Introduction
The prospective of a peace settlement between the north and the south of the country has raised expectations that foreign aid inflows will rise to support the reconstruction and revival of an economy and a development administration shattered by years of hardships. The development of armed conflicts in other areas of the country has tempered down this enthusiasm in 2004 but plans are underway to enter a post-conflict phase between the major protagonists of the decades-long north-south conflict.

Aid partners have to develop new “modus vivendi” that articulate humanitarian aid and development aid. They have to use the active relief aid system while they adjust to reality and needs the rusted (in the north) and inexistent (in the south) development planning, allocation and implementing systems. They have to structure this new relationship with a long-term vision of cooperation whose details depend on the final comprehensive legal and implementation framework ironed out through the current peace process.

It is now widely agreed that local ownership of the aid system should be one goal of national and foreign aid partners. Capacity development of institutions and policies towards this ownership should be an underlying principle of partnership strategies among all aid partners.

You have ownership of a system or over a process if you control it, if you have the (preferably legitimate) power and capacity to manage it. For the aid process, this means that the recipient country would be able to decide which type and amount of aid needed and which aid would be requested with a chance of success and which aid could be utilized in an effective and efficient manner. All of this should be done in agreement with the donor since the recipient country is accountable to the donor as much as the donor is accountable to the recipient country.

The UNDP Capacity Development for Aid Management and Coordination project centrally supports MIC to coordinate external assistance, within its mandate, and to facilitate aid planning, monitoring and evaluation mechanisms. The objective of the project is to lay the foundation of a Government-led and results-based aid management system that handles external humanitarian and development resources in a transparent and accountable manner in line with agreed national priorities. Its broader development objective is to ensure that Official Development Assistance (ODA) contributes effectively and efficiently to national reconstruction, poverty eradication and conflict prevention in the Sudan.


BACKGROUND

Ministry of International Cooperation (MIC) mandate had undergone several development and changes during the past years. The most prominent feature is the changing role of MIC according to the organizational setup; in 1994 it was a Planning Agency within the Ministry of Finance and National Economy. In 1996 it had become the Ministry of International Cooperation and Investment. The Ministry had been changed again in 1998 to the Agency of International Development within the Ministry of Finance and National Economy. It had been established as an independent federal ministry named the Ministry of International Cooperation and this time the investment was not part of it, but the Humanitarian Assistance had been included as of February 2001, under presidential decree no 12.

Further to the signing of the Comprehensive Peace Agreement (CPA) in January 2005, the ministry was assigned a new mandate according to the presidential decree no 34, of the year 2005. Based on this; a new structure needed to be developed, due to the fact that the existing structure does not reflect the ministry new directives.

The consultant must reflect on and understand the changing context and national priorities that may require re-alignment of activities and assessment of future needs. He/she will review and develop departmental organizational structures, job descriptions related to organizational structures under review and conduct job evaluation on posts.


SCOPE OF WORK

The incumbent will work in close collaboration and with the guidance of the Ministry of International Cooperation. He/She will develop working contacts with all ministry directorate and units, in relation to his/her contract; i.e. to successfully achieve the outputs and outcomes of the consultancy.


OBJECTIVES
The objective of the capacity assessment is to analyze the Ministry of International Cooperation current capacity to deliver its mandate and outputs as defined by the Structure Reform Consultant Report.

The capacity assessment will look at MIC capacity to fulfill its mandate in light of recent and emerging changes. It will provide an analysis of the broader environment in which the organization operates (national development priorities, trends with development cooperation, new responsibilities taken by MIC, such as the requirement to monitor and evaluate the implementation of international institutions under the umbrella of MIC

The capacity assessment exercise will inform the formulation of a capacity development strategy or plan based on the findings and recommendation of the structure reform report

- The capacity assessment diagnosis report of the MIC’s institutional, functional and human resources capacities with respect to its current mandate, required capacities and responsibilities. This will require:
*Mapping the MIC’s departmental/directorate, responsibilities and functions according to decrees, sub-decrees and policies according to MIC mandate
*Evaluate the alignment of MIC’s current functional capacities with its new organizational structure, mandate and responsibilities (existing capacity)
*Assess the MIC’s required functional capacities based on management, staff and stakeholders’ expectations and strategic needs (desired capacity)
*Analyzing and identify strengths and gaps within the MIC’s existing capacity versus the MIC’s mandate, responsibilities and desired level of capacity
*Review current capacities and identifying new areas for capacity enhancement to address the issue of the new organizational structure
*Prioritization of the capacity development needs identified
*He/she will assess the degree to which MIC structure and the ToRs of the directorates/units/staff are aligned to the outputs it delivers and will provide recommendation on how MIC can be more efficient and effective in achieving the goals and outputs
*The first part of the assessment will consist of a review of all existing documentation and staffing, and of holding a series of interviews or meetings with key stakeholders to assess their expectations. Documents to be reviewed:
*Relevant legal framework (presidential decrees, directives, etc)
*Organizational set up of MIC
*TOR of departments, and relevant units
*Relevant documents pertaining to national programs (if existed)
*MIC reform structure report

DELIVERABLE

A thorough evaluation of the existing capacities in relation to the new structure and identify capacity development areas for each department/unit.

1.Masters degree in Human Resources Management, Public Administration, Organizational Development, Business Administration or related field.
2.A minimum of 10 years experience of Public Service/Private Sector reform assignment, organizational design and development or related assignments
3. Working experience in leadership position in private/public institutions
4.Proven experience in job evaluation and reward management
5.Demonstrated experience in the design and execution of job evaluation schemes design and implementation of performance management and assessment tools

TIMEFRAME

The timeframe for the work of a consultant will be 20 working days, 15 working days to produce the first draft report for discussion and 5 working days to produce the final report

Submission of Applications

Please apply online. Pre-selected candidates will then be invited to an interview. The contract will be awarded to the consultant who meets the quality requirements and has offered the lowest lump sum price.

Only short-listed consultants will be contacted.

Notice: UNDP, as a matter of practice, does not charge any application, processing or training fee at any stage of the procurement process.