systems for public policies
  • Provide support to the Ministry for Economic Development and Trade and and oblast authorities in the area of Human Resource Management and Development
  • Monitor performance of the changes taking place in the legislation on Institutional Development
  • Provide support ot the further development of public participation and policy development, implementation and monitoring of results
  • Ensure coherence of project approach and strategies of project implementation in pilot regions. This may involve frequent travel to different project areas. In particular, support coherence of policy approach of short/medium term experts working in pilot regions on main topics identified in these Terms of Reference.
  • Promote communication among pilot oblast and spill-over of project results into other oblasts

 

Qualifications and skills

  • Masters Degree in public administration, public finance, public policy, local and regional development or a relevant, directly related discipline, or equivalent. Possession of a Ph.D. degree in a relevant subject will be considered an advantage.
    • Good management skills
    • Proficiency in English,  knowledge of Russian would be an asset

General professional experience

  • Minimum 7 years of experience in the fields related to the project, 5 of which in managerial position
  • Minimum 7 years of relevant international professional experience in the institutional development, government capacity building and policy performance assessment, monitoring and evaluation
    • Minimum 4 years of experience in technical assistance projects in relevant fields in transition countries, preferably CIS
    • Experience within an EU Local Government administration as a manager, practitioner or consultant would be an asset

Specific professional experience

  • Experience in design, development and implementation of regional policy programs
  • Experience in providing advise on or regional policy development, preferably in Central Asia, CIS countries, EU countries or accession countries
  • Experience in providing Technical Assistance on performance assessment, monitoring and evaluation
  • Experience in the field of public participation in policy making

 

 

Key Expert 3: Training Expert (minimum of 660 days over 4 years)

 

Responsibilities will include, but not limited to implementing component 4, including::

  • Support the Academy for Public Administration and RTCs, in consultation with the Centre for Regional Policies and regional and oblast authorities in the area of curricula development for local development, preparation of training modules and capacity building
  • Set up an evaluation system for monitoring the effectiveness and quality of training.

Qualifications and skills

  • An advanced university degree (Master or PhD) in education management, vocational education, public administration, or public policy or a relevant, directly related discipline,
  • Excellent analytical and planning skills.
  • Proficiency in English; working knowledge of Russian would be considered as an advantage.

General professional experience

  • Minimum 7 years of experience in areas related to public service training
  • Minimum 3 years of experience in international public service training projects, preferably in CIS countries
  • Experience of working in CIS, preferably in the Central Asian region, will be an advantage.

Specific professional experience

  • Experience in planning and implementing complex training programmes for public service, preferably in CIS countries
  • Experience in education management process, development of curricula, teaching plan, training material and alike.
  • Experience in educational programmes quality assurance

 

Key Expert 4: One Stop Shop Expert (minimum of 440 days over 4 years)

Responsibilities will focus on results under component 3, including

  • Support to the Ministry of Information and Communication and regional and oblast authorities in the area of OSS development.
  • Develop long term strategy for OSS.
  • Prepare Master Plan for OSS development.
  • Prepare training materials for training of OSS staff.
  • Prepare a performance measurement system for OSS.
  • Prepare work plans and reports.

Qualifications and skills

  • University degree in public policy, public administration, Business Administration or other relevant discipline,
    • Proficiency in English; knowledge of Kazakh or Russian would be an asset.

General professional experience

  • Experience in technical assistance projects in relevant fields, preferably in CIS countries
  • Minimum 7 years of relevant international professional experience in fields related to public service delivery/public administration.
  • Minimum five years of professional experience in implementation of international projects, preferably in areas related public administration reform/public service delivery
  • Experience of working in CIS, preferably in the Central Asian region, will be an advantage.

Specific professional experience

  • Experience in fields related to assessing performance public service delivery
  • Experience in human resource management related to public administration
  • Experience in providing technical assistance to OSS would be an asset

6.1.2.      Other experts

CVs for experts other than the key experts are not examined prior to the signature of the contract. They should not have been included in the tenders.

The Consultant shall select and hire other experts as required according to the profiles identified in the Organisation & Methodology and these Terms of Reference. They must indicate clearly which profile they have so it is clear which fee rate in the budget breakdown will apply. All experts must be independent and free from conflicts of interest in the responsibilities accorded to them.

The selection procedures used by the Consultant to select these other experts shall be transparent, and shall be based on pre-defined criteria, including professional qualifications, language skills and work experience. The findings of the selection panel shall be recorded. The selected experts shall be subject to prior written approval by the Contracting Authority and will be agreed by the beneficiaries. As a rule, the consultant is expected to provide at least two alternative candidates for each STE assignment to the contracting authority and the direct beneficiary. STE missions must be prepared with sufficient time ahead to allow for the EU Delegation approval procedure. The direct beneficiary must participate in the drafting of the ToRs for each STE mission, to ensure full ownership and alignment with the partner’s priorities.

Civil servants and other staff of the public administration of the beneficiary country cannot be recruited as experts, unless prior written approval has been obtained from the Contracting Authority.

The overall design of the project requires the recruitment of a substantial number of non-key experts in particular but not limited to activities for result 2.3, for the representation of the project in the three pilot oblasts and for visibility:

1. Short-Term policy advice upon demand (result 2.3) will be provided to pilot oblasts, with spill-over benefits to non-pilot oblasts. The consultant is expected to propose in the tender a methodology on how many (minimum) fee days will be provided for this result. While the initial distribution of these STE resources among the three pilot oblasts should be equal, the actual allocation will follow local dynamics and ownership.

2. Representation of the project in pilot oblasts: The consultant will, during the inception phase an in consultation with the pilot oblast akimat and the EU Delegation, recruit one long-term non-key expert for each pilot oblast who will represent the project during the complete duration, promote, develop and coordinate local activities, communicate with local stakeholders, liaise with the project’s Astana office, assist activities of key experts in the oblast, promote synergies among pilot oblast activities, report on project implementation in the oblast.

Qualifications and skills

  • University degree, preferably in fields related to public administration
  • Proficiency in Kazakh (excellent), Russian and English
  • Excellent analytical, interpersonal and communication skills.

General professional experience

  • Minimum of one year of experience in working with/in an international development project, preferably EU-funded

Specific professional experience

  • Experience in providing support to local government would be an advantage
  • Experience in human resource management would be an advantage

 

The local project representative will be recruited in consultation with the respective oblast akimat and the EU Delegation. His salary should be calculated in a way that a good quality local specialist can be recruited.

 

3. Expert on visibility issues

In order to ensure highly professional use of visibility funds in compliance with EU visibility requirements, the consultant will recruit during the inception phase a long-term non-key expert for visibility activities for the whole duration of the project, with proven qualifications in public relations, preferably related to EU-funded projects. The consultant is expected to submit a draft visibility plan as part of his tender. The recruitment of this expert shall be done in consultation with the EU Delegation.

The Consultant will describe in the Organisation & Methodology how he intends to use and organise the work of non-key experts.

 

 

Mailing Lists

 

Killefit Consulting opportunities (General) http://uk.groups.yahoo.com/group/killefit  

Subscribe: killefit-subscribe@yahoogroups.co.uk

PUBLIC ADMINISTRATION + FINANCE http://uk.groups.yahoo.com/group/Killefit_PublicAdmin_Finance

Subscribe: Killefit_PublicAdmin_Finance-subscribe@yahoogroups.co.uk

Communications http://uk.groups.yahoo.com/group/Killefit_Communications

Subscribe. Killefit_Communications-subscribe@yahoogroups.co.uk

Good Governance/Human rights/Gender

http://uk.groups.yahoo.com/group/Killefit_GoodGovernance_HumanRights_Gender

Subscribe: Killefit_GoodGovernance_HumanRights_Gender-subscribe@yahoogroups.co.uk

ENGINEERING + CONSTRUCTION + TRANSPORT http://uk.groups.yahoo.com/group/KILLEFIT_ENGINEERING

Subscribe: KILLEFIT_ENGINEERING-subscribe@yahoogroups.co.uk

PRM (PROGRAMME & RESOURCE MANAGEMENT)

http://uk.groups.yahoo.com/group/KILLEFIT_PRM

Subscribe: KILLEFIT_PRM-subscribe@yahoogroups.co.uk

Agriculture and Rural DevelopmENT

http://uk.groups.yahoo.com/group/KILLEFIT_AGRI_RURAL_DEV

Subscribe: KILLEFIT_AGRI_RURAL_DEV-subscribe@yahoogroups.co.uk

EDUCATION & TRAINING http://uk.groups.yahoo.com/group/KILLEFIT_Education_Training

Subscribe: KILLEFIT_Education_Training-subscribe@yahoogroups.co.uk

IT + TELECOMMUNICATION CONSULTANT (ITT) http://uk.groups.yahoo.com/group/KILLEFIT_ITT/

Subscribe: KILLEFIT_ITT-subscribe@yahoogroups.co.uk

SME+SB support  http://uk.groups.yahoo.com/group/KILLEFIT_SME_and_SB_support

Subscribe: KILLEFIT_SME_and_SB_support-subscribe@yahoogroups.co.uk

TRADE http://uk.groups.yahoo.com/group/KILLEFIT_TRADE/

Subscribe: KILLEFIT_TRADE-subscribe@yahoogroups.co.uk

HEALTH, HUMANITARIAN AID+RELIEF http://uk.groups.yahoo.com/group/HumanitarianAidHealthandRelief

Subscribe: HumanitarianAidHealthandRelief-subscribe@yahoogroups.co.uk

WATERSECTOR http://uk.groups.yahoo.com/group/WATERsector

Subscribe: WATERsector-subscribe@yahoogroups.co.uk

ENERGY http://uk.groups.yahoo.com/group/KILLEFIT_ENERGY

Subscribe: KILLEFIT_ENERGY-subscribe@yahoogroups.co.uk

Tourism http://uk.groups.yahoo.com/group/KILLEFIT_Tourism

Subscribe: KILLEFIT_Tourism-subscribe@yahoogroups.co.uk