AU UNDP Draft Inception by Kuchande

7/27/2019 AU UNDP Draft Inception by Kuchande

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AFRICAN UNION UNITED NATIONS DEVELOPMENT PROGRAM

THE 6TH CONFERENCE OF AFRICAN MINISTERS FOR

PUBLIC/CIVIL SERVICE (CAMPS)

DEVELOPMENT OF A MANAGEMENT GUIDE ON

HUMAN RESOURCE PLANNING AND POLICY

ARCHITECTURE

DRAFT INCEPTION REPORT

Prepared By

Harold Kuchande

MANAGEMENT SOLUTIONS CONSULTING (MW) LIMITED Private Bag B326, Lilongwe 3, MALAWI

Tel: +265 1 771701; email:[email protected]/ [email protected]

SEPTEMBER 2010





Development of a Management Guide on Human Resource Planning and Policy Architecture

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1.0 INTRODUCTION

1.1 Introduction

In September 2010, through an international competitive procurement process, the

Conference of African Ministers for Public/Civil Servants (CAMPS), currently chaired byKenya under the auspices of the African Union, contracted the author to undertake aconsultancy assignment on Human Resources Planning and Policy Architecture in Africa.This important and challenging exercise is being implemented with technical assistance fromthe United Nations Development Programme (UNDP) Sub-Regional Office based in Johannesburg, South Africa. The core objective of the exercise is to assist with thedevelopment of a Management Guide on Human Resource Planning and Policy Architecturefor use by all member countries of the African Union.

1.2 Objective of the Management Guide

• The Management Guide is meant to provide HR planning (as well as HR developmentand management) practitioners, line managers and top executives/decision makers inthe public service) with a standard code that is a flexible international benchmark toleverage the respective human resource planning and policy architecture systems andpractices of African countries.

• It is also meant to provide an easy to use and applicable tool to member states wishingto institute human resource planning and policy architecture systems and processes intheir respective public/civil services.

1.3 Purpose of the Inception Report

This Inception Report has been prepared by the author for the sole use of the authorities ofCAMPS and the UNDP. It has been produced by the consultant following the successfulexecution of the Preliminary Phases of the assignment undertaken to-date commencing 6 th September 2010; namely:

• Project Signing and Activation: September 6, 2010;

• Participation on a Joint CAMPS/UNDP Inception Meeting held in Maputo: September6-8, 2010;

• Initial Document Review: September 9-13, 2010; and • Writing of this Inception Report Writing): September 13-16, 2010.

This Inception Report presents both the objectives of the assignment and of the managementguides. It summarises the background to the assignment, including the preparatory workundertaken to-date by CAMPS and the HR Planning and Policy Architecture ServiceChampions and Co-Champions, highlighting their specific contributions towards the




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development of the Management Guide. The report also presents the TORS for theassignment and the key objectives of the Inception Meeting, the Consultant’s understandingand comments on the revised Terms of Reference (TORs), as well as the ExpectedOutputs/Deliverables and Outcomes of the assignment, Scope of Work (SoW),Implementation Timeframe, the Management and Reporting Structure including details ofagreed validation processes and formation of the Reference Teams comprising seasoned HRPlanning specialists who are recognised leaders in the HR Planning area on the Africancontinent; and their role in the validation process.

Furthermore, the Inception Report outlines the proposed technical approach andmethodology for undertaking this consultancy, the suggested workplan and the variousphases and activities anticipated in the development of the Management Guide includingand the logic that connects them to the expected outputs and/or outcomes. The overall aimof the consultant is to ensure timely completion of the exercise and to accomplish the projectobjectives in the most collaborative/ team-based, comprehensive and cohesive mannerwithin the strict timeframe.

This Inception Report recognises and reflects the commitment and inputs from the AfricanUnion (AU), CAMPS, the top leadership of African Governments and Civil Serviceauthorities, as well as the participation of all stakeholders including Service Champions andCo-Champions, specialized agencies and institutions in Africa and leading experts in HumanResources/HR Planning areas , in jointly/ collectively mapping out viable strategies forincreasing the effectiveness and improved service-quality of the public sector in Africa. Thesignificance of this Management Guide that is expected to contribute significantly towardsenhanced Human Resource Planning, Development and Management practices in the publicservice cannot be over-emphasised. Again, the continent-wide AU initiative that embraceshuman resources as both the object, and key drive in championing Africa’s future

developing agenda is extremely commendable. At the same time, the author also recognisesthe significant role that is being played by UNDP in providing the requisite financing andtechnical assistance in support of this important initiative.

1.4 Structure of the Report

Besides these introductory remarks, this Inception Report has two other sections as follows:

• Section 2 presents a background to the assignment;

• Section 3 contains the terms of reference (TORs), project objectives, the scope of Work(SOW)/key activities, expected outputs/deliverables and outcomes, agreedimplementation timeframe, the reporting structure and management of the consultant;

• Section 4 presents comments on the terms of reference including perceivedimplementation challenges/constraints and suggestions for overcoming them; and




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• Section 5 contains a suggested technical approach and methodology for addressing theToRs to successfully achieve the project objectives. This section also presents a detailedworkplan for implementing all phases of the assignment.

The Inception Report has two annexes as follows:

• Annex 1 contains the original TORS which have been reproduced by the consultant forease of reference.

• Annex II contains a proposed list of countries to be visited during the data gatheringmission.

• Annex III presents a comprehensive list of all countries to be covered by the assignment.

1.5 Objectives of the Assignment

In close liaison with the Service Champion and Co-Champions in, the consultant is expectedto facilitate the development of a management guide for Human Resources Planning andPolicy Architecture in the Public Service through a collaborative, process driven and client-led approach.




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2.0 PROJECT BACKGROUND AND TERMS OF REFERENCE (TORS)

The Conference of African Ministers for Public/Civil Service (CAMPS) currently chaired by

Kenya is a Programme under the auspices of the African Union. The Programme commenced

its operations in 1994 to support public administration in Africa through initiation of reforms,

codes and standards. Among other ideals championed by CAMPS is the notion that African

governments must be backed with responsive, effective and efficient public services to create

conditions for sustainable social and economic development. It also underscores the need to

support the development and adoption by African governments of common management

instruments (such as the Charter on the Values and Principles on Public Service

Administration) that are designed to strengthen public sector organizations and the close

linkage between governance and public administration capabilities whereby benchmarked

management development “best practices” are crucial in the delivery of public goods and

services, and in facilitating sustainable development.

Subsequently, a series of Conferences have since been held in different regions across theContinent with each Conference achieving key developments in shaping the implementationof the Programme. The workshops are targeted to bring together countries and specializedagencies and institutions in Africa and experts across the continent. The key objectives of theProgramme is to assess and establish linkages between governance and public administrationcapabilities and the broader developmental agenda within the continent and to shareknowledge and learning within the framework of exchange and capacity development onfocused priority areas within the continental Programme.

The Conference of African Ministers for Public/Civil Service has evolved to become one of

the most significant expressions of Africa’s political leadership to not only define and set the

agenda for Africa’s development trajectory but more significantly perhaps, take ownership

and provide leadership in transforming the governance and public administration in the

Continent. The Conference is managed by a Bureau which Kenya is currently chairing.

The Bureau has adopted a ten (10) year Long-Term Strategy to guide on the implementation

of activities. This inspirational Strategy identifies with a Capable Developmental State i.e. astate that every African country must be encouraged and aspire/strive to become/attain; astate that :

• Is committed first to ensuring a better life for its citizens;




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• Promotes popular participation and the indigenous ownership of its entire development

agenda;

• Whose public service is people-oriented, based on meritocracy and driven by service to its

citizenry, that has sound systems of public administration, decentralized, is transparent

and accountable to its citizenry and to its institutions as central tenets;

• Has a central macro-economic framework that eradicates poverty and surpasses theminimum standards set by MDGs;

• Implements its continental commitments on governance and administration;

• Mobilizes, budgets and manages its public finances effectively; and

• Is underpinned by democratic politics.

The CAMPS long term strategy has identified six pillars to be implemented progressively

with a view to support public administration and governance in all African countries. These

pillars are:

• Service delivery and development;

• Human resources;

• Information and technology in public service;

• Organizational and institutional development;

• Budget, finance and resource mobilization; and

• Monitoring and evaluation.

Out of the six pillars, the Bureau has identified ten thematic areas to focus on during the 10

year strategic planning period, namely:

• Africa Public Service Day;

• African Public Service Charter;

• All Africa Public Sector Innovations and Awards;

• Public Sector Anti-corruption;

• Human Resource Planning and Policy Architecture;

• Management and Leadership Development;

• Performance Management and Measurement including Monitoring and Evaluation;

• Information, Communication and Technology (ICT) as an enabler for service delivery in

public service;




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• Post Conflict Reconstruction and Development; and

• Africa Public Service Capacity Development Program.

Out of the Long-term Strategy’s various thematic areas, the Bureau identified three priorityareas for implementation. These core areas have been selected for the development of

Management Guides, namely: Performance Management & Measurement including Monitoring and Evaluation; Human Resource Planning and Policy Architecture; andLeadership and Management Development.

The process of developing the Management Guides is supported by the UNDP RegionalBureau for Africa. The guides are meant to provide practitioners with a standard code that isa flexible international benchmark to leverage the respective Leadership and ManagementDevelopment, Performance Management & Measurement including Monitoring andEvaluation and Human Resource Planning and Policy Architecture systems and practices ofAfrican countries. It is also meant to provide easy to use and applicable tools to memberstates wishing to institute these systems and processes in their respective public/civil

services.

UNDP Regional Bureau for Africa seeks to strengthen capacities of African countries;regional and sub-regional institutions. This support is guided by the Third RegionalCooperation Framework (RCF111). This Framework of UNDP support has three strategic keyresults areas, namely: Building effective and democratic States in Africa; Accelerating thepace of Regional Integration, and Strengthening Management of Governance Knowledge

in Africa. UNDP’s Consolidating Democratic Governance in Africa Programme(CDGAP) isspecifically tasked with -inter alia-supporting the AUC in strengthening enhanced politicalparticipation; economic governance and service delivery; more effective regional institutions;identification, codification and dissemination of governance knowledge in Africa.

The UNDP Regional Centre for Eastern and Southern Africa (RC-ESA), supports the policy,programme and technical assistance activities of UNDP to the AUC and the CAMPS’ AfricaGovernance and Public Administration Programme(AGPAP).

Development of the Management Guides commenced with two regional workshops

spread in the continent as follows:

• Southern and Eastern Africa Region : The Eastern and Southern Regional Workshop on

the Development of Management Guides organized under the auspices of CAMPS washeld from March 8th – 10 Tth 2010 in Swakopmund, Walvis Bay, Namibia. It was

attended by 45 participants from Algeria, Botswana, Burundi, Kenya,

Mozambique, Namibia, Tanzania, South Africa, and Zimbabwe.

• Central, North and West African Region: Again, this regional workshop was organizedby CAMPS and was held from 14th –16th May, 2010 in Abuja, Nigeria. The Abuja




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Regional Conference was attended by participants from: Nigeria (host), South Africa,Kenya, Mozambique, Tanzania, Ghana, and Algeria. There were also representativesfrom the Africa Union Commission (AUC), the CAMPS Secretariat and the UnitedNations Development Programme (UNDP).

The main objective of the regional workshops was to discuss the development of themanagement guides on best management practices in the three thematic areas

which can be shared and replicated across Africa. Specifically the workshopsinvolved thematic presentations and discussions on global and country specificperspectives (case studies) with the overall aim of building consensus on the contentof the guides.

Specifically, the workshops were organized to:

• Provide delegates and experts from Member States and stakeholders an opportunityto gain a clear understanding of the key objectives and rationale behind thedevelopment of the management guides and enable them contribute meaningfully to

the development of the guides;• Jointly/collectively identify and agree on the outline and content of the guides

to be developed with assistance from African consultants;

• Provide an opportunity to participants to share experiences on the best managementpractices;

• Facilitate exchange of knowledge and peer learning; and

• Build consensus early enough on the development of the guides in order tofacilitate ownership and easy adoption upon completion.

To successfully achieve the set objectives, the workshops had been designed to enabledelegates to share information on global trends, exchange country specific practices,challenges, lessons learnt and identify issues that should be addressed in drafting therespective management guides. The workshops were facilitated by leading Africanexperts/consultants in the three thematic areas. They involved a combination of theoreticaland practical adult learning techniques including:

• Brief lectures/presentations by leading experts in the areas of global managementpractices in Human Resource Planning and Policy Architecture, PerformanceManagement & Measurement including Monitoring and Evaluation and Leadership

Development, paying particular focus on; best management practices, experiences,

challenges, lessons learnt regarding the three sectors;

• Break-out/group discussions (guided by the resource persons) and plenary presentations,reviews, comments/feedback and consolidation by delegates;

• Presentation of Progress Reports by different Service Champions and Co-Champions; and

• Presentation and discussion of country case studies.




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On Human Resources Planning and Policy Architecture, the theoretical presentations onGlobal Perspectives and African experiences, break-out discussions and plenary sessions atthe two regional workshops were complemented with practical insights from case studypresentations and discussions highlighting the evolution, current approaches and status ofHR planning in these African countries and suggestions for institutionalization andimprovement of HR planning practices and how to integrate HR planning with HRDevelopment and Management under the overall HR strategies and practice in the publicsector. The case studies were drawn from Namibia, Tanzania, Ghana, Nigeria and Algeria.

The Namibia workshop also learnt about progress made to date by the Service Championand Co-Champions in HR Planning, constraints faced and the next steps/way ahead.

As regards workshop recommendations on the development of a management guide

on HR Planning and Policy Architecture, delegates agreed, among others, that:

• There was need to strengthen the existing Human Resource Planning (HRP) units or

sections within the public and private sectors through an integrated framework for all

human resource planning activities within respective national development agenda.

Furthermore, there was need to professionalize and build capacity in HRP planning in the

public service; and

• There was need for undertaking regular manpower surveys utilising appropriate

techniques for information gathering to provide reliable data for Human Resource

Planning in specific countries.

Evaluation results of the two regional workshops, which were generated through

self-administered questionnaires indicated that the four workshop objectives had

been fully met and that the delegates were generally happy with the way they were

organized and delivered. A large majority of the participants indicated that the workshops

had acted as invaluable experiential sharing fora. The workshops had provided the delegates

with an excellent opportunity for sharing experiences on best management practices and for

providing critical input into the development of the Management Guides. In addition, it was

observed that the workshops had generated valuable ideas and information that will

contribute significantly to the development of the guides.

A considerable number of the participants also rated the 2 workshops, which had

preceded the engagement of the three consultants, as a prudent initiative by CAMPS

and UNDP; one that had given them an excellent opportunity to build a consensus




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on the content of the Management Guides prior to the actual engagement of work of

the consultants in the development of the guides.

Similarly, based on the outcome of the workshop evaluations, they were deemed to

have successfully accomplished the fourth objective regarding opportunities for

exchanging knowledge and peer learning.

Delegates also suggested that more countries should be encouraged to attend such

regional workshops since they are good for sharing experiences, successes and

challenges and for creating ownership of the management guides.




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3.0 TERMS OF REFERENCE (TORS) AND OUTCOME OF INCEPTION MEETING

The original terms of reference have been reproduced and presented as Annexure 1 of this

Inception Report. On September 6-8, CAMPS organized a joint Inception Meeting with the

consultants in Maputo, Mozambique, to discuss and agree on the TORs. The meeting was

also attended by UNDP and Service Champions and Co-Champions of the three thematic

areas of Management Guides and other delegates.

The meeting was organized as “a forum for the service champions developing guides on best

management practices in Human Resource Planning and Policy Architecture, Leadership and

Management Development and Performance Management including Monitoring andEvaluation thematic areas to meet together with the recruited consultants. “ The objective of

the meeting was to create a common understanding on the terms of reference and establish

consensus on the expected outputs and deliverables, methodology and timeframes, and

management of the consultants.

Key Outputs of the Meeting

1. Consultants Recruitment: The UNDP presented a brief report on the competitive

evaluation methodology that had been adopted in selecting the three consultants that

have been identified to assist with the development of the management guides.

2. Consensus on TORs/Methodology: The meeting acknowledged that the development

of the guides was a consultative process and there was need for the consultants and

the service champions of each thematic area to agree on the TORs.

3. Title of the HR Planning Thematic Area: It was agreed that it was important to

qualify that the thematic area was in the domain of “Public Service” and hence this

thematic area should read as “Human Resource Planning and Policy Architecture in

the Public Service.” Furthermore, it was agreed that the HRP management guide

should spotlight key HR policies under an integrated human resources regime i.e.




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there was need to dovetail the planning function with core HR development and

management issues in the public service.

4. Sample Size: It was agreed that the core selection criteria for sample size should be

representative ness i.e. the sample should cover countries from all the five main

regions of the African. However, each consultant should cover an irreducible

minimum of 30% of all African states (i.e. approximately 16 countries) with an

expected maximum reach of 50% countries or more (i.e. approximately 27 countries).

In addition to the statistical determination, the meeting agreed that the selection

criteria should also include the following key considerations:

• Geographical position/region i.e. North, West, Central, East and South;

• The country’s level of socio-economic & technological

development/advancement;• Language i.e. English, French, Portuguese and Arabic;

• Existence of war or social unrest/political conflict; and

• Where possible, cultural considerations.

5. Data Collection Methodology: It was agreed that a hybrid mixture of both actual

physical visits to selected countries and documentation/desk reviews be adopted for

gathering quantitative and qualitative data. It was agreed that analysis of

verifiable/validated data would establish a sound basis for making evidence-based

reporting and creditable recommendations during the process of developing the

management guides. (However, in addition to these, the author is also positive that

internet surfing presents another excellent opportunity for data gathering

especially owing to the tight timeframe of the assignment and the geographical

spread of the key data sources).

6. Communication: The CAMPS Secretariat was tasked with the responsibility to

support the consultants, through letters of introduction to Member States and other

initiatives, to facilitate conduct of the studies in developing the management guides. It

was agreed that the service champions be the first point of contact to get information

through their management development institutes (MDIs) and other sources.




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7. Other Data Sources: It was agreed that the World Bank and UNDP Country offices

maintain excellent databases that would be of additional interest to the consultants.

8. Approach: It was emphasised that the guides should be developed through a

collaborative effort that gives consideration to the different legal and cultural systems,

be generally user friendly and have an adaptive framework of code of service

compatible to international standards. The tools developed should be versatile and

applicable to all environments and/or situations in the continent.

9. Deliverables: It was agreed that the management guide for each thematic area should include:

reference materials, risk matrix, raw data collected and a roll out plan. It was observed however

that as the format of the management guides was unlikely to be standard, each guide will be

adapted to the subject matter but have recommendations that are implementable continent-

wide.

10. Formation and Agreed TORs for Reference Groups: These shall:

• Serve as the sounding board to review the Zero and 1st drafts of the consultants

reports; and

• Make recommendations in terms of geographical/regional representation,

tradition and integrity of the data and the extent of

appropriateness/applicability/relevance of the guides to the thematic area.

The information/data must be validated with member states before publication as much

as possible.

Revised Terms of Refrence (ToRs)

Based on the revised Terms of Reference arising from the joint discussions and agreement at

the Inception Meeting in Maputo, the Consultant’s understanding is as presented in Table 1

below:




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Table 1: Consultants Understanding of the Revised Terms of Refrence (TORs)

NO. ITEM

1. Objective of the Guide:

• To provide HR planning (as well as HR , development and management)practitioners, line managers and top executives/decision makers in thepublic/civil service) with a standard code that is a flexible internationalbenchmark to leverage the respective human resource planning and policyarchitecture systems and practices of African countries.

• To provide an easy to use and applicable tool to member states wishing toinstitute human resource planning and policy architecture systems andprocesses in their respective public/civil services.

2. Key Activities of the Consultant:

• Collect and document data on methodologies, tools and instruments usedin different countries in the continent for the purpose of managing humanresource planning and Policy Architecture in the African public serviceincluding global practice.

• Develop a guide to inform on human resources planning and policyinfrastructure.

• Present progress reports to Service Champions and member states forvalidation.

• Produce a final guide (in soft and hard copies).

3. Expected Outputs:

• Inception report (electronic copy) on the interpretation and understandingof the terms of reference; zero draft report, first draft and final reportreviewed and validated by selected stakeholders within a agreedtimeframe (see Table 2),

• Sample tools and instruments in the continent and globally in humanresource planning and policy architecture.

• Develop and submit monitoring and evaluation strategies with annual

baselines, targets and indicators for success for the guide.• Identify risks to implementation of the guide and integrate into the guide a

process/framework for management and monitoring of programme risksthrough a comprehensive programme risks log.

• Present in user friendly form all qualitative, substantive and financial datain the report.




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• Support preparation and/or presentation of research material and otherrequirements for management guides validation process.

• Progress report comprising guides, tools and instruments submitted (bothsoft and hard copies).

• Final report submitted (both soft and hard copies).

4. Assignment Duration: 42 man days over an elapsed period of 70 calendar days

5. Scope of Work (SOW): The assignment will be limited to the development of theManagement Guide in a participatory/inclusive manner. Implied in this is thepresentation of the drafts of the HRP and Policy Architecture Management Guideto UNDP/CAMPS/Service Champions and Stakeholders Validation Fora.

6. Management/Reporting Structure: The project will be managed directly by theCAMPS Secretariat in Kenya.

Table 2: Validation Process of Key Reports

No. Product/Activity/Time ExpectedCompletionDate ofReport

Validator ExpectedValidationCompletionDate

1. Inception Report: 7 days 15/09/10 • Service Champions: 3days

20/09/10

2. Zero draft report: 30days (if not possible dueto unforeseen problems,raise early warning withCAMPS)

17/10/10 Within 7 days by:

• Service Champions ofHRP

• Reference group of 4experts/peers drawnfrom across thecontinent

(Anglophone,

Francophone, Arabphone

& Lucophone) from

ManagementDevelopment Institutes

(MDIs)

• UNDP & CAMPS Secretariat

24/10/10




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3. 1st Draft report: 7 days 31/10/10 Draft review meetingorganized by CAMPS(i.e. an all inclusivemeeting involving thereference group, allservice champions andother member states)

14/11/10

4. Final report: 3 daysafter CAMPS meeting 17/11/10




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4.0 COMMENTS ON THE REVISED TERMS OF REFRENCE (TORS)

While the revised TORs seem to be largely achievable, the consultant wishes to highlightsome foreseeable/potential challenges that may negatively impact on smooth projectexecution as well as the timely completion of the assignment and successful accomplishmentof the project objectives. Some of the key challenges envisaged by the consultant arepresented in Table 3 and require careful client consideration jointly with the UNDP at theearliest possible convenience. As much as possible, the consultant has suggested someinterventions and /or strategies to address these challenges to minimize or eradicate theirnegative impact on project implementation.

Table 3: Validation Process of Key Reports

NO. CHALLENGE PROPOSED INTERVENTION

1. Strict implementation timeframe: after amore detailed review of the magnitude of the

assignment, the author sincerely believes thatthe TORs associated with an important projectof this size i.e. one with a significantcontinental impact may not be thoroughlyaddressed within a timeframe coveringapproximately 2 calendar months only. Thegeographical dispersion of the member statesto be visited, the flight complications betweenSouthern Africa and Western/Northern Africafor example are among the many challengesthat may negatively affect project executionand completion

• Expedite the field visits bycommencing with the country

visits for speedy completion of thefield data gathering process; henceallow the consultant to take fullcharge of the management of histime while conductingdesk/document reviews, internetsearch, data analysis and reportwriting at home.

• Existence of a clearreporting/management structure

and report validation processwithin an agreed timeframe is anasset (again the provision toproceed to the next step when theconsultant gets no feedback by theagreed date is a plus for speedyproject implementation).

2. Sample size • The agreed irreducible sample of30% of all African states (i.e.

approximately 16 countries) withan expected maximum coverage of50% (i.e. approximately 27countries) to be covered withinsuch a short timeframe maycompromise the ultimate qualityof the final deliverable. To address




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this challenge, the consultantssuggests to stick to the ireduceableminimum, with the flexibility tocover up to a maximum of 20countries

3. Budget approvals and efficient resourceflows: past experience indicates that thepayment systems for perdiems, air-tickets andother travel expenses sometimes face seriousdelays

• Wherever possible, UNDP tomake an advance payment planfor the consultants perdiems assoon as the Inception Report andworkplan are approved using thebank details that have alreadybeen provided by each of the threeconsultants.

4. Geographical Dispersion of members statesand problems associated with regional flightconnections e.g. between Southern andWestern/Northern Africa whose routessometimes entail connecting through Europeand Asia

• UNDP to make advance bookingsas soon as the Inception Report

and workplan are approved.

5. Language Differences with some selectedmember states

• UNDP to identify and financeinterpreters from the countrieswhich a consultant is visiting.Alternatively, interpreters can beidentified through the regionaloffices of international civil serviceorganizations such as the AU,African Development Bank, WorldBank, AU, etc to work with theconsultants, wherever needed.

6. Language Differences with Service Championin HRP and Policy Architecture

• This thematic area is championedby Algeria, a French speakingcountry whereas the consultanthas limited capacity in spoken andwritten French. This posescommunication challenges as theprimary deliverables/reports will

be in English. To address thischallenge the consultant plans towork closely with the Englishspeaking co-champions and seekthe assistance of CAMPS to sendFrench versions of reports




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expeditiously at the same timeprovide the consultant withEnglish copies of the progressreports produced so far by thechampion.

7. Communication and Meetings with Member

States/Public Service Officials

• The existence of an efficient

machinery within the CAMPSsecretariat is an asset that theconsultant will access throughoutthe various phases of theassignment




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5.0 TECHNICAL APPROACH

5.1 Approach

In order to address the TORS and accomplish the project objectives in the most pragmatic

and collaborative manner, the consultant shall adopt a multi-pronged consultative/

participatory and client-led approach during the execution of all the key phases of this

challenging assignment. The consultant will work closely with the Service Champion and Co-

Champions in HRP and Policy Architecture, the Reference Groups, the other 2 consultants in

Leadership and Performance Management to ensure speedy project execution.

The key focus of the consultant is on three main elements: informed people, a result-oriented process and simple, but sustainable deliverables. He shall seek an active involvement of the

client and its key stakeholders to ensure ownership and build commitment to the successful

implementation of the resulting management guide. He recognizes the significance of active

stakeholder involvement in the development process of the guide realising that the client

(especially the African Member States) and other key stakeholders themselves understand

their own environment better.

The data collection core methodologies employed shall include a combination of traditional

research methods and other field tested approaches. A variety of tools shall be employed

during the data gathering process. For quantitative data, primary source data will be

gathered from the 5 member counties that will be visited, reports and desk reviews.

Qualitative data will be collected through focus group discussions and key informant

interviews from national planning organs and central government ministries and

departments responsible for HR Planning, Development and Management. The data

gathering exercise shall include national and regional MDIs that have embraced HR Planning

as part of their training curricula. Examples of these MDIs are the Malawi Institute of

Management, ESAMI in Tanzania, Mananga in Swaziland, etc. These will be collaborated

with data from more advanced training and HRP institutions such as the Indian Institute of




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Applied Manpower Research in India, the US Bureau of Labour Statistics, the Manpower

Services Commission in the UK, etc. Most of this data shall be accessed through internet

surfing. Additional data shall be collected through e-mail communication with a small

world-wide network of experienced international HR practitioners that the consultant has

maintained over the years. Again, as suggested during the Inception meeting in Maputo, all

efforts shall be made by the consultant to access current and up-to-date HR planning data

through international institutions such as the World Bank, the ADB, the Commonwealth

Secretariat, UNDP, etc.

Analysis of the data collected shall be conducted in collaboration with the reference groups,

the service champions and co-champions and other primary data sources including officials

from central HR planning ministries and departments within the member states (whereverpossible).

Finally, the all inclusive Draft review meeting that will be organized by CAMPS in

November shall be used as a critical forum for fine-tuning the final deliverable. It is

envisaged that the consultant will use this three day session to obtain important comments

and feedback for incorporation into the final report including the implementing plan for

rolling out the management guide.

5.2 Next Steps

In brief, the way forward needs to combine the intelligence so far obtained from the Inception

Meeting in Maputo, the review of current documentation including the AU’s Long-Term

Strategy Paper, Training Materials and Reports on the two regional workshops organized by

CAMPS and UNDP and other stakeholders with an increasingly in-depth dialogue with the

the Service Champion/Champions, Reference Teams, officials from the selected members

states that will be visited by the consultant during the data gathering mission.



5.3 Proposed Workplan



ANNEX I: ORIGINAL TERMS OF REFERENCE (TORS)

AFRICAN UNION UNITED NATIONS DEVELOPMENTPROGRAMME

Terms of Reference for Consultancy to Develop a Management Guide on Human Resource Planning andPolicy Architecture

1.1 Introduction

The Conference of African Ministers for Public/Civil Service (CAMPS) programme, currently chaired by Kenya,is an initiative of the African Union. The Programme was started in 1994 to support public administration inAfrica through initiation of reforms, codes and standards. The key objectives of the Programme is to assess andestablish linkages between Governance and Public Administration capabilities and the broader developmentalagenda within the continent; and share knowledge and learning within the framework of exchange and capacitydevelopment on focused priority areas within the continental Programme.

Since its inception, the Ministerial Conference has demonstrated a commitment to move beyond simply theexchange of information towards establishing practices, codes and standards for public administration in Africa.The Conference of Ministers adopted the Long Term Strategy on African Governance on Public AdministrationProgramme to guide implementation of the public administration agenda for the continent.

A Bureau which is elected by member States provides strategic political leadership in execution of theProgramme. Its role is to identify priority areas that have the highest impact in governance and publicadministration across the continent; support the chairperson in the overall governance and management of theProgramme; monitor, evaluate and prepare reports for the Ministerial Conferences; provide oversight overimplementation of activities; initiate modalities for championing and political buy-in of the Programme at thenational, regional, continental and international levels; and support the chairperson in resource mobilizationactivities. The Bureau reports to the Conference of Ministers which is the apex body in decision making in theMinisters Programme.

The Bureau identified priority areas for implementation (referred to as thematic areas) and intends to develop amanagement guide for human resource planning and policy architecture thematic area. . This process ofdeveloping the Guide is supported by the UNDP Regional Bureau for Africa

The guide is meant to provide practitioners with a standard code that is a flexible international benchmark toleverage the respective human resource planning and policy architecture systems and practices of Africancountries. It is also meant to provide an easy to use and applicable tool to member states wishing to institutehuman resource planning and policy architecture systems and processes in their respective public/civil services




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UNDP Regional Bureau for Africa seeks to strengthen capacities of African countries; regional and sub-regionalinstitutions.This support is guided by the Third Regional Cooperation Framework (RCF111). This Framework ofUNDP support has three strategic key results areas,namely: building effective and democratic States in Africa;Accelerating the pace of Regional Integration, and strengthening management of governance knowledge inAfrica. UNDP’s Consolidating Democratic Governance in Africa Programme(CDGAP) is specifically taskedwith -inter alia-supporting the AUC in strengthening enhanced political participation; economic governanceand service delivery; more effective regional institutions; Identification, codification and dissemination ofgovernance knowledge in Africa.

The UNDP Regional Centre for Eastern and Southern Africa (RC-ESA), supports the policy,programme andtechnical assistance activities of UNDP to the AUC and the CAMPS’ Africa Governance and PublicAdministration Programme(AGPAP). As part of the RC-ESA’s support to the AUC and CAMPS, UNDPtherefore seeks to engage the services of a high-level Consultant to develop a Management Guide on HumanResource Planning and Policy Architecture.

1.2 DEVELOPMENT OF HUMAN RESOURCE PLANNING AND POLICY ARCHITECTUREMANAGEMENT GUIDE

The assignment will have travel component and Consultant is required to factor that into the financial bid.

1. 3 Specific Terms of Reference

The consultant is expected to undertake the following tasks: -(i) Collect and document data on methodologies, tools and instruments used in different countries in the

continent for the purpose of managing Human Resource Planning and Policy Architecture includingdocumenting global practices

(ii) Develop a guide to inform on human resource planning and policy architecture(iii) Present progress reports to Service Champions and member States for validation via the UNDP(iv) Produce final guide (in soft and hard copies)

1.4 Expected outputs

The consultant is expected to deliver the following outputs:• Inception report (both soft and hard copies) on the interpretation and understanding of the terms of

reference

• Sample tools and instruments in the continent and globally in human resource planning and policyarchitecture

• Develop and submit monitoring and evaluation strategies with annual baselines, targets and indicatorsfor success for the guide

• Identify risks to implementation of the guide and integrate into the guide a process/framework formanagement and monitoring of programme risks through a comprehensive programme risks log

• Present in user friendly form all qualitative, substantive and financial data in the report

• Support preparation and/or presentation of research material and other requirements for managementguides validation process

• Progress report comprising guides, tools and instruments submitted (both soft and hard copies)

• Final report submitted (both soft and hard copies)

1.5 Profile of the consultantThe UNDP in partnership with the CAMPS Secretariat seek to engage an internationally reputablemanagement consultant to undertake this assignment. The successful consultant for this assignment must:

• Demonstrate at least 10 years experience in the area of Human Resource Planning and PolicyArchitecture, organizational development and strategy formulation in the continent and globally.

• Provide documentary proof of professional and academic qualification and testimonials.

• Display cultural, gender, religion, race, nationality and age sensitivity and adaptability.




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1.6 Education

A PHD or Masters degree in public administration, political or social sciences, international studies anddevelopment related field. Postgraduate studies in democratic governance, organizational development,human resources and strategy development related field is highly desirable.

1.7 Functional competenciesThe process of developing management guides is a highly consultative process and as such over and above

the professional qualifications, the consultant must also demonstrate the following functional competencies:

• Ability to establish and maintain contacts with senior-level officials with programme partners,African governments and other regional organizations required. Excellent interpersonal skills areessential part of the job.

• Ability to communicate effectively, both orally and in writing, is required to obtain, evaluate andinterpret factual data and to prepare accurate and complete reports and other documents

• Client orientation, management and teamwork

• Builds strong relationships with clients, focuses on impact and result for the client and respondspositively to feedback

• Demonstrate openness to change and ability to manage complexities

• Consistently approaches work with energy and a positive, constructive attitude and is able to

handle pressure• Ability to work well as part of a multi-disciplinary team

• Development and operational effectiveness• Ability to perform a variety of specialized tasks related to Results based management including

support to design, planning and implementation of programme, managing data, monitoring andevaluation, results reporting

1.8 Language requirement

Fluency in English and or French as well as a good working knowledge of the other working languages ofthe African Union is required. Knowledge of other official languages of the countries in the region isdesirable

1.9 Time frame

The estimated duration of the assignment is 30 consultancy days effective from the date of award of theconsultancy.

1.10 Consultancy management The consultant will be line-managed by Service Champions through UNDP and shall have a primaryaccountability to CAMPS through the Head of CAMPS Secretariat

1.11 Evaluation and award of consultancyEvaluation of the proposals and award of the contract (consultancy) will be based on technical and financialfeasibility. UNDP reserves the right to accept or reject any proposal received without offering any explanationand is not bound to accept the lowest or the highest bidder.

1.12 Intellectual property rights

Any reports, books or other materials, graphics, software or otherwise, prepared by the consultant for thisassignment shall belong to and remain the property of UNDP/ CAMPS.




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ANNEX II: PROPOSED LIST OF COUNTRIES TO BE VISISTED ONTHE DATA GATHERING MISSION

NO. REGION COUNTRY

1. Southern Africa South Africa

2. West Africa Nigeria

3. North Africa Tunisia

4. East Africa Uganda

5. Central Africa Angola




ANNEX III: COMPREHENSIVE LIST OF ALL COUNTRIES TO BECOVERED BY THE ASSIGNMENT

NO. REGION COUNTRY

1. Southern Africa South Africa, Malawi, Angola,

Botswana, Mozambique,

2. West Africa Nigeria, Ghana, Sierra Leone,

Togo, Liberia

3. North Africa Tunisia, Egypt, Sudan, Algeria,

Mauritania, Morocco

4. East Africa Uganda, Rwanda, Kenya,

Tanzania, Ethiopia

5. Central Africa Rwanda, Burundi, Central African

Republic, Chad, DRC

Documents

AU UNDP Draft Inception by Kuchande