Terms of Reference. Organizational support to Mozambique MITADER s National Sustainable Development Fund (FNDS)

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1 Terms of Reference Organizational support to Mozambique MITADER s National Sustainable Development Fund (FNDS) A. Background The Word Bank provides finance and technical support to Mozambique, and has been through the years, a partner of the Government. The support to MITADER is focused on providing support to the Government on the development of initiatives and sectoral instruments to combat climate change, such as Reducing Emission for Deforestation and Forest Degradation (REDD+), the Forest Investment Program (FIP), the Strategy for Gender, Environment and Climate Change, the Strategy for Energy, as well as to provide for technical support for the establishment of Government Institutions and Programs. The Mozambique National Sustainable Development Fund (FNDS) is a legal person of Public Law, with legal personality and with administrative financial and assets management autonomy, supervised by the Minister of Land, Environment and Rural Development, and was created by Decree 06/2016, of 24 of February. The FNDS arises from the need to adapt the country to the new context and paradigm and is based on three pillars: (i) environmental. (ii) economic, and (ii) Social, adjusting its intervention to the new assignments and skills of the Land, Environment and Rural Development sector, in order to ensure a strategic planning that responds to the main challenges of the sector, as well to promote a better dynamic in the process of integrated and sustainable rural development. Being an institution with financial autonomy, the main purpose of the FNDS is the development and financing of programs and projects that ensure sustainable, harmonious and inclusive development, satisfying current needs without compromising the ability of future generations to meet their own needs. This purpose is closely linked to the objectives of the National Sustainable Development Program, which ensures the increase of income of rural families in a sustainable way; and to the of the Social and Economic Plan of the sector which focuses on creating sustainable financing mechanisms for environmental services such as through the introduction of new technologies to increase resilience of crops to climate change; and also to the Five Year Government Plan which priority is to ensure the sustainable and transparent management of the natural resources and the environment. To respond to the purpose of its establishment, FNDS comprises in its current structure, the former National Environment Fund (FUNAB) and the newly established International Funds Management Unit (UGFI), which manage different projects related to income generation of rural families, protection of forests, conservation areas, and environment, estimated at about 100 million US dollars from funding institutions such as the World Bank.

2 B. Objectives In this context the WB intends to hire a Consultancy firm to provide strategic guidance and prepare materials towards the operationalization of the FNDS, and ensure its functioning meets international standards in terms of public financing management. Consultancy Services include, but are not limited to: i. Planning, human resources and team management (a) Develop a Human Resources Management Model: Analyze, describe functions and competencies; Set a performance management system; (b) Identify the team composition needed for the successful implementation of planned activities and achievement of expected results; (c) Propose restructuring of job positions where needed; (d) Support the recruitment of required functions; (e) Review and suggest modifications to the ToRs of each team member, including the definition of clear assignments, and goals; (f) Analyze the Fund s current and planned resources allocation in light of its targets, and proposing shifts for increased efficiency; (g) Support leadership development through on-the-job coaching and suggestions of future trainings; (h) Improve existing work planning tools (preferably using open simple softwares); (i) Institutionalize results-based management throughout the FNDS; ii. Structure of the FNDS (a) Assess current performance of the different areas of responsibility of the Board of Administration of the Fund; (b) Diagnose organizational bottlenecks and propose the most efficient structure for the Fund; (c) Develop clear models of decentralization (to the Provincial and District levels), including decision-making and fiduciary aspects; (d) Propose tools to foster the integration and coordination among teams and projects; (e) Develop the organigram and workflow charts based on changes agreed with the Council of Administration; and (f) Develop and support the implementation of a roadmap for the implementation of suggested changes, to be assessed against clear milestones and performance indicators. iii. Processes (a) Supporting the Fund in streamlining decision-making processes and the creation of follow-up procedures; (b) Establishing policies appropriate to the new institutional challenges; (c) Developing clear communication channels between the FNDS and the stakeholders it interacts with, including: other departments of MITADER, other ministries,

3 provincial and district governments, service providers, NGOs, development partners, World Bank, private sector entities. (d) Developing internal and external communications tools and establishing targets; (e) Developing and supporting the implementation of protocols for routine procedures; (f) Promoting enablers of active talking and listening; (g) Supporting the strengthening of cooperation among the team; (h) Increasing the efficiency of meetings; and (i) Promoting group decision-making, evaluation feedback and feedforward. iv. Strategic Planning (a) Support the FNDS to develop its strategic planning for the next 5 years, with clear goals for each year v. Monitoring and Evaluation (a) Proposing integrated models of monitoring and evaluation; (b) Designing procedures for performance evaluations for the Fund and individual members, as well as for the identification of development gaps in accordance with the organization's strategy. vi. Administrative Procedures and Financial Management Manual: a) Review and evaluate the existing procedures, including raising risks; b) Meet with the Board of Directors and related departments linked with the Finance Directorate of the FNDS for clarifications or inquiries; c) Propose, in the manual: General administrative management proceedings: establish some basic proceedings for the reception, treatment, classification and dissemination of ingoing and outgoing correspondence, internal circulation of information, etc.; Process of preparation and monitoring of the activity plans; Human resources management procedures, including disciplinary administrative procedures, salary advance, management of leaves and replacement of functions, control of entry of the staff, movement of staff and performance assessment; Asset management procedures, including inventory, maintenance and repair of equipment, sale and disposal of fixed equipment, management of automobile park, supply and fuel control; Management of Client portfolio, including among others: billing, collection, exhortation visits, opening of litigation process; Financial execution process, including among others: stages and steps of commitment, authorization and implementation of expenditure, accountability and budgetary control process; Accounting processing, including: basic procedures on reception, processing, classification and bookkeeping of accounting documents, tax and for tax

4 officials, as well as for classification and accounting files management and deadlines for its conservation; Procedures for the acquisition of supplies, goods and services; Treasury procedures; Procedures for management and stock control of office and IT supplies; Conditions for granting donations; Internal control/audit; Various forms This manual should clearly describe the relationships between the different departments of the Finance Directorate and the coordination, monitoring and supervision bodies of the activities of this directorate and, between the FD, other directorates and the Board of Directors. C. Deliverables Diagnosis report; Proposed Interventions report with all items described under B, including team skills map, organogram, workflow charts, revised individual TORs, roadmap for the implementation of agreed changes, monitoring and evaluation protocols, work planning templates, (mission, vision, targets);, FNDS team trained on the procedures developed; Monitoring monthly reports on the implementation of the new procedures Strategic Plan for FNDS Operational Manual for the FNDS Administrative Procedures and Financial Management Manual D. Required qualifications Suitability and technical capacity for the execution of the required service Proven experience of at least 5 years and excellent track-record in the area of organizational development and evaluation methodology of programs and initiatives of sustainable development; Proven experience in organizational development of government entities and evaluation methodologies of impacts in similar programs; Experience in the preparation of Strategic Plans for Investment Funds and similar entities; Experience in collaboration with entities of the public sector Fluent Portuguese-speaking team Knowledge of the African Continent, Mozambique and international experience are advantages. International and domestic consortium would be an advantage Availability of appropriate skills of the proposed team The team should have the following expertise, to a minimum: o Senior Economist, with strong public management experience o Senior Financial Specialist, with international experience in sources of funds for environment, land and rural development (Green Climate Fund, Climate Investment Funds, GEF, multi- and bi-lateral donors, etc.)

5 o Senior Public Management Expert, with experience in Mozambique s administration o Senior Legal Counsel, with experience in public administration E. Additional information The expected timeline for this consultancy is 6 months. The expressions of interest should be prepared in Portuguese. Only pre-selected firms will be contacted. All expenditures will be under the responsibility of the consultancy firm.