REQUEST FOR EXPRESSION OF INTEREST FOR HIRING THREE(3) EXPERT COACHES NO. 010/NCBS-BTC/S/

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1 REPUBLIC OF RWANDA NATIONAL CAPACITY BUILDING SECRETARIAT- NCBS P. O. Box 7367 Kigali Rwanda Web site: REQUEST FOR EXPRESSION OF INTEREST FOR HIRING THREE(3) EXPERT COACHES NO. 010/NCBS-BTC/S/ Background and context The mandate of NCBS is to contribute to a strong national workforce and performing organizations that deliver quality services to achieve the national development agenda. NCBS mission is to coordinate capacity development interventions and provide CB support at institutional and organizational levels to ensure that capacity development interventions are aligned with the national priorities of the EDPRS-2 and are integrated in the national planning framework. After the organizational restructuring in 2012/13 NCBS has updated its strategic plan Strategic priority is to strengthen NCBS organizational capacities to effectively and efficiently deliver NCBS services and deal with the fast changing Capacity Development environment. Some of the key result areas of NCBS Strategic Plan are about effective CB support through innovative research, knowledge management, facilitation and advice across the sectors, staff effectively and efficiently delivering NCBS mandate and Efficient Fiduciary Management. To improve systems, procedures and staff capacities in these key result areas and to update HR strategy, it is from this background that NCBS is hiring the following expert coaches: Lot 1: A Knowledge Management Expert coach. N o 010/NCBS-BTC/ /01 Lot 2: An Organizational Development Expert Coach. N o 010/NCBS-BTC/ /02 Lot 3: Financial Management Expert Coach: N o 010/NCBS-BTC/ /03 The assignment is a joint undertaking of NCBS and Belgian Development Agency (BTC) under the Strategic Approach to Capacity Building (SACB) Project. NCBS and BTC 1

2 share responsibility for the anticipated results including knowledge and skills transfer, which the expert coach is expected to deliver. 2. Objectives of the assignment The general objective of hiring the above mentioned experts is to have i) NCBS to have knowledge management as a discipline and function to effectively coordinate capacity building in the country and influence policies, decision making and learning., ii) is to put in place an OD conceptual framework; strengthen OD systems; procedures and capacities that contribute to quality service delivery and organizational effectiveness through an organizational change management process. (iii) to strengthen capacity of NCBS to have efficient financial systems and procedures in place and guide and coach the counterpart financial staff to effectively operate these systems and procedures in line with national financial management standards and guidelines. 3. The estimated duration for this assignment is 12 months renewable for other 12 months upon satisfactory performance 4. Required qualifications and experience of each expert coach are the following: A. Knowledge Management Expert coach REQUIRED PROFILE OF THE EXPERT COACH Highly competent, mature, experienced and self-motivated person with integrity Analytical, decisive, results oriented, innovative and gender sensitive Proactive with ability to take initiatives Ability to work under pressure and effectively work in teams Strong facilitation skills with ability to guide and monitor performance Excellent coaching skills and ability to transfer knowledge and skills to others Excellent computer, writing and communication skills 7. REQUIRED QUALIFICATIONS AND EXPERIENCE At least a Master s degree in Information Science and Knowledge Management field or Information Technology Management with five years relevant work experience. Or: a Bachelor s degree in Information Science and Knowledge Management field with ten years relevant work experience. At least five years proven international experience in Information and Knowledge Management undertaken (with relevant work certificate). Experience in the East African Region is an advantage 2

3 Demonstrated experience in training, facilitation and coaching assignments (with work certificate). Experience in the East African Region is an advantage. Previous experience working on capacity building programs or assignments will be an asset. Experience in IT Management B. Organizational Development Expert Coach. REQUIRED PROFILE OF THE OD EXPERT COACH Highly competent, mature, experienced and self-motivated person with integrity Analytical, decisive, results oriented, innovative and gender sensitive Proactive with ability to take initiatives Ability to work under pressure and effectively work in teams Strong facilitation skills with ability to guide and monitor performance Excellent coaching skills and ability to transfer knowledge and skills to others Excellent computer, writing and communication skills REQUIRED QUALIFICATIONS AND EXPERIENCE A Master s Degree in any of the following: Human Resources Development and/or Change Management, Organizational Psychology, Organizational Behaviour and/or Change Management with at least 10 years relevant working experience or a Bachelor s Degree in either Human Resource management or Change Management with at least 15 years of relevant working experience in HR management. At least five years work experience in similar assignments undertaken in more than one country within the East-African region (with work certificate). Demonstrated experience in training, facilitation and coaching in similar assignments in more than one country within the East African region (with work certificate). Proven experience in gender mainstreaming and learning processes is an added advantage. C. Financial Management Expert Coach A Master s degree with a major in either Finance or Accounting with at least 4 years relevant work experience OR a Bachelor s degree majoring in either Finance or Accounting with at least 6 years relevant work experience. A Professional Qualification recognized by IFAC (ACCA, CPA etc.) shall be an advantage. 3

4 Proven experience (with work certificate) in a reputable high performance organization covering high-level complex financial management functions of Government and multi-donor funding nature; Demonstrable relevant experience (with work certificate) in coaching and mentoring and in technical assistance in Financial Management preferably in public sector accounting and financial management; Advanced knowledge of the Government of Rwanda and Donors financial management procedures; Proven knowledge of Finance and Accounting IT applications or software systems such as IFMIS; Advanced knowledge of the Integrated Financial Management Information System of Government of Rwanda. Demonstrated experience in training, facilitation and coaching (with work certificate); Proven experience in gender mainstreaming and learning processes shall be an added advantage; Previous experience working on capacity building programs or assignments will be an asset. The NCBS invites eligible candidates to indicate their interest in providing the services. The Expert coach must provide information indicating that they are qualified to perform the services through detailed CVs showing their academic back ground required and demonstrable experience. The selection will be conducted in accordance with the law and regulations on public procurement which conforms to the Public procurement user guide section regarding the selection of individual consultant. The shortlisted candidate shall be assessed through oral interviews. Expression of interest must be addressed to the Executive Secretary of NCBS, attention Procurement Management Unit and delivered by either hardcopy to NCBS offices located in Kigali City Tower 7 th floor or attachment as a single Microsoft Word or PDF file not later than 13 th December 2015 to the following address Please note that this is for Candidates/Expert Coaches only with required profile. The Terms of reference shall be accessed on the following websites Antonia MUTORO Executive Secretary, National Capacity Building Secretariat (NCBS) 4

5 TERMS OF REFERENCE FOR FINANCIAL MANAGEMENT EXPERT COACH 1. BACK GROUND AND CONTEXT The mandate of NCBS is to contribute to a strong national workforce and performing organizations that deliver quality services to achieve the national development agenda. Its mission is to coordinate capacity development interventions and provide Capacity Building support at institutional and organizational levels to ensure that capacity development interventions are aligned with the national priorities of the EDPRS-2 and are integrated in the national planning framework. After the organizational restructuring in 2012/13 NCBS has updated it strategic plan Strategic priority is to strengthen NCBS organizational capacities to effectively and efficiently deliver NCBS services and deal with the fast changing Capacity Development environment. One of the key results areas of NCBS Strategic Plan is adressing Efficient Fiduciary Management. To strenghten financial systems, procedures and staff capacities in financial management, NCBS has decided to hire a Financial Management Expert coach. The assignment is a joint undertaking of NCBS and Belgian Development Agency (BTC) under the Strategic Approach to Capacity Building (SACB) Project. NCBS and BTC share responsibility for the anticipated results including knowledge and skills transfer which the expert coach is expected to deliver. 2. GENERAL OBJECTIVE The general objective of the assignment of the Financial Management Expert Coach is to strengthen capacity of NCBS to have efficient financial systems and procedures in place and guide and coach the counterpart financial staff to effectively operate these systems and procedures in line with national financial management standards and guidelines. 3. SPECIFIC OBJECTIVES The assignment refers to three categories of objectives: organizational targets, transfer of skills and knowledge and mainstreaming gender and learning. The organizational targets 5

6 correspond with the outputs in key result area 8 of the strategic plan , aiming at Efficient Fiduciary Management. The outputs of these targets are included in the performance contracts of the concerned NCBS staff. I. Specific objectives for organizational targets 1. Assess, analyze, document and strengthen financial planning and reporting. 2. Advice on an internal control and financial systems compliant with the Government of Rwanda (GoR) and donor financial management standards and guidelines. 3. Assist in the development of performance based budgets and clear processes for regular review of budgets, revenue and cost forecasting in order to have unqualified audit reports. II. Specific objectives for transfer of skills and knowledge 1. Assess existing financial management capacities of counterparts. 2. Share expert knowledge in a structured manner to support and guide the counterparts to deliver on their performance targets. 3. Advice on professionalization and career development of counterparts. 4. Offer strategic advice on financial management issues to NCBS management. 5. Offer professional inputs in financial management operations of User Departments at NCBS. 6. Based on identified needs provide ad-hoc advise and training-on-the-job support to targeted (project) partner / client organizations of NCBS. III. Cross-cutting specific objectives 1. Mainstream gender in the specific financial management targets and in transferring skills and knowledge to the counterparts in the financial team. 2. Integrate learning in planning, execution, monitoring and evaluation of the assignment. 3. Participate in action-research on the NCBS expert coaching implementation framework and present recommendations and lessons learned. 4. SCOPE OF THE ASSIGNMENT The expert coach will make sure that stringent accountability procedures, financial controls and accurate financial statements are developed and implemented including proper tracking and keeping of records of expenditures. The expert coach will assist NCBS counterparts in the finance team to deliver on their performance targets and will train user departments at NCBS to plan and report according to the financial standards and guidelines. He/she will work in close collaboration with the Procurement Management Expert Coach and the M&E Coach to strengthen and align NCBS fiduciary management. 5. TASKS AND ACTIVITIES 6

7 I. Organizational targets 1. Assess NCBS financial health, identify challenges and gaps in financial workflow processes and submit proposals for updating and refining these processes. 2. Strengthen implementation processes as per GOR and donor regulations, reporting on implementation status and drafting recommendations. 3. Develop processes and systems to generate financial information from different NCBS projects; ensure that this system enhances planning, internal controls, budget execution, compliance and accountability functions of NCBS. 4. Update NCBS financial procedures manual, including financial management and accounting. 5. Quarterly assessment reports of the finance proficiency for Finance management unit at NCBS. 6. Develop financial reporting templates for user departments. 7. Ensure effective use of IFMIS and other financial management systems. 8. Provide professional guidance and inputs to targeted institutions supported by NCBS to develop and provide the required financial documents to NCBS so as to fast track implementation of supported capacity building initiatives in these institutions as well as ensure value for money. II. Transfer of skills and knowledge 1. Assess current capacities of the NCBS counterparts in the financial team and provide advice and training-on-the-job to strengthen financial capacities. 2. Support the counterparts to identify the targets set in the performance contract(s) of the counterpart(s). 3. Identify specific support needed to achieve the targets of the performance contract(s). 4. Monitor and follow up with the counterparts in managing delivery of results to implement the financial tools, templates and administrative systems 5. With the counterparts define roles and responsibilities of coach and counterpart(s), including a timetable with events and milestones. 6. Support the capacity building of the NCBS financial team: organize workshops and learning clinics to train NCBS staff and user departments in financial planning and reporting. 7. Plan, implement, monitor and report on expert coaching process and results, challenges and measures (according to standard templates). 8. Provide inputs in NCBS Capacity Building Plan (HRD Plan) for further training and capacity enhancement. III. Crosscutting tasks and activities: 1. Ensure that financial management systems and applications are gender disaggregated. 2. Train counterparts on mainstreaming gender in financial management. 3. Train counterparts on Results Based Management and teamwork. 4. Organize learning processes and document learning through case studies. 7

8 5. Participate in peer reviews on NCBS coaching framework including recommendations and lessons learned. 6. NCBS COUNTERPARTS The Financial Management expert coach will coach and train-on-the-job the following direct counterparts: 1. NCBS Director of Finance and Administration 2. NCBS Accountants 3. NCBS Logistics Officer 4. NCBS Program Managers handling donor funded projects 5. Staff in user Departments in NCBS 6. Focal points of NCBS targeted (project) partner / client organizations (based on identified needs). 8. EXPECTED DELIVERABLES AND OUTPUTS Key broad deliverable will be an efficient fiduciary management. Other deliverables are: 1. Inception report to be submitted within 6 weeks and approved within 8 weeks after start of contract. The inception report covers: a. Organizational assessment identifying capacity constraints (systems and counterparts) in data management including strategies (gender sensitive if applicable) to address them b. Comments on the TORs that require attention of NCBS c. General and specific objectives d. Deliverables and outputs (as per the three categories) e. Approach and methodology (including gender mainstreaming) f. Annual work plan including time line and events calendar g. Budget of the annual work plan h. Monthly monitoring and follow up mechanisms i. Learning strategy, methodology, tools and application j. Monthly and annual reporting templates adapted to specific assignment. 4. Updated Financial Procedures Manual: a detailed document for financial procedures and processes, including financial tools and templates. 5. Monthly progress report: detailing the progress on performance targets and knowledge and skills transfer including coaching and other challenges and proposals to address them. 6. Annual performance appraisal at the end of year 1, consisting of a Results Report of the first year and interview with NCBS management. 7. End of contract report: this report should summarize the whole assignment status, delivery of outputs and deliverables, coaching achievements, best practices, recommendations and lessons learned. 8

9 Outputs for NCBS organizational targets are: 1. A situational analysis report on NCBS financial management 2. A set of recommendations on ideal financial systems and workflows according to GoR standards. 3. A set of approved financial management tools and templates. 4. Financial training modules. Outputs for transfer of skills and knowledge are: 3. Annual work plan for NCBS counterparts to strengthen financial management capacities. 4. Training-on-the-job sessions and workshops. 5. Monthly progress reports and annual results report. 6. Satisfactory performance appraisals of NCBS counterparts. 7. Needs assessment of professionalization and career development of counterparts. 8. Monitoring and feedback reports on coaching and mentoring. Outputs for crosscutting issues: 9. Peer learning sessions / reviews to promote learning and sharing of best practices. 10. Case studies / success stories 11. Checklist of gender mainstreaming in financial management 9. DURATION OF THE ASSIGNMENT The duration of the assignment covers an initial period of 12 calendar months with renewal of contract of 12 months upon satisfactory performance appraisal. 10. ACCOUNTABILITY AND REPORTING APPROVAL MECHANISMS The Financial Management expert coach will be administratively and technically accountable to the NCBS SPIU Coordinator and the BTC Project co-manager under the overall supervision of the Executive Secretary of NCBS. This shall include providing monthly, quarterly and annual progress reports to the SPIU Coordinator as part of the expected outputs from this assignment. Peer reviews and reporting on further strengthening the NCBS expert coaching conceptual and operational framework will be overseen by the NCBS Division Manager CB SOQA and BTC Project Co-Manager. Detailed planning and reporting including approval mechanisms will follow the NCBS/BTC operational framework for expert coaching for this and other coaching assignments in identified NCBS organizational areas. 11. REQUIRED PROFILE OF THE EXPERT COACH Highly competent, mature, experienced and self-motivated person with integrity 9

10 Analytical, decisive, results oriented, innovative and gender sensitive Proactive with ability to take initiatives Ability to work under pressure and effectively work in teams Strong facilitation skills with ability to guide and monitor performance Excellent coaching skills and ability to transfer knowledge and skills to others Excellent computer, writing and communication skills. Sound analytical, statistical and report writing skills, dynamic, results-oriented, versatile and with interpersonal and communication skills. 11. REQUIRED QUALIFICATIONS AND EXPERIENCE A Master s degree with a major in either Finance or Accounting with at least 4 years relevant work experience OR a Bachelor s degree majoring in either Finance or Accounting with at least 6 years relevant work experience. A Professional Qualification recognized by IFAC (ACCA, CPA etc.) shall be an advantage. Proven experience (work certificate required) in a reputable high performance organization covering high-level complex financial management functions of Government and multi-donor funding nature; Demonstrable relevant experience (work certificate required) in coaching and mentoring and in technical assistance in Financial Management preferably in public sector accounting and financial management; Advanced knowledge of the Government of Rwanda and Donors financial management procedures; Proven knowledge of Finance and Accounting IT applications or software systems such as IFMIS; Advanced knowledge of the Integrated Financial Management Information System of Government of Rwanda and ensure that all Donor funded Projects in NCBS are integrated into the system; Demonstrated experience in training, facilitation and coaching (work certificate required); Proven experience in gender mainstreaming and learning processes shall be an added advantage; Previous experience working on capacity building programs or assignments will be an asset. 12. OTHER SKILLS AND ATTRIBUTES He or she must have advanced financial knowledge and skills as well as the ability to respect and meet strict deadlines. Equally important are the following skills: Ability to make sound judgments, systematic planning and to effectively manage work assignments in a timely manner. Conversant with project finance management procedures and practices especially of external financed (donor funded) projects. 10

11 Commitment to continuous improvement of financial systems. Communicates effectively to non-technical teams and thrives in a dynamic environment. TERMS OF REFERENCE FOR KNOWLEDGE MANAGEMENT EXPERT COACH 1. BACK GROUND AND CONTEXT The mandate of NCBS is to contribute to a strong national workforce and performing organizations that deliver quality services to achieve the national development agenda. Its mission is to coordinate capacity development interventions and provide CB support at institutional and organizational levels to ensure that capacity development interventions are aligned with the national priorities of the EDPRS-2 and are integrated in the national planning framework. After the organizational restructuring in 2012/13 NCBS has updated it strategic plan Strategic priority is to strengthen NCBS organizational capacities to effectively and efficiently deliver NCBS services and deal with the fast changing Capacity Development environment. One of the key results areas of NCBS Strategic Plan is about effective CB support through innovative research, knowledge management, facilitation and advice across the sectors. To improve systems, procedures and strengthen staff capacities in Knowledge management, NCBS has decided to hire a Knowledge Management Expert coach. The assignment is a joint undertaking of NCBS and Belgian Development Agency (BTC) under the Strategic Approach to Capacity Building (SACB) Project. NCBS and BTC share responsibility for the anticipated results including knowledge and skills transfer, which the expert coach is expected to deliver. 2. GENERAL OBJECTIVE The general objective of the assignment of the Knowledge Management Expert is for NCBS to have knowledge management as a discipline and function to effectively coordinate capacity building in the country and influence policies, decision making and learning. He/she will guide NCBS in the development and implementation of a KM system and supporting KM processes, technologies, and knowledge - case studies and success stories - for efficient and effective exchange of data, information and knowledge to improve the Organizational efficiency and service provision and facilitate organizational innovation and learning. 11

12 4. SPECIFIC OBJECTIVES The assignment has three categories of specific objectives: one for organizational targets, one for transfer of skills and knowledge and for mainstreaming gender and learning. The organizational targets correspond with the outputs in key result area 2 of the new strategic plan aiming at effective CB support through innovative research, knowledge management, facilitation and advice across the sectors for influencing policies and decision-making. The corresponding outputs of these targets are included in the performance contracts of NCBS staff. I. Specific objectives for organizational targets: 1. Support the KM strategy and the development of plans and procedures that guide the overall implementation of all KM activities in NCBS. 2. Have in place guiding principles and the conceptual understanding of a Knowledge management Center (KMC) consisting of informal and formal networking functions within NCBS and among external stakeholders highlighting KM as a primary process in capacity building coordination. 3. Provision of readily accessible information to support planning, decision-making, leadership behavior of staff and management to support implementation of the KM strategy. 4. Capturing of institutional data and helping to ensure that it is codified into knowledge that it accessible to NCBS staff and partners for an improved institutional memory and Organizational learning 5. Improved learning before, during, and after NCBS activities and generating evidence that can promote and shape capacity building knowledge to support visibility of NCBS and influence policies and decisions at national level. 6. To support conceptualizing and designing the data-base containing information on skills, education, experience and talents among the public sector employees and beyond. This work sits well with the knowledge management front facing applications as the back-end, providing significant inputs to the connections linking skills, knowledge and aptitude with people. II. Specific objectives for transfer of skills and knowledge: 7. Assess existing gaps in knowledge management capacities of counterparts. 12

13 8. Developing constant and transparent coaching designs that will state knowledge and skills transfer models for different staffs involved in the primary knowledge creation processes for CB coordination in NCBS 9. Share expert knowledge in a structured manner to support and guide the counterparts to deliver on their performance targets. 10. Train-on-the-job other NCBS staff and user departments. 11. Advice on professionalization and career development of counterparts. 12. Offer strategic advice on knowledge management related issues to NCBS management. 13. Based on identified needs, provide ad hoc advice and training-on-the-job of focal points of NCBS service providers and partner / client organizations in knowledge management. 14. In collaboration with NCBS develop appropriate documentations (including specifications) for procuring the services from a software development firm to develop the skills-database. III. Cross-cutting specific objectives: 15. Mainstream gender in the knowledge management targets and in transfer these skills and knowledge to the counterparts. 16. Integrate learning in planning, execution, monitoring and evaluation of the assignment. 17. Participate in action-research on the NCBS expert coaching implementation framework and present recommendations and lessons learned. 5. SCOPE OF THE ASSIGNMENT The expert coach will assist NCBS counterparts in delivering on their performance targets of developing and managing knowledge generated in NCBS including a KM strategy, Leadership behaviors, Networking, Learning before, during and after and Capturing Knowledge. He/she will work in close collaboration with the Data Analyst Expert Coach and M&E Expert Coach to ensure that knowledge is managed and generated in support of NCBS mandate. He/she will also train NCBS staff of user departments and partner / client organizations and advice management on strategic knowledge management issues. 13

14 6. TASKS AND ACTIVITIES I. Organizational targets: 1. Assist in planning and implementation of long term KM processes in conformity with the new KM strategy. 2. Conduct interviews with all NCBS staff of all and identify priorities for an improved knowledge management framework and coach all of them as deemed necessary with an aim to building a robust Knowledge base on the following areas: What type of information is needed for progress and impact monitoring as well as planning as well as decision-making for management? Elaborate KM processes such as After Action Reviews, Appreciative Inquiry, Infographics, Storytelling, Peer Assists, etc., and encourage management support of support the development of competencies among staff to regularly utilizing these as a means to elicit tacit and collective knowledge. Elaborate KM capture tools on the use of the latest technologies such as e- mails calendars, blogs, intranet and website interactivity taking into account regulatory and privacy measures thereof. 3. Prepare action plans and materials detailing the implementation of long term KM processes in conformity with the new KM strategy. 4. Capture institutional data to be codified into knowledge that it accessible to NCBS staff and partners for an improved institutional memory and organizational learning. 5. Lead and coordinate operations-related quantitative and qualitative research and thematic/sectoral/development-oriented research relating to capacity building and management issues aligned to NCBS key areas of interventions to capture and share key lessons learned. 6. Improve learning before, during, and after NCBS activities and improve reporting on the achievement of NCBS targets and impacts and how responsible units and divisions will collaborate to achieve this. 7. Carry out regular assessments, reviewing processes and implementation of new changes as per the new KM strategy. 14

15 8. Collaborate with the Data Analyst, the KM Specialist and the ICT specialist in the establishment of knowledge infrastructure and selection of knowledge and learning instruments, ranging from the application of advanced state-of-the art electronic/digital systems including but not limited to shared drives, intranet, and interactive websites to support production, sharing, and capture of information as well as support learning, knowledge dissemination and information sharing. 9. Strengthen the importance of knowledge management into strategic planning at all levels synthesizing results generated, success stories and lessons learned. 10. Conduct an institutional audit and KM needs assessment, including overview of Information architecture, drawing on work that has already been done in these areas. Identify responsible NCBS staff involved in various aspects of knowledge generation and management, building on previous approaches such as the KM Core Team and subgroups established by NCBS. 11. Review the current skills-database and suggest appropriate changes in its design, and propose through the development of specifications to enhance its usage and integration in knowledge management work processes. 12. Review of the current KM Strategy and its Implementation Plan, and provide expert inputs to it and recommendations to its implementation. II. Transfer of skills and knowledge: Together with the KM Specialist at NCBS, draw a roadmap of meetings with the NCBS KM team to agree on the scope, approach and timeframe for the coaching and mentoring assignment and decide on the critical benchmarks involved in the assignment. Develop constant and transparent coaching designs that will state knowledge and skills transfer models for different staffs involved in the primary knowledge creation processes for CB coordination business at the NCBS. Benchmark global and national good practices in terms of data analysis and use this information to coach and mentor the counterpart NCBS staff. Coach the NCBS counterparts on dissemination of key statistical Capacity building findings. Based on identified needs, advice and train-on-the-job focal points of NCBS service providers, partner / client organizations in data management applications and usage of data. Plan, implement, monitor and report on expert coaching process and results, challenges and measures (according to standard templates). 15

16 Provide inputs in NCBS Capacity Building Plan (HRD Plan) for further training and capacity enhancement. III. Crosscutting tasks and activities: Ensure that knowledge management systems and applications are gender disaggregated. Train counterparts on mainstreaming gender in data management. Train counterparts on Results Based Management and effective teamwork. Organize learning processes and document learning through case studies. Participate in peer reviews on NCBS coaching framework including recommendations and lessons learned. 16

17 6. NCBS COUNTERPARTS The Knowledge Management expert coach will coach and train-on-the-job the following direct counterparts: a. NCBS KM Specialist b. ICT specialist c. Human Capital & Skills Development Specialist d. Institutional Capacity Development Specialist e. Cluster Specialists f. KM Core Team at NCBS g. NCBS staff of user departments h. Focal points of NCBS CB service providers, targeted partner / client organizations (based on identified needs). 12. EXPECTED DELIVERABLES AND OUTPUTS Key broad deliverable will be functional Knowledge Management as a discipline and function to effectively coordinate CB in the country. Other deliverables are: 2. Inception report to be submitted within 6 weeks and approved within 8 weeks after start of contract. The inception report covers: a. Organizational assessment identifying capacity constraints (systems and counterparts) in knowledge management including strategies (gender sensitive if applicable) to address them. b. Comments on the TORs that require attention of NCBS, including an interpretation of the KM strategy. c. General and specific objectives d. Deliverables and outputs (as per the three categories) e. Approach and methodology (including gender mainstreaming) f. Annual work plan including time line and events calendar g. Budget of the annual work plan h. Monthly monitoring and follow up mechanisms i. Specifications document/s primarily intended to be used for obtaining services from a software development firm for developing the skillsdatabase. j. Learning strategy, methodology, tools and application 17

18 k. Monthly and annual reporting templates adapted to specific assignment. 3. Monthly progress report: detailing the progress on performance targets and knowledge and skills transfer including coaching and other challenges and proposals to address them. 4. A quarter progress result in the format to be provided by NCBS 5. Annual performance appraisal at the end of year one, consisting of a Results Report of the first year and interview with NCBS management. 6. Exit strategy report due 3 months before end of the contract period 7. End of contract report: this report should summarize the whole assignment status, delivery of outputs and deliverables, coaching achievements, best practices, recommendations and lessons learned. Outputs for NCBS organizational targets are: 1. A knowledge management situational analysis report for NCBS. 2. A set of KM processes and supporting technologies, including case studies and success stories. 3. Updated and operational CB databases e.g. national skills database. Outputs for transfer of skills and knowledge are: 12. On-the-job / coaching annual work plan for NCBS counterparts to strengthen knowledge management capacities Satisfactory performance appraisals of NCBS counterparts. 15. Needs assessment of professionalization and career development of counterparts. 16. Monitoring and feedback reports on coaching and mentoring. Outputs for crosscutting issues are: 3. Peer learning sessions / reviews to promote learning and sharing of best practices 4. Case studies / success stories 5. Checklist of gender mainstreaming in knowledge management (optional depending on its feasibility and usefulness) 13. DURATION OF THE ASSIGNMENT 18

19 The duration of the assignment covers an initial period of 12 calendar months with renewal of contract of 12 months upon satisfactory performance appraisal. 14. ACCOUNTABILITY AND REPORTING APPROVAL MECHANISMS The Knowledge Management Expert Coach will be administratively and technically accountable to the NCBS Division Manager Strategic Operations and Quality Assurance and SACB Project co-manager under the overall supervision of the Executive Secretary of NCBS. Additionally, reporting on further strengthening the NCBS coaching framework will be overseen by the Division Manager CB SOQA and SACB project co-manager. Detailed planning and reporting including approval mechanisms will follow the NCBS operational framework for expert coaching for this and other coaching assignments in identified NCBS organizational areas. 15. REQUIRED PROFILE OF THE EXPERT COACH Highly competent, mature, experienced and self-motivated person with integrity Analytical, decisive, results oriented, innovative and gender sensitive Proactive with ability to take initiatives Ability to work under pressure and effectively work in teams Strong facilitation skills with ability to guide and monitor performance Excellent coaching skills and ability to transfer knowledge and skills to others Excellent computer, writing and communication skills 19

20 16. REQUIRED QUALIFICATIONS AND EXPERIENCE At least a Masters degree in Information Science and Knowledge Management field or Information Technology Management with five years relevant work experience. Or: a Bachelors degree in Information Science and Knowledge Management field with ten years relevant work experience. At least five years proven international experience in Information and knowledge management undertaken (with work certificate. Experience in the East African Region is an advantage Demonstrated international experience in training, facilitation and coaching assignments (with work certificate). Experience in the East African Region is an advantage. Previous experience working on capacity building programs or assignments will be an asset. Experience in IT Management 17. OTHER SKILLS AND ATTRIBUTES He or she must have competitive computer skills preferably using MS access, and Excel Strong writing, communication, presentation, and interpersonal skills are required as well as ability to meet strict deadlines. Equally important are the following skills; Statistical fluency, investigative creativity, and analytical objectivity Ability to analyze datasets to uncover trends and patterns Commitment to continuous improvement in organizing and technical systems Communicates effectively to non-technical teams and thrives in a dynamic environment Coordinate with customers and staff and provide support to all data analysis. Perform data analysis on all results and prepare presentations for clients. Perform audit on data and resolve CB business related issues for customer base. 20

21 ORGANIZATIONAL DEVELOPMENT (OD) EXPERT COACH TERMS OF REFERENCE 2. BACK GROUND AND CONTEXT The mandate of NCBS is to contribute to a strong national workforce and performing organizations that deliver quality services to achieve the national development agenda. NCBS mission is to coordinate capacity development interventions and provide CB support at institutional and organizational levels to ensure that capacity development interventions are aligned with the national priorities of the EDPRS-2 and are integrated in the national planning framework. After the organizational restructuring in 2012/13 NCBS has updated it strategic plan Strategic priority is to strengthen NCBS organizational capacities to effectively and efficiently deliver NCBS services and deal with the fast changing Capacity Development environment. One of the key result areas of NCBS Strategic Plan is about staff effectively and efficiently delivering NCBS mandate. In order to to put in place an OD conceptual framework; strengthen OD systems; procedures and capacities, NCBS has decided to hire an Organizational Development Coach. The Organizational development coach is expected to be an independent expert who shall analyze the working environment at NCBS and recommend changes to improve employee morale and efficiency. The OD coach is also expected to bring a broad range of experiences and a consistent, thoughtful approach to helping NCBS solve organizational problems. The assignment is a joint undertaking of NCBS and Belgian Development Agency (BTC) under the Strategic Approach to Capacity Building (SACB) Project. NCBS and BTC share responsibility for the anticipated results including knowledge and skills transfer, which the expert coach is expected to deliver. 2. GENERAL OBJECTIVE The General Objective of the assignment of the Organizational Development Coach for NCBS is to put in place an OD conceptual framework; strengthen OD systems; procedures and capacities that contribute to quality service delivery and organizational effectiveness through an organizational change management process. 7. SPECIFIC OBJECTIVES 21

22 The assignment has three categories of objectives: organizational targets, transfer of skills and knowledge and mainstreaming gender and learning. The organizational targets correspond with the outputs in key result area 7 of the new strategic plan aiming at staff effectively and efficiently delivering NCBS mandate. The outputs of these targets are included in the performance contracts of identified NCBS staff who will be counterparts of the expert coach. I. Specific objectives for organizational targets: 1. An OD Conceptual Framework 2. An operationalised Change Management Plan for NCBS 3. Updated NCBS Procedures Operations Manual. 4. An operational HR Management & Development system that has competency based job descriptions, efficient and effective recruitment, contract management and performance management, salary packages including reward criteria and staff capacity and career development. 5. Advisory support in HR procedures being integrated in the NCBS electronic document management system (EDMS) with additional need based extensions. II. Specific objectives for transfer of skills and knowledge: 18. Overview of existing OD capacities of counterparts. 19. Share expert knowledge and new developments in strategic HR for Organizational Performance with counterparts 20. Ensure NCBS Managers (middle and senior) staff capacities in HR M&D to effectively manage and update HR documents, systems and procedures and deliver on performance targets. 21. Advice on professionalization and career development of counterparts. 22. Strategic advice on strategic OD issues to NCBS management. 23. Advice and liaise with focal points of NCBS HR service providers and partner organizations / institutions and change management. III. Cross-cutting specific objectives: 24. Mainstream gender in the OD targets and transfer these skills and knowledge to the counterparts. 25. Integrate learning in planning, execution, monitoring and evaluation of the assignment. 26. Participate in action-research on the NCBS expert coaching implementation framework and present recommendations and lessons learned. 22

23 8. SCOPE OF THE ASSIGNMENT The OD expert coach shall share his/her OD expertise through collecting and sharing relevant OD information and applying up to date OD practices and methods in carrying out the assignment. He/she is expected to work with identified counterparts in NCBS to transfer OD knowledge and skills and advice in capacity development of staff in strategic OD. He/she shall also contribute to the further development of expertise coaching as an approach to capacity development in the Rwandan context. He/she shall work together with Knowledge Management and M&E expert coaches and interact with HR experts of HR networks and HR partner institutions. 9. TASKS AND ACTIVITIES This assignment undertaken by the following tasks and activities shall underpin organizational change; collaborative approach to change; emphasizing improving and enhance organizational/ individual performance; take into consideration transactional and transformational factors and represent a systemic approach. I. Organizational targets: 1. Conduct an Institutional Audit that shall be captured in a Situational Analysis Report at the following three levels: At the Institutional Level examining the legal framework of NCBS operations and the formal and informal rules and practices that govern functions and relationships within NCBS and its stakeholders as well as clients. - Special focus should be on the relationship between NCBS and the external environment as well as the internal dynamics of NCBS At the Organizational Level, examining the structures, internal systems and processes, as well as the human, physical and financial resources available. It will examine the way in which objectives are set and strategies are formulated, and how resources are allocated. This level will include examination of how effectively tasks and actions align with objectives and how efficiently these are carried out. At the Individual Level, examining the skills and capabilities of staff to undertake the tasks designated to them, looking at key issues that impact on effectiveness including ownership, motivation, morale and attitude. 23

24 The diagnosis of information drawn from the Institutional Audit should provide baseline information to inform OD technical interventions to improve organizational/ individual performance. 2. Review and assess impact and effectiveness of already undertaken and ongoing OD interventions for NCBS to ensure better alignment effectiveness and coordination of future OD interventions. 3. Review and update POM especially the HR component 4. Plan for adequate systems and procedures and required staff capacities for improved HR Management in NCBS. 5. Update HR systems and procedures in line with policy guidelines. 6. Incorporate competency framework in job descriptions, recruitment and performance management (Imihigo s). 7. Analyse the appropriateness of HR functions within and between the departments and the organization. 8. Identify gap analysis in job competencies and develop comprehensive staff development plans (NCBS capacity building plans). 9. Support Talent Management at NCBS - Help managers assess their department's workforce and build effective capability matrices so that the right people are in the right roles with the right set of skills at the right time. II. Transfer of skills and knowledge: 1. Benchmark international and regional good practices in OD and change management and share this information with NCBS counterparts. 2. Coach the NCBS counterparts in identifying HR management and administrative procedures, institutional set up, work environment, delivery tools e.g. equipment and infrastructure, all of which contribute to the effective Human Resources management. 3. Plan (annually and monthly), implement, monitor and report on coaching process and results, challenges and measures (according to standard templates). 4. Encourage counterparts to find adequate answers/solutions to identified HR challenges and make a work plan for achieving HR targets and enhance HR capacities. 5. With counterparts, identify further training and capacity enhancement needs and plan for it (NCBS capacity building plans). 6. Recommendations to NCBS and NCBS HR partners on strengthening HR capacities to effectively deal with HR at operational and strategic levels. III. Crosscutting tasks and activities: 1. Ensure that OD, HR systems and procedures are gender disaggregated. 24

25 2. Train counterparts on mainstreaming gender in HR management. 3. Train counterparts on Results Based Management and effective teamwork. 4. Organize learning processes and document learning through case studies. 5. Participate in peer reviews on NCBS coaching framework including recommendations and lessons learned. 6. NCBS COUNTERPARTS The OD expert coach will coach and train-on-the-job the following direct counterparts: 1. NCBS Director of Administration and Finance 2. Human Resource Officer 3. Human Capital and Skills Development Specialist 4. Institutional Capacity Development Specialist 5. NCBS staff of user departments 6. (Based on identified needs) focal points of HR capacity providers / networks and HR partner institutions. 18. EXPECTED DELIVERABLES AND OUTPUTS Key broad deliverable will be effective and efficient delivery of NCBS mandate, which includes Human Resources Management and Development. Other deliverables are: 8. Inception report to be submitted within 6 weeks and approved within 8 weeks after start of contract. The inception report covers: a. Organizational assessment identifying capacity constraints (systems and counterparts) in HR including strategies (gender sensitive if applicable) to address them b. Comments on the TORs that require attention of NCBS c. General and specific objectives d. Deliverables and outputs (as per the three categories) e. Approach and methodology (as per the three categories) f. Annual work plan including time line and events calendar g. Budget of the annual work plan h. Monthly/ quarterly monitoring and follow up mechanisms 25

26 i. Learning strategy, methodology, tools and application j. Monthly, quarterly and annual reporting templates adapted to specific assignment. 9. Updated HR strategy for NCBS and Procedures Operations Manual to guide implementation of HR M&D. 10. Monthly progress report: detailing the progress on performance targets and knowledge and skills transfer including coaching and other challenges and proposals to address them. 11. Quarter progress report detailing achieved results in terms of performance targets (with success stories) and knowledge and skills transfer with a plan for next quarter 12. An operationalised Change Management Plan for NCBS 13. Annual performance appraisal at the end of year one, consisting of a Results Report of the first year and interview with NCBS management. 14. End of contract report: this report should summarize the whole assignment status, delivery of outputs and deliverables, coaching achievements, best practices, recommendations and lessons learned. Outputs for NCBS organizational targets are: 1. An assessment report of the existing HR systems, procedures and staff capacities. 2. Updated HR Management and Development systems and procedures in place and operational. 3. NCBS operationalized Change management Plan 4. Updated competency based job profiles. 5. Aligned performance contracts and performance appraisals. 6. An annual competency related NCBS CB plan. Outputs for transfer of skills and knowledge are: 1. On-the-job / coaching annual work plan for NCBS counterparts to strengthen HR capacities. 26

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