Posted June 25, 2021 at 22:54 by Tohoza INFO

Support to the Review and Development of ICGLR’s Vision and Strategic Framework At GIZ Rwanda, Kigali-Rwanda – CLOSE: 12/07/2021

(EoI)- Support to the Review and Development of ICGLR’s Vision and Strategic Framework

Expression of Interest (EoI) Support to the Review and Development of ICGLR’s Vision and Strategic Framework

 The Deutsche Gesellschaft für Internationale Zusammenarbeit GmbH (GIZ), is a German development agency that provides services in the field of international development cooperation and international education work. GIZ works with partners in national governments, actors from the private sector, civil society, and research institutions to deliver effective solutions that offer people better prospects and sustainably improve their living conditions. GIZ’s vision and long-term goal is to provide tailor-made, cost-efficient, and effective services and solutions for sustainable development.

0.  Context

The International Conference on the Great Lakes Region (ICGLR) is an inter-governmental organization composed by 12 member states in the African Great Lakes Region. Its establishment in 2004 was based on the recognition that political instability and conflicts in and between these countries have a considerable regional dimension and thus require a concerted effort to promote sustainable peace and development. The Secretariat of the ICGLR, based in Bujumbura, Burundi, is the organisations’ technical arm and coordinating body.

As part of its institutional strengthening, and with the support of GIZ and the UN, under the Regional Project on Peace and Security in the Great Lakes Region, several reviews and analysis were conducted between 2017 and 2020 about the Conference Secretariat’s organisational structure, the external structures of centers and fora, resource mobilisation and reporting, HR strategy, administration and management systems, as preliminary steps towards are broader restructuring process. Some of these analyses classified the situation of the ICGLR as “very critical” with several gaps identified in its organisational set-up, administrative, financial and management systems, the functioning of its governance bodies to name but a few.  An organizational assessment of the ICGLR Fora also highlighted several gaps and challenges and concluded that “the Fora have not functioned as well as they should have, due to structural, organisational, financial and capacity reasons”

Similarly, an analysis of the political economy dynamics of the ICGLR conducted by the European Centre for Development Policy Management (ECDPM) described the performance of the ICGLR as “an overall low” and concluded that “a more capacitated organisation could […] help to identify which areas are more strategic than others to support, strengthen ties within the ICGLR family, including various civil society groups, and facilitate better coordination with other regional organisations of what to do and what to leave to others.”

To address these findings, the Ernst & Young Report identified several areas in which reforms are urgently needed to ensure the organisation is fit to implement its mandate.Sever al recommendations in each of the areas described above were brought forward and validated through a consultative process, including all ICGLR structures and ICGLR Member States, through their National Coordination Mechanisms, as the backbone of the ICGLR’s restructuring process.

ICGLR’s 8th Ordinary Summit of Heads of State and Government, held on 20 November 2020, invited the Secretariat in its decision No 38 “to continue the reform process already under way, while at the same time providing a new direction for the revitalization of the Organization, in line with the recommendations made by Ernst & Young”. It is in this perspective that ICGLR’s newly appointed Executive Secretary has requested GIZ to support the revitalization of the Organization through two parallel but complementarity processes: support to the organisational set-up and human resources and the development of a strategic vision. Whilst the first process is already under way, the current Terms of Reference set out the scope of the second process related to the review of ICGLR’s Strategy and Vision and the development of a multi-year Strategic Plan.

With regards to ICGLR’s Strategy and Vision specifically, stakeholders involved in consultative process led by Ernst & Young identified following strategic challenges faces by the organisation:

  • Relevance of the ICGLR Pact on Security, Stability and Development for the Great Lakes Region against the Region’s context today: The Pact was signed in 2006 and, together with its 10 protocols constitute the major pillar and tool in the achievement of the ICGLR’s vision and strategy. However, the Pact, and the creation of the ICGLR was defined in relation to a specific context, i.e. as a response to the conflict in Eastern DRC with its neighboring countries, whereas new political, social and economic changes have taken place in the region/Member States, including challenges such as the COVID-19 pandemic;
  • Disconnect between strategic priorities of ICGLR vis-à-vis those of the Member States: MS indicated that ICGLR’s outputs and deliverables did not correspond to their own national priorities; This lack of alignment has contributed to the limited strategic engagement of Member States in the work coordinated by the Secretariat.
  • Lack of clarity on ICGLR’s role, added value and comparative advantage for peace, security and development in relation to other regional organizations, in particular the Office of the UN Special Envoy for the Great Lakes Region (O-SESG). An overlap between the mandates and governing bodies of the ICGLR and O-SESG has often been cited as creating competition and weakening the influence of the ICGLR in the Region. One observer has also noted: “the ICGLR was created as a conference facility to address the conflicts in the East of the DRC, in particular, but it has outgrown and developed into an organisation which, de facto, behaves like a Regional Mechanism – a function which it could not really fulfil so far.
  • Limited cloud and influence of ICGLR in the region: To date, the ICGLR is not yet fully integrated in the AU (and not formally recognised as a REC, hence does not have any decision-making power within the AU) and there is insufficient interaction and cooperation with other regional entities engaging on similar topics.
  • Insufficient Strategic Planning: Planning is done ad hoc, and not based on strategic objectives. There is currently lack of monitoring and evaluation of the strategic objectives to evaluate progress. Since 2018, ICGLR’s strategic planning has become reduced to the planning of the only external available funding in the framework of the Regional Project on Peace and Security co-funded by the European Union and the German Federal Ministry for Economic and Development Cooperation (BMZ);

In addition, it has been noted the MS face the challenge to adhere to multiple regional organisations, which often have similar, if not, overlapping policy frameworks and operational plans. Indeed, 83% of ICGLR Member States simultaneously belong to either 3 or 4 regional organisations (see annex 1). This creates a significant burden to MS. Ensuring ICGLR’s policy and strategic frameworks are complementary and add value to those of other REC will contribute to a more coherent regional policy environment.

ICGLR’s complex institutional structure, including the functioning of its governing bodies such as the Summit and the Regional Inter Ministerial Committee and ICGLR’s representations at the national level (National Coordination Mechanisms) have also been questioned to be lean enough to make timely decisions and deliver on ICGLR’s core mandate. Significant overlap has further been noted between ICGLR’s governing bodies in the Peace, Security and Cooperation Framework (PSCF), in particular the Regional Oversight Mechanism (ROM), with meetings taking place on the same day on similar topics.

In view of these challenges, several recommendations were issued which have been at the basis for formulation the tasks set out in section 2 of the EoI.

1.Tasks to be performed by the contractor

The contractor is responsible for providing the following services:

a)    Review and Analysis

  • Conduct a thorough review of ICGLR’s founding documents and normative framework, in particular the Pact and its Protocols in light of the region’s current context and priorities of individual ICGLR Member States;
  • Conduct a mapping exercise of the mandates and key interventions areas of other regional organisations that have a peace, security and development mandate (including UN O-SESG, IGAD, SADC, ECCAS, etc.) and identify ICGLR’s comparative advantage vis-a-vis these other regional organisations;
  • Update existing analyses of ICGLR’s institutional (Secretariat, NCM, decentralised entities) and governance structures (RIMC, Summit), their functioning, relevance and effectiveness to deliver on ICGRL’s mandate

b)    Reform ICGLR’s Vision and Strategy with measurable operational plans

  • Based on the review and analysis, support the ICGLR in reforming its vision and strategic framework:
  • Development of a multi-year strategic plan, updating the objectives and aims of ICGLR’s founding documents and normative framework, in particular the Pact and its Protocols to integrate context evolutions, priorities of Member States, taking into account the organisation’s comparative advantage vis-à-vis other regional organisations (What’s ICGLR’s specific “niche”) and other emerging challenges
  • Development of an operational plan to translate the strategy into concrete actions, based on consistent strategic planning principles and a sound monitoring and evaluation framework with clearly identified indicators, baselines, targets and means of verification

c)    Reform ICGLR’s Institutional & Governing Structures 

  • Issue recommendations for reforming ICGLR’s institutional and governance structures

The above processes will be conducted through multi-stakeholder consultations and collaboration to secure the buy-in of Member States to the ICGLR and to renew the commitment of the PACT for each Member State. The ICLGR Executive Secretary will play a critical role to secure this buy-in and commitment.

Certain milestones, as laid out in the table below, are to be achieved by certain dates during the contract term, and at particular locations:

Milestone

Expected Deliverables

Estimated

Timeline & expert days

Up to

Review and Analysis

To be completed 4 weeks after start of consultation

Review founding documents and normative framework

  • Detailed assessment report divided in:
  • Section A “Review and Analysis” (a) review of founding documents (b) mapping exercise (c) analysis of structures
  • Section B “Recommendations” related to (a) updating founding documents and normative framework; (b) comparative advantage ICGLR vis a vis other RECs and mechanisms for increased collaboration (c) reform of institutional and governance structures;
  • Section C: “Methodology” for the development of the multi-year strategic framework

20 expert days

Home based with virtual calls ES/Task Force

Mapping Exercise regional organizations

Analysis of institutional and governance structures

Consultations Phase 1

To be completed 2 months after start of consultancy

Consultative process with key stakeholders () ( Member States)

  • Executive Summary and Powerpoint to present draft Report to stakeholders
  • Revised Final Report  on the process integrating stakeholders comments

15 expert days

10 expert days mission to Bujumbura to prepare with ES/TF and to location were consultation process will be held

5 expert days home-based to finalize final report

Reform of ICGLR’s Vision and Strategy

To be completed 6 months after start of consultancy

Development of multi-year strategic plan

  • Final validated multi-year strategic plan including a  vision/strategic goals translated into English, French and Portuguese

60 expert days spread over a 4 months period

40 expert  home-based; with 20 expert days in the field

Development of operational plan including M&E framework

  • Validated operational plan with M&E plan (following proposed methodology) translated into English, French and Portuguese

Reform of institutional and governance bodies

  • Validated Terms of Reference for reformed institutional and governance bodies

Period of assignment:  up to 95 expert days (10 months) from 26 July 2021 – 31 May 2022

2. Concept

In the offer, the contractor is required to show how the objectives defined in Chapter 2 are to be achieved, if applicable under consideration of further specific method-related requirements (technical-methodological concept). In addition, the contractor must describe the project management system for service provision.

Technical-methodological concept

Strategy: The contractor is required to consider the tasks to be performed with reference to the objectives of the services put out to tender (see Chapter 1). Following this, the contractor presents and justifies the strategy with which it intends to provide the services for which it is responsible (see Chapter 2). The contractor will provide a clear methodology and key deliverables to be produced.

The contractor is required to present the actors relevant for the services for which it is responsible and describe the cooperation with them. In particular, as part of the methodology, the contractor will clarify how the key stakeholders will be involved in the consultative and validation process.

The contractor is required to describe the key processes for the services for which it is responsible and create a schedule that describes how the services according to Chapter 2 are to be provided. In particular, the contractor is required to describe the necessary work steps and, if applicable, take account of the milestones and contributions of other actors in accordance with Chapter 2. This will take the form of a detailed work plan for the duration of the consultancy.

Project management of the contractor

The contractor will regularly report to the ICGLR Executive Secretary and the joint ICGLR-GIZ Task Force that will advise on all steps and deliverables required in the framework of this consultancy.

As part of the validation process, the consultant may be asked, at the request of the ICGLR Executive Secretary to present the findings of the consultancy to ICGLR’s governing bodies.   In addition to the reports required by GIZ in accordance with AVB, the contractor submits the following reports/deliverables:

  • Detailed assessment report to be delivered maximum 6 weeks after the start of the consultancy as per requirements set out above in Chapter 2
  • Draft and Final versions of the updated Vision of the ICGLR and the 5-year Strategic Plan to be delivered in lien with requirements set out above in Chapter 2
  • A final report of the consultancy to be delivered at the end of the contract
  • In addition, GIZ may ask written contributions to reports to GIZ’s commissioning party to be provided mid-August and mid-December respectively.

3.  Qualifications of the Consultant (1 expert only)

The below specified qualifications represent the requirements to reach the maximum number of points.

  • Education/training (2.1.1): University qualification (German ‘Diplom’/Master) in political and/or social sciences, project planning and management, international relations, law, public policy, organisational development of any other relevant field
  • Language (2.1.2): Fluent language skills in English and/or French, good business language skills in Portuguese and Arabic are an asset
  • General professional experience (2.1.3): 15 years of professional experience in the sector of organisational development and change management processes
  • Specific professional experience (2.1.4): 15 years working on peace, security and development issues with regional organisations on the African continent
  • Leadership/management experience (2.1.5): N/A
  • Regional experience (2.1.6): 15 years of experience in projects in Africa (region), of which 10 years in projects in the Great Lakes Region (understood as ICGLR Member States)
  • Development Cooperation (DC) experience (2.1.7): 6 years of experience in DC projects
  • Other (2.1.8): Experience conducting strategic review processes and developing multi-year strategic plans related to peace, security and development issues.

4. Costing requirements

Assignment of personnel

The consultant will be contracted for a total of 95 expert days, including 60 expert days home-based and 35 expert days on-site in Bujumbura and other locations to be determined (in an ICGLR MS.

Travel

The contractor is required to calculate the travel by the specified experts and the experts it has proposed based on the places of performance stipulated in Chapter 2 and list the expenses separately by daily allowance, accommodation expenses, flight costs and other travel expenses.

Workshops, training

The budget associated to conduct validation workshops will be covered directly by ICGLR and GIZ

Other costs

  • Visa costs
  • Covid-19 Tests

5. Inputs of GIZ or ICGLR

GIZ and/or ICGLR are expected to make the following available:

  • Coordinating key stages of the project with the partner and ensuring transparency
  • Providing documents and reports relevant to the consultancy
  • 1 Workstation at the ICGLR Secretariat in Bujumbura during missions in Burundi and in the GIZ project in Kigali (if relevant)
  • Local Transportation in Burundi and/or Kigali (if relevant) with own project vehicle
  • Workshops logistics
  • Travel costs for ICGLR personnel to participate in meetings where needed
  1. Submission of your EoI

EoI will be evaluated based on the following criteria:

  • Company or individual profile,
  • Relevant experience,
  • Company strategies to assure agility, flexibility and responsiveness,
  • Personnel and CV
  • Financial offer.

 The EoI should contain the following:

The structure of the offer must correspond to the structure of the ToRs. In particular, the detailed structure of the concept (Chapter 3) is to be organised in accordance with the positively weighted criteria in the assessment grid (not with zero). It must be legible (font size 11 or larger) and clearly formulated. The offer is drawn up in English.

For Technical Proposal:

  • A Cover letter expressing interest in this assignment.
  • The complete technical proposal shall not exceed 15 pages (excluding CVs).
  • The CVs shall not exceed 4 pages
  • Company or business registration certificate
  • References and recommendations of similar works executed by the company in Rwanda or elsewhere outside of Rwanda.
  • VAT registration certificate if available
  • Latest tax clearance certificate

For the Financial Proposal:

The Financial Proposal indicates the contract price, supported by a breakdown of cost per work done per page  or per product .The cost must be in RWF and VAT excluded.

Please submit your EoI documents in two separate envelopes (1 for technical offer and 1 for financial offer) until latest Monday 12 July 2021 at 4:00 pm, at the front desk of:

 GIZ Office Kigali/Rwanda

KN 41 Street / Nr.17 – Kiyovu

B.P 59 Kigali – Rwanda

In addition, your EoI (technical & Financial in 2 separated files) can be submitted electronically, to this email: RW_Quotation@giz.de

GIZ reserves all rights

7. Annexes

Table 1: Membership of ICGLR Member States to other RECs

 Member States

ICGLR

EAC

ECCAS

COMESA

IGAD

SADC

1

Angola

2

Burundi

3

Central African Republic

4

Congo

5

Democratic Republic of Congo

6

Kenya

7

Rwanda

8

Uganda

9

South Sudan

10

Sudan

11

Tanzania

12

Zambia

8.  Sources

  • Report on the Restructuring of the ICGLR Secretariat, Strategies, 2017 (commissioned by GIZ)
  • Understanding the International Conference on the Great Lakes Region (ICGLR) More than a Conference platform, Volker Hauck, European Centre for Development Policy Management, March 2017
  • Report of the Project Support to the ICGLR, Ernst and Young 25 October 2019 (commissioned by GIZ)
  • ICGLR Fora Organisational Assessment. Final Report, January 2020 (commissioned by UNFPA)
  • Declaration of the 8th Ordinary Summit of Heads of State and Government of the International Conference of the Great Lakes, Virtual Summit, 20 November 2020

9. List of abbreviations

AU                       African Union

AVB                     General Terms and Conditions of Contract (AVB) for supplying services and work 2018

BMZ                     German Federal Ministry for Economic Cooperation and Development

ECDPM                European Centre for Development Policy Management

EJVM                   Expanded Joint Verification Mechanism

EU                       European Union

GIZ                      Deutsche Gesellschaft für Internationale Zusammenarbeit GmbH

GLR                     Great Lakes Region

HoS                     Head of States

ICGLR                  International Conference on the Great Lakes Region

IGAD                   The Intergovernmental Authority on Development

MS                       Member States

NCM                    National Coordination Mechanism

O/SESG-GL        UN Office of the Special Envoy to the Great Lakes Region

REC                     Regional Economic Community

RIMC                   Regional Inter Ministerial Committee

SADC                  Southern African Development Community

TF                        Task Force

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