Project: TALA-0003c Human Resource Development for improved governance and modernization of MARN and SINAMA in El Salvador

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1 Question & Answer Conference Call Project: TALA-0003c Human Resource Development for improved governance and modernization of MARN and SINAMA in El Salvador Date: 10 January 2013 Time: 16:00 16:50 UK time Participants: Climate Development Knowledge Network (CDKN): Isabela Souza (El Salvador Project Manager), Alison Cambray (Head of Technical Assistance), Helya Mohit- Zadeh (Procurement Manager) and Qas Khattak (LAC Procurement Officer) Ministry of Environmental and Natural Resources (MARN): Herman Rosa Chávez (Environmental and Natural Resources Minister), Lina Pohl (Environmental and Natural Resources Vice-Minister), Sonia Baires (Climate Changes and Strategic Director) and Celina Monterrosa (Ministry Advisor) Suppliers: Mark Kowal (Factor CO2), Mariano Gutierrez Alarcon (Lunardog Limited), Floralba Ardila (LiderazgOrganizacional), Magdiel Guardado (Grupo Servintegra) and Ivan Seassal (I&D Consulting) Objectives of the Q&A conference call: 1. To invite Herman Rosa Chávez (Environmental and Natural Resources Minister), as the service recipient, to outline the support that El Salvador s Ministry of Environment is seeking; 2. To update interested bidders on progress at the Ministry; and 3. To allow the suppliers to ask any questions that they may have. Introduction from Herman Rosa Chávez (Environmental and Natural Resources Minister) Background: The Ministry of Environment was established in 1997 but has begun to play a much larger role in the Environment since 2009, under the current administration. Unlike other Latin American countries, the Ministry of Environment in El Salvador is responsible for many other services including Meteorological, Geological and hydrological services, thus providing a critical advisory role the National Civil Protection System. El Salvador is considered a high risk country. As a result this ministry plays a much more important role compared with other ministries across the world. The impact of extreme weather events in recent times has given the Ministry of Environment greater political space than in previous years.

2 What we are looking for: The Ministry is seeking to establish an accredited skill-based programme for capacity building and is seeking a supplier to manage the HR requirements and implications of this. Part of the supplier s role would be to transfer knowledge to the Ministry in order to leave in place a Human Resource System with a scheme for recruiting, training, promotion of the staff and other HRrelated activities. The Ministry is seeking to put in place a more formalised public service system.

3 Questions and Answers Questions answered in the Conference Call 1. Does this project relate to climate change only? No. This project is not only about Climate Change. In fact, it addresses the whole range of activities that fall under the Ministry of Environment mandate, which is provided by the National Environmental Policy. 2. This project is being procured as Component 2 of a wider programme. What does Component 1 of this programme relate to? Component 1 will be running in parallel to this project (Component 2). Component 1 focuses more on organisations/institutions and processes at an institutional level whilst Component 2 focuses more on people and staff. Brief information on Component 1 is provided on page 8 of the Terms of Reference. Please also see Question D below. CDKN expects to release a tender for Component 1 by the end of January 2013 with the intention of beginning work on Component 1 by March We expect there to be synergies between the two Components. Teams from each Component will interact with one another to help identify synergies, and agree a common work plan. In addition, there will be a Technical Assistant who will be engaged throughout this programme, and whose role will include coordinating components 1 and Are we expecting Component 1 to feed into Component 2 or to work in parallel? In addition to what is mentioned above, the two Components will run??? in parallel with one another. 4. What is the role of the CDKN Technical Assistant? As funders of the project, CDKN s role will be to liaise between MARN and the Supplier. CDKN s role will also include project managing the supplier and ensuring quality assurance of the deliverables. 5. Does the competencies analysis aim only to assess technical knowledge or would it also require managerial skills? If so, how deep would this need to be? Suppliers are required to explore the managerial and soft skills required for a results and service oriented operational framework. Currently, the Ministry of Environment has worked under a bureaucratic culture in which people have been more focused on following rules and have not understood the importance of focusing on results and providing high quality services to the different stakeholders the ministry related to. The shift from a bureaucratic to a results-driven and service oriented culture requires, amongst other things, strong managerial skills in middle and upper level staff, team work skills as it is only recently that people have begun to work in teams at the Ministry, and the capacity to work with others outside the ministry, in addition to communication skills.

4 6. How much technical knowledge should the suppliers expect for employees? It should be assumed that employees of the Ministry have most of the technical knowledge that is required. The aim of this project is not to train staff in technical knowledge or skills, but to focus on the softer skills required for a successful transition. Please see the question above. 7. Should we also include some type of training with respect to civil service and the orientation of managers and directors to public beyond results-oriented training and skills? Yes this would be useful. There is a desire to move away from a bureaucratic culture to a more service-oriented culture. 8. What proportion of time spent on training the staff is expected to cover Climate Change? There is no need to train people on specific Climate Change issues, biodiversity or pollution control. In general there is enough technical expertise at the Ministry and we are not expecting specific technical training on environmental issues under this Component. However, the HR system that will be left in place needs to be able to identify gaps in technical skills and provide for a scheme to fill those gaps. 9. What type of documentation is needed to accredit our local partner? The proposal should have relevant case studies/experience, name of personnel and CVs of local partner.

5 Questions not answered in the Conference Call A. It is not expressly implied in the TORs that the HR systems to be designed be accompanied by software applications for their implementation. Are we to assume this is not a requisite? HR software should be considered and quoted separately. It is likely that MARN might cover for the costs of software, as this is not a standard item of CDKN support. In addition, free software and open license software should be given priority. There is a system in place that should be evaluated as part of the consultancy to determine if it is adequate or it needs changes or replacement. B. If software applications are NOT a requisite of this project, is there any limitation in using third party software applications in the piloting process? Are we free to make our own proposal of relevant packages? Would MARN wish the costs to be specified separately? Does MARN see this as a useful addition and a priority? As per above, software applications should be considered, and: - Yes, the supplier should make their own proposals of relevant packages, bearing in mind that there are limited budgets from CDKN and from MARN to cover for it; - Yes, costs should be specified separately; - Yes, this is an important part of a functioning HR system. However, any software is just as good as the information that goes into it. C. How much, and in what manner, is the Secretariat for Strategic Matters going to be involved in the process of HR systems design? Will they be part of the approval of the designs? The Sub Secretariat of Governance and State Modernization is part of the Presidential Secretariat for Strategic Affairs. The Sub Secretariat of Governance and State Modernization is the governing body that is responsible for the modernization and strengthening of public administration. The Sub Secretariat is in an embryonic stage of its policy of strengthening public administration. To this extent, this project TALA-0003c will serve as a pilot project for it. A point of contact from the Sub Secretariat will be engaged throughout the project, including the selection of supplier, so that lessons learned can be replicated in other Ministries. More information can be found in the following link: D. Can you describe in more detail the expected outputs of Component 1 and the likely progress and timing in that tender? By which month could this Component likely deliver its first outcomes? Would this be available to inform Component 2, and in what ways do you envisage inter-component synergies? The combined aim of components 1 and 2 are to increase the country s institutional readiness for mainstreaming climate change. The overall goals of each component are: - Component 1: strengthening capacity for institutional coordination role of environmental ministry and national coordinating body, SINAMA: leaving institutions that are fit for purpose as a legacy of the current political term is a priority of this government, to ensure that all the work that has been done in creating new environmental policies, strategies and action plans during this term (which ends in June 2014) are implemented in the next terms. (Ref. TALA-0003b) - Component 2: Human Resource Development for improved governance and modernization of MARN and SINAMA: design and implement a Human Resources system in MARN that establishes processes for the selection of personnel, annual appraisals, promotions and talent management as well as skills based training. In addition to the work in MARN, the skills of

6 personnel of climate change units in different ministries and municipalities will also be assessed and training designed according to competencies needed. (Ref. TALA-0003c) We hope to competitively advertise a tender for Component 1 by the end of January and to kick start the project by the end of March. It is expected that both components will run in parallel and feed into each other. We envisage the teams of both suppliers having regular meetings and adjusting work plans according to synergies identified. In addition the Technical Adviser to the project will coordinate this interaction. E. Accreditation implies a long term relationship, beyond the 11 months of this assignment. What means do you expect to be put in place to ensure continued accreditation services of the educational supplier by the accrediting body over the medium-term? We expect a partnership to be in place between MARN and the accreditating body. The form of the partnership could vary depending on the accreditating body. At a minimum we expect a Memorandum of Understanding highlighting curriculum for different skills. F. We comment that as SINAMA is not yet really up and running, it does not exist as an entity with its own HR systems, rather it works as an incipient network. What does this possible weakness imply for our contributions? This is a challenge the supplier will have to cope with. Component 1 (TALA-0003b) will have a larger focus on the institutional functioning of SINAMA, while Component 2 (TALA-0003c) should focus on a sample of the people in SINAMA (please see page 7 of the Terms of Reference for further clarity). G. In the Scope of Work, Paragraph (3) accreditation via partnership with renowned educational institutions: must the institutions be foreign institutions (non Salvadoran)? Are we focusing on institutions specialised in civil service and management or those that are specialised in the environment? The Institutions can be either foreign or national. The focus should encompass both civil service/management and environment. H. Should the supplier include the cost of a human resources management software in its offer or should it rely on the current program? Please see answers to questions A and B I. Can a supplier present an offer in the name of a consortium of companies or are subcontracts the only acceptable format of alliance? Proposals may be in the form of consortiums however, all CDKN contracts are contracted by PwC (the lead alliance partner of the CDKN) and PwC expects that there be one lead applicant in the Consortium who will be in contract with PwC. Sub-contracting arrangements would be in the remit of the lead supplier of the consortium to arrange.

7 J. As per the CDKN Outsourced Service Provider Contract, Section 3 "Fees and Taxes", Paragraph 3-4, we understand that we should include in our offer the VAT payable in El Salvador; please confirm that this program is not tax exempt. CDKN is not tax exempt and all applicable taxes should be included in the proposal (preferably clearly identified and as a separate item in the budget). K. Is there a possibility to obtain all the documents mentioned in the Report of advances on Marn s HR strengthening marn3.pdf from the background information package? (Plan estrategico de recursos humanos , Manual de reclutamiento, selección y contratación de personal, manual de inducción, manual de descripción de puestos y funciones del Marn, El diseño del perfil professional, manual de evaluación de desempeño por competencias y metas etc.) The wining supplier will have access to this document upon signature of a CDKN contract. L. We understand that the budget envelope of 300,000 to 350,000 applies to the assignment, without considering the optional training for MARN directors and managers? If that is correct, then should the offer specify a further amount, which could theoretically take the total (with that option) above the maximum ceiling? The maximum budget is 350,000 inclusive of any training. M. We understand from the Minister's presentation that technical topics both concerning environmental management as well as climate change adaptation and mitigation, are estimated to be a very low priority for training, at either pilot, or at advanced level for senior managers. Can you confirm that? Is it correct that skills development is predominantly (or indeed only) likely to be required in the wide range of "soft skills" that he mentioned (such as result-based management, working with society, partnerships, inter-sectoral collaboration, strategic planning, teamworking etc.)? This project is not a training project, it is a people change project, and any training content will be confirmed and depend on the analysis carried out during the gap analysis.