Somali Urban Investment Preparation Project Project #: P150374
Somali Urban Investment Preparation Project Project #: P150374


Republic of Somaliland

Hargeisa Municipality

Somali Urban Investment Preparation Project

Project #: P150374

Terms of Reference    

HR and Public Administration Expert


A.        Background:


The Somali Urban Investment Preparation Project (SUIPP) Project Number P150374 Is Project to Prepare project that is support feasibility, assessment and preliminary design studies for urban investment activities, which could be funded from a Multi Partner Fund (MPF), in the municipality of Hargeisa. Apart from preparation of the project, this project intends to build the capacity of Hargeisa Municipality in order to be able in managing the upcoming SUDP project.  


The SUIPP comprises a “project to prepare a project”. The main project – to be prepared by SUIPP -, called the Somali Urban Development Project (SUDP), intended for support by the MPF. Pursuant to relevant Bank Operating Procedures, which specifically allow for such situations, and given that the project has an environmental safeguard categorization of B, the activities to be supported under the SUDP will include both detailed project design and implementation. The activities to be undertaken under the SUDP in Somaliland constitute the enhancement of solid and liquid waste management and water supply in Hargeisa, the extension and institutionalization of the Local Development Fund, and institutional strengthening activities focused on the Hargeisa Municipality and the Hargeisa Water Agency.


Preliminary preparation, which includes feasibility studies and preliminary design for the main infrastructure activities under the SUDP, as well as a number of potential urban infrastructure investments on the Somaliland territories, and a range of institutional assessments, will be undertaken under the SUIPP – i.e. the project which forms the subject of Project Implementation Manual - also to be supported by the MPF. Some of the output of the technical work undertaken under the SUIPP will provide the basis for the preparation of the SUDP, while the scope of TA should also be applicable to urban development projects in a variety of different funding contexts. It should be noted that final design work itself – e.g. detailed engineering design, social and environmental impact assessments, exploratory drilling and preparation of bidding documents – will not be undertaken as part of the SUIPP. They will be undertaken as part of the SUDP or other projects under different financing arrangements and funding to cover these costs will be included in the project documentation and proposals relating to that operation.


Overall, the SUIPP will support two basic types of activity:


  1. Feasibility and preliminary design studies for the physical investments that will be supported by the SUDP and other urban development projects, and institutional assessments of the agencies that will execute these investments to provide an informational and analytic base for the preparation of institutional strengthening activities that will be supported by the SUDP. In order to facilitate the quick execution of these activities, they will be executed by the Bank pursuant to OP 10 (para 12);


  1. Provision of technical assistance to enhance the capacity of the Somali executing agencies to prepare and implement urban development projects, such as the SUDP, effectively and efficiently and to mitigate fiduciary and safeguards risk. These activities will be client executed. The SUIPP activities briefly described in “b” will implemented by Hargeisa Municipality (HM).



As result of this, in the framework of the SUIPP Project, Institutional Assessment (IA) Assignment facilitated the Government Agency to identify and put in place the necessary requirements to effectively start with the SUIPP and to prepare itself for the SUDP. The IA assignment was conducted from April to July 2016 by four TA teams of international and national consultants in Hargeisa. The IA assignment methodology and approach aimed to ensure that our inter-action with the counterparts was:

·          Extractive: using tailor-made tools to retrieve through desk document study and from field visits, in a relatively short time and in a systematic manner, the institutional and organizational capacity-assessment data, that yielded summative and formative findings.

·          Participatory: diagnostic assessment was done in a process-consultancy mode, whereby we engaged with the agency counterpart in discussions on strengths and weaknesses of, and strengthening measures for, their organization and his/her department

·          Practical: by handing over the tools and information to the Agency counterparts and to the PIU, for further use in the organizational reforms which they will pursue.

Some of the Key Problems Identified in the the study including but not limited to the following major gaps:

1.      Human Resource Planning, Staffing Levels, Staff Deployment and Payroll systems 

The human resource planning, staffing and staff deployment has not been based on systematic processes.  The salary scale is based on the grade of the staff. There are four grades, A, B, C and D. All departments have core staff and all position are filled. One of the main problems is overstaffing, there are no clear Job descriptions for these staff and staffing levels are not with needs of the department, which are not expressed in terms of work load.


In 2015, the MoI, with support from UNJPLG, supported the Hargeisa district and other districts, to standardize human resource management and planning.  The Local Government Employment Regulations and the Government/Civil Service Human Resource Policy, are both in place.


2.      Staff recruitment, Promotion. Transfer, Job Descriptions, Staff Performance

There is no staff performance assessment system, there are no complete personal files/records with qualifications, educational levels, years’ of experience and trainings followed. There are no Job descriptions approved for the departmental staff. The human resource planning is very weak and recruitment of staff is not based on clear needs of the departments. A biometric system registering staff daily attendance was introduced in 2014 and is operational.


MoI with the technical support of UN-JPLG developed local government employment regulation, human resource policy and training modules of human resource management.  The policy and the regulation are not implemented but these documents do provide an opportunity to improve human resource planning, and overall staff development.


3.      Staff Development and Training (Budget) and Social Employer Status

Investments in training and human resources development are extremely low and trainings are given only to a small number of staff. Given the low formal qualification levels of the staff, a systematic and comprehensive training program is of crucial importance. A limited number of staff trainings opportunities are provided and when provided these are mainly used by department heads.


The overall weakness in the Municipality Human Resource Management that was Identified jointly with the Municipality Leadership and SMT was the lack of clear job description, management system, supervision and role division of the Municipality staff at departmental level as well as lack of right sizing of the Municipality staff based on the department layouts and needs of the staff as well as job tailored trainings.


Thus, Municipality leadership and management team have identified the need reviewing the departmental staff and their trainings. This processes required to get professional human resource specialist and public administration specialist to review the Municipality human resource gaps, departmental staffing and structure and job description.


In the framework of SUIPP Project, the project is mainly dealing with waste management and closely working with department of Social Affairs, thus, this Project will support the department of Social Affairs on strengthening department operations by assisting institutional building for the department. In this assignment, The SUIPP will support the department to get technical assistance on improving department HR and Sub-structure.



B.        Objectives of Assignment:


The main objective of this assignment is to provide technical assistance to Hargeisa Municipality Social Department (SD) to undertake a functional review processes by reviewing departments functions, roles, layout and sub-structure, identify department staffing need and job description of each position.    


C.        Scope of Services:


The Public administration/human resource expert scope of services to lead a sequence of activities starting from review of the SD of HM functions, structure, staffing through desk review and HM SMT and Department Officials Key Informative conversations, then sensitization of Municipality leadership and SMT on the key elements and importance of planed intervention on Social Department Functions and human resource followed by trainings and mentoring. The duties and function of the Public administration/human resource expert is, but not limited to:    


a)    Review SD functions, roles, structure and staffing through desk review using recently capacity assessment report done by crown agent, and key personal conversations  


b)    In consultation with the SUIPP Project Implementation Unit, Executive Secretary, and SD of HM  - develop comprehensive and Participatory Department Review focusing on the SD functions, staffing, job description and management framework.


c)    Facilitate 2 days Planning and Intervention on SD HR for municipality leadership and SMT to understand the current status, proposed intervention and implementation plan for sensitization and stimulating their support and commitment  


d)    Manage and provide technical facilitation for four department tailored training workshops to enhance the knowledge of the staff, and through participatory approach of learning and contributing department staffing and future plans.


e)    Ensure the SD functions are Identified, departmental layout and staffing is also identified.


f)     Review and Develop with the contribution of departmental directors and their available professional staff, the job description of each position in the departments.


g)    Produce recommendations and report for the Municipality leadership on short-terms solutions and long-term solutions for improving Municipality HR system and achieving rightsizing, competent and adequate staffing for each department.  


h)   Carry out any other identified tasks during the period of consultancy that can be accommodated within the framework of the proposed plan.


D.        Outputs and Performance Criteria


The HR and Public Administration Expert will be responsible for the following reports:


  • Desk Review Report and Road Map of the Assignment  
  • Clear SD functions, department layout, sub-structure, staffing and roles of responsibilities  
  • 5 Participatory Participatory Planning Training Workshops for 30 Participants each
  • Final Report



E.        Required Qualifications


The HR and Public Administration Expert is expected to have relevant skills and qualifications for the position, with particular focus on the following:


  • University first degree with major in a relevant discipline (e.g. Public Administration, Human Resource,) and relevant training in office management work;
  • A post graduate degree will be an added advantage;
  • Prior Work Experience: At least 5 years of public administration and human resource work with not less than 3 years’ human resource work;
  • At least 1 Year experience in working Government Institution in Somaliland – civil service project will be highly appreciated.
  • Experience on providing training/teaching or skill transfer to employees.
  • Knowledge on Managing and Supervising Team.
  • Excellent Writing skills in both English and Somali
  • The ideal candidate must be well organized, self-motivated, highly responsible and able to work in team, analytical, conceptual thinking, ability to take risks and make independent decisions; ability to work unsupervised and under pressure; and
  • Must be computer literate in Microsoft Office (Word Processor, Spreadsheets etc) and any other applications used in procurement


F.                     Duration and conditions of service


·        Duration


The Duration of this assignment is 8 Weeks (60 working days) – The number of days on this assignment can be split into three or more months based on the availability and commencement of the work.


·        Remuneration


The fee for this consultancy will be on daily based. The rate for the position will be paid in accordance with the projects budget.


G.                   Application Processes and Deadline


·        All interested candidate for this positions will send 1) Cover Letter 2) updated CVs and 3) 60 working days’ action plan for delivering roles and functions outlined in this TOR

·        Cover Letter & CVs in 1 PDF file and 60 working days’ action plan in Second PDF file 

·        The two files will be send to this email: akeid@hotmail.comand copy to - with the subject HR and Public Administration Expert

·        Application deadline is June 25, 2017 before 05:00 pm in the afternoon.

·        Due to urgency of this consultancy work, the expected consultant is expected to start in July/August