Killefit consult

consultant sourcing and project management

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

Development of a Medium Term Expenditure Framework for the Water Supply and Sanitation (WATSAN) Sector and Refinement of the Sector Performance Monitoring

Country/ Location of the position Namibia
Status/Reference FWC
Agency/Donor EC
Experts E1 Senior Expert in public sector financing and annual planning/ budgeting of WATSAN
  E2 Junior Expert in performance monitoring and evaluation of WATSAN
Start + duration of project 31/01/2012 – 01/10/2012
Duration of mission E1 110.00 working days
  E2 75.00 working days
Required language Excellent working knowledge of English for all experts.
Application Deadline 05/12/2011 12:00:00. Recruitment starts immediately upon publication of this vacancy announcement, posts may be filled already before the indicated application deadline.
ToR Available 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
Our web page http://www.killefitconsult.com/beta/

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. CVs in other format than EU format will not be evaluated.

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

               

Profile: Expert 1

Categoy of expert             Senior (at least 10 years of experience)

Duration               110.00 working days

 

Requirements      MTEF expert (senior level):

 

•At least a Master’s Degree in a relevant field, e.g. public sector finance;

•At least ten (10) years of relevant experience in public sector financing and annual planning, budgeting, approval processes of both recurrent and development expenditure, preferably in water supply and sanitation or public health in Southern Africa;

•Substantive specific experience with Sector Budget Support, experience of international standards and best practices in the EU-approach to General and Sector Budget Support (appraisal of EU eligibility criteria, including analysis of risks related to sector budget support);

•Experience of public sector finance management implementation processes and procedures particularly on the practice of integrating domestic and budget support funding;

•Detailed knowledge of different capacity building options and demonstrable experience in developing processes for establishing a Sector MTEF; 

•Experience in working in similar assignments in Namibia will be considered a desirable asset;

•Knowledge of and preferably also expertise in the development of performance monitoring systems as part of performance based budgeting;

•Demonstrated cross-cultural sensitivity, interpersonal skills and negotiation skills;

•Has computer literacy, excellent report writing skills and has the ability to produce quality documents;

•Has excellent communication skills and the ability to communicate fluently in English (written and spoken);

•Possesses very good analytical skills;

•Valid driving licence is highly recommended.

               

               

Profile: Expert 2

Categoy of expert             Junior (at least 3 years of experience)

Duration               75.00 working days

 

Requirements      Performance Monitoring Expert (junior level):

 

•At least an Honours Degree ( and preferably with a Master’s degree) in a relevant field, e.g. rural development, water management or development economics;

•At least three years of relevant professional experience, particularly in water supply and sanitation, or rural development sectors, with emphasis on performance monitoring and evaluation, preferably in the public sector in Southern Africa;

•Experience with Sector Budget Support, and with the EU-approach to Sector Budget Support would be desirable;

•Knowledge of and expertise in the development of performance monitoring systems as part of performance based budgeting, preferably in water and sanitation;

•Experience in capacity development during an assignment and transferring a performance monitoring system to support the Sector MTEF process;

•Strong administrative support skills, as well as conceptual and methodological knowledge of monitoring and evaluation;

•Experience in similar assignments in Namibia and preferably other African countries will be considered a further important asset;

•Demonstrated cross-cultural sensitivity, interpersonal skills and negotiation skills;

•Has computer literacy, excellent report writing skills and has the ability to produce quality documents;

•Has good communication skills and the ability to communicate fluently in English (written and spoken);

•Possesses very good analytical skills;

•Valid driving licence is highly recommended.        

                              

                              

EC rules applicable to any ECassignment  

• Working days are from Monday to Friday, if not indicated otherwise in the ToR

• Per diem covers all expenses of the expert (local transport, hotel, meals, telecom,

etc) and it is only paid if the expert stay overnight.

• International travel: the EC only reimburse economy class flight tickets

Terms of reference

 

SPECIFIC TERMS OF REFERENCE

 

Development of a Medium Term Expenditure Framework for the Water Supply and Sanitation (WATSAN) Sector and Refinement of the Sector Performance Monitoring System

 

FWC BENEFICIARIES 2009 – LOT 11: Macro-economic, Statistics, Public Finance Management

EuropeAid/127054/C/SER/multi

 

 

  1. 1.     BACKGROUND

 

The Financing Agreement (FA) for the support to the Namibian Water Supply and Sanitation sector programme (NAWASA) was signed in January 2011. The total amount of the programme is currently EUR 18,000,000, but will be increased to EUR 30,000,000 through a Rider to the Financing Agreement. The general objective of the Sector Policy Support Programme (SPSP) is to support development objectives as defined by the Government of the Republic of Namibia (GRN) in its Vision 2030, including the attainment of Millennium Development Goal (MDG) targets. The specific objective of the SPSP is to contribute to improved access to potable water and to appropriate means of sanitation for the Namibian population. These services need to be sustained through improved cost-recovery rates and improved patterns in knowledge, attitude and practise among water and sanitation users. In achieving this objective the principles enshrined in policy and strategies governing the sector, as well as the implementing institutions, are to be supported.

 

Combined with the sector budget support from the Spanish Agency for International Development Cooperation (AECID), it is foreseen that the European Union (EU) contribution will cover for 15 – 20% of the development budget requirement in the two subsectors water supply (potable) and sanitation up to 2015.

 

According to the road map for the NAWASA, a Medium Term Expenditure Framework (MTEF) for the two sub-sectors water supply and sanitation should be operational as from July 2012. The Directorate of Water Supply and Sanitation Coordination (DWSSC) of the Ministry of Agriculture, Water and Forestry (MAWF) has requested the EU Delegation through the National Authorising Officer (NAO) for assistance as the Directorate lacks sufficient expertise for the development of an MTEF. Development of a Sector MTEF for the two sub sectors will have to be in close coordination with the National Planning Commission (NPC) and the Ministry of Finance (MoF) with specific, direct assistance from the MoF.

The institutional arrangement on “who is responsible for what” in water supply and sanitation is indicated in Chapter 2 of the Water Supply and Sanitation Policy (WSASP) and Chapter 1 of the National Sanitation Strategy (NSS); see also heading 6.2: List of Relevant Documents. Strategies will be implemented through DWSSC as the National WATSAN Coordinator in association with all WATSAN sector stakeholders.

 

1.1. Policies and Strategies

 

The WSASP for the sector was formulated in 2008. The Water Sector Strategic Plan was developed in 2007, followed in 2009 by the NSS. A Sector Capacity Building Plan (CBP) for Sanitation was developed in 2010, fully in line with the NSS. The purpose of the plan was to identify and build on existing capacities and find ways to strengthen them to meet demands within the Sanitation sector.

The strategies for water supply and sanitation have identified the initiatives necessary for the fulfilment of sub-sector objectives, and the initiatives are prioritised according to their importance and urgency, allowing for the formulation of annual action plans. These annual action plans will therefore form important ingredients for the formulation of the sector MTEF water supply and sanitation.

The MAWF through DWSSC, is currently recruiting an implementation group of experts (to start with a Capacity Development expert – who will act as team leader for all the experts, a Sanitation Technology expert and an expert in Community Education and Participation in Health and Hygiene Promotion) to ensure the effective and efficient implementation of the NSS. The consultant team for this assignment on MTEF – PMS, will functionally work under the Capacity Development team leader, who will report directly on progress to a Steering Group, composed of DWSSC, AECID and the EU Delegation. The Committee will oversee the functioning of the entire expert team.

 

1.2 Sector Budgeting and its Medium Term Perspective

 

Although the GRN has a medium-term programming tool for the water supply and sanitation sub-sectors (MTPs – for the individual line ministries) and a National MTEF, there is no single MTEF for the water supply and sanitation sector. The MAWF uses its MTP as a substitute. The MTP permits an analysis of expenditure linked to outcome-oriented indicators, allowing a performance based approach to budgeting and planning.  In MAWF’s MTP, water supply and sanitation is one budget line which makes WATSAN financial planning and management at this level almost impossible even within one Ministry. Hence the strong justification for the development of a WATSAN Sector MTEF.

Namibia adopted in 2001 a three year rolling budget approach -, known as the MTEF. The MTEF was introduced to prevent the narrow one-year planning horizon in which the budgets were formulated. The MTEF is the key budget document that sets out government expenditure plans for the next three financial years. The main objectives of the MTEF were as follows:

 

  • To improve the allocation of resources to government’s priorities by extending the planning period;
  • To improve the financial planning in the Votes[1] for the line ministries by increasing the predictability of available resources;
  • To improve the planning of recurrent cost implications for capital expenditure;
  • To provide the private sector and all other stakeholders with relevant information on the budgetary policies in the medium term; thereby improving the information base for private investment decisions.

 

The MTEF is guided by the National Development Plans (NDPs), the Macroeconomic Framework and the Fiscal Policy Framework and it seeks to address the challenges identified under these frameworks. It outlines the policies underpinning the budget and sets out the expenditure ceilings for the next three financial years.

 

The National MTEF 2011 – 2014 of the MoF identifies water supply and sanitation as key focal areas. The MTEF proposes to improve welfare conditions in rural areas and to stimulate the rural economy. Therefore the GRN is significantly expanding its financial allocation to rural development. Funding is geared towards the provision of sanitation in rural areas, rural electrification, rural water supply, community conservancies and agricultural development and rural transport infrastructure. For this purpose there is significant increase in both the recurrent budget and the development budget for the MAWF.

Although the DWSSC is the coordinating body in the two sub-sectors, most of the development budget for capital investments in both sectors is assigned to the Ministry of Regional and Local Government, Housing and Rural Development (MRLGH&RD). Recurrent and development budget for water and sanitation based on respective MTPs is further assigned to the Ministry of Land and Resettlement (MLR), Ministry of Education (MoE; for schools), Ministry of Health and Social Services (MoHSS; for health infrastructure and awareness and hygiene promotion), Ministry of Works and Transport (MWT; for facilities at public buildings and institutions) and the Ministry of Environment and Tourism (MET), all as main actors in the two sub-sectors.

As a starting point, a WATSAN MTEF will have to be developed from published government budget figures under the State Finance Act that allocates budgets to various Votes of Ministries, regional councils (e.g. pilot programmes sanitation for regional councils in Fiscal Years 2009/2010 and 2010/2011) and local authorities (municipalities, towns and villages). Whilst these figures may be accurate for the first year of the budget, they are likely to be subject to increasing change in later years through the government budgeting process.

 

One principle question is whether the allocation in the WATSAN sector under the various Votes of line ministries through the National MTEF is providing optimal value for money. In the absence of e.g. a public expenditure review this question cannot be answered with sufficient confidence. It is believed that ring-fencing the budget allocations in the sector through a WATSAN MTEF will also contribute to a much better insight to the question whether current allocations in the sector are best placed. This insight will contribute to accelerating the envisaged achievements of the MDG for water supply, and especially sanitation.

 

The WATSAN MTEF will operate within a medium-term planning framework which sets out priorities, objectives and goals for the budget and will have to provide yearly projections of financial resources to be made available for the sector up to 2015 (or the end of current NSS) to meet policy commitments such as the reduction of the service backlog. In this manner the sector MTEF becomes a means of better matching up spending plans with the internal and external resources available to the sector, and in a more transparent manner. The latter is not always the fact because the National MTEF allocates budgets to the WATSAN sector as integral part of the Votes to the line Ministries (described in the MTPs). Through this system of allocation it is not very transparent which Ministry is e.g. working on which priority of the NSS and how these interventions complement each other. A ring-fenced sector MTEF will have to ensure support on a rolling basis up to 2015 and will give sufficient assurance that funds will continue to be available, based on a progressing trend towards performance based budgeting. One reason that the WATSAN MTEF should be designed to work on a rolling basis is to ensure that the Sector MTEF relates to the different timeframes of both the National MTEF and budget support to the sector.

 

It will also allow for annual reviews to realign spending proposals in the light of developments, providing a degree of flexibility. It will require spending plans to be prioritised to ensure that the most important interventions are supported and will ensure that spending projections are realistic, forcing proponents to plan ahead and not just take a shorter-term view. By fostering forward planning it will allow spending Ministries to enter into forward commitments knowing that funds will be available. From MoF’s point of view the sector MTEF will be a tool to analyse budget submissions and determine its priorities, to allocate budgets there where it produces best result and value for money, enabling GRN to provide optimum resources to support its development goals.

 

1.3 Ministerial and Directorate Level Annual Financial Planning, Budgeting,

      Allocation and Implementation

 

It has already been mentioned on page 3 that DWSSC is both a coordinating and implementation body in the two sub-sectors and that MRLGH&RD is a very important stakeholder. Other Ministries also have their important parts to play.

All these Ministries and their specific Departments and Directorates will have different systems for planning, preparing budgets, approval processes and if necessary conducting mid-reallocation of both recurrent and development allocations. Better understanding and timing of planning, budgeting, allocation and implementation of the different key stakeholders both at central level and at devolved levels of Government is required. This should be written up in detail with timelines and form the basis of any proposals made.

The following questions pertain to this:

  1. How do individual Ministries accommodate domestic, donor project and budget support in their planning processes?
  2. Are there mechanisms for cross transfer of budget between Sector public, civil society, private and other organisations with the WATSAN sector?
  3. Within an annual budgeting system, what are the constraints that Ministries have to work under that prevents the full utilisation of funding within the State financial system?
  4. How are Ministries able to accommodate the need to return un-used annual budgets back to MoF where infrastructure projects may run across more than one financial year?
  5. How integrated is the planning and implementation of annual budgets across different Ministries?
  6. What impact, if any, does budget support have on existing financial management systems and equity distribution tools? Is it necessary for these to be refined and upgraded to provide complementary management support?
  7. Are there any lessons to be learnt in the way that project support and also budget support from donors may impact negatively upon an effective annual planning and implementation process?

This would only focus on the active donors in the WATSAN sector in Namibia and would examine the performance management measures that trigger the timing of the release of funding within the Namibian public finance system.

 

1.4 Performance Monitoring and Management in the Sector

 

Indicators for the water supply and sanitation sector have been developed in consultation with stakeholders in the WATSAN sector. These are known as the Harmonised WATSAN Sector Performance Indicators (HSPIs). Sets of indicators to measure progress in the sub-sectors still need to be agreed upon and to be integrated into the next National Development Plan (NDP4) of the NPC and the Performance and Effectiveness Expenditure Monitoring Programme (PEMP) of MoF.

 

Another current challenge facing DWSSC is the upgrading and further refinement of the existing Rural Water Information System (RUWIS) to include data on sanitation and HSPIs. This process is likely to take at least 12 months to finalise. The Performance Assessment Framework (PAF) developed for NAWASA, details a set of 9 key indicators for keeping track of progress in the two sub-sectors. The PAF will be used for the tranche releases from the two donors providing sector budget support (Spain and EU). Continuous work will have to be done to further fine-tune the sets of indicators in the PAF and the HSPIs, which have been designed to feed into the PAF.

 

1.5 Public Finance Management and the Medium Term Plan

 

The Public Finance Management (PFM) strategy of the GRN is encapsulated in the MTP and MTEF of the MoF and is also captured in a number of policy and planning documents. The overarching principles and monitoring framework of Namibia’s PFM strategy are laid down in the Government’s Fiscal Policy Framework and Macro-Economic Framework 2011/12-2013/14, the Budget Statement 2011/2012 and the Estimates of Revenue and Expenditure for the MTEF period.

 

The recently released MTP of the MoF which covers the financial years 2011-2012 to 2013-2014, demonstrates that key PFM challenges continue to be addressed by Government. Its main objectives include sustaining equitable socio-economic development, optimizing public revenue mobilisation and ensuring that public expenditure delivers results and value for money. Achievement of these objectives is to be facilitated by strengthening macro-economic management and policy coordination as well as by improved public finance management.

 

A consultant has recently been recruited to strengthen capacities in GRN – in particular in the MoF – to design policies and programmes that will help to assure early recovery from the global recession while maintaining macro-economic stability and external financial viability. This consultancy will further help MoF in the strengthening of public finance management for which there is scope and need as illustrated in the PEFA Report of 2008 and in subsequent reports such as the Aide Memoire of the Annual Review Meeting of October 2010. In addition, the consultancy will help initiate a PEFA self-assessment which can provide guidance for the medium-term strengthening of public finance management in Namibia.

 

The consultant team for this assignment on MTEF – PMS should ensure that the initiatives taking place to strengthen the public financial management system will be taken into account proactively in the development of the WATSAN Sector MTEF.

  1. 2.     DESCRIPTION OF THE ASSIGNMENT

 

2.1 Global objective

 

The overall objective of the assignment is to contribute, through a WATSAN Sector MTEF, to a comprehensive institutional framework for effective governance and coordination in the water supply and sanitation sub-sectors in Namibia.

 

2.2 Specific objective(s)

 

The specific objective of the assignment is to formulate a sector-wide MTEF for water and sanitation to guide future investment in the water supply and sanitation sub-sectors based on performance based budgeting, using quality data provided by robust monitoring and evaluation systems.

 

Whatever is proposed must integrate with the financial management systems and equitable distribution tools and develop a simple workable mechanism which can be easily used and updated within the annual budgeting and expenditure cycle in the future.

 

2.3 Requested services

 

The invited consortia will submit, within their technical offer, an initial description of maximum five pages on the proposed work approach. The following activities, most likely to be employed during the assignment, must be described and discussed in the proposed methodology:

 

  • Assessment of the planning, budgeting, and expenditure allocation processes in the water supply and sanitation sub-sectors, identifying major challenges and opportunities related to the current planning and expenditure framework (see also 1.3);
  • Strengthen the understanding amongst stakeholders on the rationale, context and objectives of a WATSAN Sector MTEF , and foster buy-in and commitment thereto;
  • Conduct an assessment of the Public Finance Modalities at the level of the line Ministries contributing to the execution of the sector policy and strategies, and at the level of decentralised regional institutions such as Regional Councils and possibly the Regional Development Coordination Committees (RDCCs) and Constituency Development Committees (CDCs) where they are functioning effectively.  The assessment should include the PFM interface between the decentralised institutions, the line Ministries and the MoF;
    • Make recommendations as to which new financial management systems are technically feasible, bearing in mind the need to allow for decentralised (fiscal) management, and the requirement to devise an operational model for sound financial management at the recommended level;
    • Develop a detailed framework for a WATSAN Sector MTEF to guide future investment in the sub-sectors which fully integrates with the National MTEF and other relevant PFM systems used by MoF and the NDF system used by NPC;
    • Develop a fully documented process that will describe in a concise manual how all WATSAN sector Ministries and their specific Departments and Directorates will contribute to and interact with the WATSAN Sector MTEF through their different systems for planning, preparing budgets, approval processes and if necessary conducting mid-reallocation of both recurrent and development allocations;
    • At an early stage assess and in collaboration with the Capacity Building Team Leader, develop a MTEF-PMS capacity building plan to be implemented during the life of the assignment particularly to local DWSSC counterparts and other Sector stakeholders;
    • Make recommendations of how DWSSC should continue with the implementation of the WATSAN Sector MTEF using its own capacity built up during the by the MTEF-PMS assignment;
    • Assess and describe in detail the measures necessary to further develop the performance budgeting and performance monitoring in the two sub-sectors.

 

An inception report including a capacity building plan will be prepared and submitted as specified in paragraph 4.1. A final consolidated report shall be submitted at the end of assignment including the WATSAN Sector MTEF, performance monitoring system and all plans, manuals and capacity development documents prepared as part of the MTEF-PMS assignment.

 

2.4 Required Outputs

 

The final output of the assignment should be based on the issues identified under 1 and 2.3 and comprise three main sections:

 

MTEF

 

The consultant team will formulate a WATSAN Sector MTEF. The team will be an integral part of the DWSSC implementation group. The consultant team will work and coordinate closely with the MoF and donors providing budget support to the sector; collaborate very closely with and assist the MoF in preparing for approval and endorsement of the MTEF by Cabinet. The consultant team will work, where required, in close coordination with and guidance from the MoF, and also the expert who is helping to strengthen the quality of macro-economic and fiscal management in the GRN.

 

The MTEF shall establish a clear link from policy and strategies to actual resource allocation decisions and from these plans (like an MTP) to annual plans, budgeting, approval processes and of both recurrent and development expenditure for the agreed line ministries. It must have clear linkages between expenditure funding allocations and resource availability, therefore be realistic in funding available from other sources. It must be comprehensive in that it encapsulates both recurrent and development budgets and expenditure, and both domestic and external finances. It should indicate how these will be best utilised in the context of the rolling sector MTEF with a time horizon at least up to 2015.

 

Within the WATSAN Sector MTEF user manual, the consultant team will demonstrate how to provide optimal value for money from the budget allocations and expenditure commitments in the WATSAN sector under the various Votes of line ministries. The consultant team will address and demonstrate how the WATSAN Sector MTEF will contribute to the acceleration of the envisaged achievement of the MDGs for water supply, and especially sanitation within Namibia.

 

Performance Monitoring System

 

The consultant team will improve the existing system to monitor and report on progress of the implementation of a WATSAN Sector MTEF, for periodic review and update of the MTEF (e.g. in-line with GRN planning cycles such as budget formulation early in the calendar year etc.) and for future enhancement of the WATSAN Sector MTEF. The system referred to must include a mechanism to support decisions on prioritisation and sequencing of budgetary allocation and expenditure.

Improving the HSPIs tool in the sector will ultimately strengthen the monitoring capacity of the DWSSC on recurrent and development expenditure in order to produce quality data for decisions referred to above. This must be a practical, workable system as applied to the WATSAN Sector MTEF and NAWASA sector programme. As part of the vertical integration of this task, the consultant team will be expected to fully support the upgrading and further refinement of the existing Rural Water Information System (RUWIS) by the DWSSC regional and head office staff to include data on sanitation.

 

Capacity Building and Development

 

DWSSC and sector line ministries currently lack sufficient expertise for the development of the WATSAN Sector MTEF. The consultant team will at an early stage assess and in collaboration with the Capacity Building Team Leader, develop a MTEF-PMS capacity building plan to be implemented during the life of the assignment particularly as a well defined on-the-job development activity for local DWSSC counterparts and other Sector stakeholders. Based on the experience gained, the consultant team will specify how DWSSC should continue with the implementation of the WATSAN Sector MTEF using its own capacity built up during the by the MTEF-PMS assignment.

 

 

  1. 3.   EXPERTS PROFILE  or EXPERTISE REQUIRED

 

3.1 Number of requested experts per category and number of man-days per expert or per category

 

This assignment has been allocated a total of 185 expert days divided among one senior expert and one junior expert.

  • One (1) MTEF expert and assignment leader, with significant expertise in public sector finance and performance based monitoring, at senior level, for 110 working days.
  • One (1) Performance Monitoring Expert, with some expertise in performance based budgeting, junior level, for 75 working days.

The senior MTEF expert will have the responsibility for all the required outputs, whilst the junior expert will be expected to substantially contribute to the specified outputs.

Both team members should be computer literate and have the ability to produce highly professional documents and manuals, must have proven expertise in capacity building and transfer of technology. Fluency of both team members in English language (understanding, reading and writing) is indispensible for this assignment.

 

The two person consultant team for this assignment on MTEF – PMS will work functionally under the Capacity Development expert and implementation team leader who will report directly on progress to a Steering Group, composed of DWSSC, AECID and the EU Delegation, which will oversee the functioning of the entire expert team.

 

3.2 Profile per expert or expertise required

 

The following profiles are required for the two experts:

 

MTEF expert (senior level):

 

  • At least a Master’s Degree in a relevant field, e.g. public sector finance;
  •  At least ten (10) years of relevant experience in public sector financing and annual planning, budgeting, approval processes of both recurrent and development expenditure, preferably in water supply and sanitation or public health in Southern Africa;
  • Substantive specific experience with Sector Budget Support, experience of international standards and best practices in the EU-approach to General and Sector Budget Support (appraisal of EU eligibility criteria, including analysis of risks related to sector budget support);
  • Experience of public sector finance management implementation processes and procedures particularly on the practice of integrating domestic and budget support funding;
  • Detailed knowledge of different capacity building options and demonstrable experience in developing processes for establishing a Sector MTEF;
  • Experience in working in similar assignments in Namibia will be considered a desirable asset;
  • Knowledge of and preferably also expertise in the development of performance monitoring systems as part of performance based budgeting;
  • Demonstrated cross-cultural sensitivity, interpersonal skills and negotiation skills;
  • Has computer literacy, excellent report writing skills and has the ability to produce quality documents;
  • Has excellent communication skills and the ability to communicate fluently in English (written and spoken);
  • Possesses very good analytical skills;
  • Valid driving licence is highly recommended.

 

Performance Monitoring Expert (junior level):

 

  • At least an Honours Degree ( and preferably with a Master’s degree) in a relevant field, e.g. rural development, water management or development economics;
  • At least three years of relevant professional experience, particularly in water supply and sanitation, or rural development sectors, with emphasis on performance monitoring and evaluation, preferably in the public sector in Southern Africa;
  • Experience with Sector Budget Support, and with the EU-approach to Sector Budget Support would be desirable;
  • Knowledge of and expertise in the development of performance monitoring systems as part of performance based budgeting, preferably in water and sanitation;
  • Experience in capacity development during an assignment and transferring a performance monitoring system to support the Sector MTEF process;
  • Strong administrative support skills, as well as conceptual and methodological knowledge of monitoring and evaluation;
  • Experience in similar assignments in Namibia and preferably other African countries will be considered a further important asset;
  • Demonstrated cross-cultural sensitivity, interpersonal skills and negotiation skills;
  • Has computer literacy, excellent report writing skills and has the ability to produce quality documents;
  • Has good communication skills and the ability to communicate fluently in English (written and spoken);
  • Possesses very good analytical skills;
  • Valid driving licence is highly recommended.

 

 

  1. 4.   LOCATION AND DURATION

 

4.1 Starting period

 

The commencement of duty by the consultant team is foreseen before the end of January 2012.

 

The assignment will start by identifying the possibilities for the development of a ring-fenced MTEF for the WATSAN sector and assessing the key issues in performance monitoring in the sector. An inception report will summarise the findings of this phase, to be completed in the first week of March 2012.

 

Based on the inception report the requested output as formulated in this assignment will be refined and or further detailed.

 

4.2 Duration

 

The Consultant should present their final required outputs, as requested under heading 2.4, no later than the 1st of October 2012.

 

4.3 Planning

 

The detailed planning for the second phase following the submission of the Inception report will be worked upon with the Capacity Development expert and implementation team leader with the support of the Steering Group.

 

4.4. Location of Assignment

 

The assignment will be located in Windhoek, with field missions to selected parts of Namibia, where required.

 

The consultant team must provide for their accommodation in Windhoek and during field visits. The consultant team must also arrange for office accommodation in Windhoek close to Government Park where MAWF and DWSSC is located. Official travel arrangements and costs to and from the duty station and in Namibia must be covered within the proposal.

 

The consortium shall ensure that both experts are adequately supported and equipped with necessary services. In particular, the company will ensure that there is sufficient administrative and secretarial provision to enable experts to concentrate on their primary responsibilities. The consortium must also transfer funds as necessary to support its activities under the contract and to ensure that the experts are paid regularly and in a timely fashion.

 

The consultant team will specify capacity building and development activities as required under paragraph 2.4 (including any workshop and presentation that maybe proposed) for the proper completion of the contract. All publication expenses will be borne by the consortium.

 

 

  1. 5.   REPORTING

 

5.1 Language

 

All written communications and reports must be presented in English.

 

5.2  Record Keeping and Progress Monitoring

 

The experts will keep a daily record of their individual assignments that will be countersigned by the Capacity Development expert and implementation team leader. A brief monthly progress report in electronic format will be submitted within two working days of the end of each month to the Capacity Development expert and implementation team leader who will pass it onto Steering Group members.

 

A schedule of regular feedback and discussion sessions with DWSSC, either by means of the Steering Group or via the Capacity Development expert and implementation team leader, will be regularly maintained or planned within the inception report.

 

5.3  Submission of Reports

 

The consultant team will submit the required outputs as described under heading 2.4. All written reports will be presented both in electronic form and for the final versions also as hard copy. The latter shall be delivered in 8 printed versions to all Steering Group members and 2 additional copies to the EU Delegation.

 

 

 

  1. 6.   ADMINISTRATIVE INFORMATION

 

6.1  Other authorised Expenditure to foresee under ‘Reimbursable’

 

Fees will be paid for each working day, whilst a per diem will be paid for each day with an overnight stay in Namibia. A total reservation of maximum EUR 4,000 for local travel and services must be made in the budget. Reimbursable costs under the budget will consist of per diems, international and regional travel, workshops and related costs and activities. In this regard, it should be noted that the per diem will cover travel within Windhoek and accommodation of the experts.

 

6.2  List of Relevant Documents

 

The expert team must be familiar with the following documentation upon arrival in the Namibia[2]:

  • CSP / NIP 2008 – 2013, GRN- European Commission[3]
  • Vision 2030 of the Government of the Republic of Namibia[4]
  • National Development Plan (NDP 3)[5]
  • Ministry of Finance Strategic Plan 2009/10 – 2013/2014[6]
  • Ministry of Finance MTEF 2011 – 2014[7]
  • Fiscal Policy Framework of GRN
  • Macro-Economic Framework 2011/12-2013/14
  • Budget Speech 2011/2012 MoF
  • Estimates of Revenue and Expenditure for the MTEF[8]
  • Namibia Public Expenditure and Financial Accountability Report (PEFA)  2008
  • PFM Monitoring Report March 2011
    • Water Supply and Sanitation Policy (WSASP)[9]
    • Namibia National Sanitation Strategy[10]
    • Water Sector Strategic Plan (WSSP)
    • Capacity Building Plan for Sanitation in Namibia
    • Financing Agreement for EC sector budget support to NAWASA (CRIS 21355)
    • Memorandum of Understanding between GRN and the Spanish Agency for International Development Cooperation – AECID in support of the rural sanitation sub-sector

 

Furthermore, the consultant team will have access to EU Delegation’s relevant files containing information and correspondence on this MTEF-PMS assignment.

 

 

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[1] See also “Table: Development Budget Ceilings” p.18, MTEF 2011-2014  of Ministry of Finance: http://www.mof.gov.na/budget.htm

 

[2] Most documents can already be downloaded; others can be sent upfront in electronic version; and the remainder will be made available in hard copy upon arrival in-country.

[5] ibid

[8] All documents of MoF: http://www.mof.gov.na/budget.htm

[9] http://www.mawf.gov.na/ under policies & regulations

[10] ibid