Terms of Reference

Project “Building institutional capacity of the Ministry of Foreign Affairs and European
Terms of Reference
International Consultant to asses education and training needs for the Ministry of
Foreign Affairs and European Integration
The Republic of Moldova has undertaken a number of structural reforms, among which have
been the regulatory reform project leading to eased administrative burdens and more
transparent regulation of entrepreneurs and small businesses; the central public administration
reform leading to more effective and efficient governance; and the public finance management
aiming at increased accountability and transparency with regard to public finances. Besides
these important steps, the Republic of Moldova has to strengthen its capacity to respond to the
challenges of European integration.
The UNDP Project “Building Institutional Capacity of the Ministry of Foreign Affairs and
European Integration” has been formulated through a joint effort of the Ministry of Foreign
Affairs and European Integration (MFAEI) and UNDP with the overall objective of strengthening
the institutional capacity of the MFAEI so that it can exercise its functions in a more efficient
manner, operate transparently and fulfill its European Integration commitments. The project has
three interlinked, yet distinct components:
1. Institutional Capacity Building
2. Regional Cooperation
3. Communications and Public Relations
Following up on the results achieved in 2006, the Government has chosen to continue the
implementation of central public administration reform (CPAR) by charging central public
authorities with the task of developing and implementing strategic development plans for the
medium term at the level of individual ministries. While the Government of Moldova is already
benefiting from donor support, e.g. through he Multi-Donor Trust Fund, the complexity and
magnitude of CPAR not only makes possible, but actually calls for additional and customertailored interventions. This is particularly true in the case of MFAEI which was not subject to the
full-fledged government-wide functional analysis in mid-2006, and has a distinctive set of
requirements given the peculiarity of its systems and functions.
Ahead of a thorough functional review and capacity assessment, UNDP’s initial analysis has
revealed the lack of an adequate human resource management system in place within the
Ministry of Foreign Affairs and European Integration.
The Ministry’s staff rotates frequently (in 2-4 year cycles), but unevenly, with some staff being
on consecutive missions, and with others leaving rapidly after 1-2 years of experience gained
within the organization. The Ministry needs a permanent supply of newly prepared cadre, and a
continuous training system to allow staff recently returned from missions to integrate rapidly in
the Ministry’s work and be up to the required standards. As such the country has no facilities
(Diplomatic schools) other than the post-secondary (university and master level) institutions that
specialize in international law. MFAEI staff randomly benefit from unique opportunities to follow
short-term specialized courses in schools located in Austria, Germany, France, Netherlands,
Bulgaria, etc.
The Ministry needs a thorough review of existing human resource management systems that
are already in place, including an analysis of the organization’s staff development (career
development) situation to emphasize what are the training needs of the MFAEI staff, where is
the supply of cadre for the Ministry, and whether or not there is any facility or process for
succession planning (particularly in the context of senior management and leadership). The
analysis shall take into account the interim recommendations made by experts funded by the
US Government who reviewed the immediate training needs of the Ministry, after which, the
MFAEI has created internal plans to carry out training sessions with newly recruited and
returned staff.
A number of key strands of activity are necessary to build up capacities for continuous
professional development. Some of these have been specifically identified already and included
in the Logical Framewok (LogFrame) for the Capacity Development Programme that will now
form a pillar of MFAEI’s new mid term strategic institutional development plan (IDP). Inter alia
these include:
Establishment of a professional and vocational educational training system for
diplomats, within the MFAEI framework;
Conducting internal trainings on strategic planning, budgetary processes, project
development and project cycle management (PCM);
Improving communications – both internally and with partners, and formalizing such
interactions in respect of key processes such as the planning process;
Improving knowledge management – particularly with a view to more effective alignment
and use of human capital, organizational capital, and information/knowledge capital.
UNDP will contract a Senior Level International Consultant, specialized in Public Administration
with experience in design and implementation of Training Needs Assessments to provide
technical expertise and lead the process of implementing a training needs assessment within
the Ministry of Foreign Affairs and European Integration.
The results and conclusions of the training needs assessment will serve as a basis for the
development of the concept document on a new professional educational training system for
Ministry` staff. This work should also further inform the detailed timing (phasing and sequencing)
of proposed inputs for the Capacity Development Programme that is supported by UNDP and
donors, and for which training inputs are one of a number of development solutions (along with
further technical assistance and other support).
Key activities:
1. Study the results and outputs of the participative self-assessment workshop through
which the senior management team of the MFAEI identified a selection of vital Areas for
Improvement (AFIs) in May 2008. This workshop produced a ‘long list’ of 89 AFIs from
which 16 priorities were selected by consensus. Some of these were specifically in the
area of HR Planning, Management and Development, (thus highlighting existing
weaknesses in the system), and others highlight issues for which there may possibly be
training solutions across all operations;
2. Study the draft Logical Framework (LogFrame) for the proposed Capacity Building
Programme for the MFAEI which now forms a pillar (and a Strategic Objective) of the
new Strategic Institutional Development Plan for 2008-2011;
3. Analyze suggested Capacity Building Programme inputs or suggest alternative inputs to
address training needs in particular, on the basis of a more in depth and specific
analysis of these needs for each Department of the Ministry, and its overseas Missions;
4. Identify any immediate training needs that emerge from the requirement for the MFAEI
to elaborate a new Annual Operational Plan – cascaded from its new medium term
strategic plan.
5. Study the need for practical, interactive, action-based learning mechanisms that will
address the fact that MFAEI staff (particularly senior staff) are already extremely busy
with existing work schedules (such learning vehicles could include distance learning, self
administered learning framework, CD Rom materials and web-based simulations etc).
6. Review the current arrangements for diplomats’ professional development and
recommend sustainable solutions in this respect, given that Moldova currently has no
national training facility or staff college;
7. Make recommendations for appropriate Project Cycle Management (PCM) training that
will address the need for staff from different departments of the Ministry to work together
in new inter-departmental project teams to address cross-cutting project issues.
8. Review the needs and possible training solutions in the context of financial management
for non-financially qualified managers (e.g. software for a basic computerized accounting
system (for the Ministry and Missions));
9. Review the MFAEI’s current policy making and decision making process and determine
training and development needs for the Policy Unit in particular, and for Directors and
other staff in general, given that the Government of Moldova (through Government
Office) is currently reviewing the overall policy making and decision making process in
the light of the development of a new National Development Strategy.
Mission Schedule:
Deliverables, activities, and milestones follow this tentative schedule:
Preparatory Work
Inventory of information on past training needs
assessments and other relevant data
Analysis on recommendations or suggesting
alternatives for training needs already identified
in the Capacity Building Programme LogFrame
and CAF workshop outputs
N (in
28 -29 August
Home base
1-2 September
3 September
Training Needs Assessment conducted
4-11 September
Training schedule worked out in line with
existing Ministry workplan
18 – 22
Analysis undertaken with Departmental
Directors of the MFAEI
Training curriculum developed
Report with findings and recommendations on
Training Needs Assessment
Mission Report Submission
30 September
Institutional arrangements
The international consultant will work in close collaboration with the UNDP’s counterpart at the
Ministry of Foreign Affairs – for substantive aspects of the assignment, and under the direct
supervision of the Project Manager – for administrative aspects.
The consultant will be located in the premises of the Ministry of Foreign Affairs and European
Integration and will work closely with the Ministry staff. The Ministry will provide consultant with
working space, access to Internet, printer and telephone line.
Qualifications Required:
The candidate will possess the following capacities, qualifications, and background:
1. At least 5 years experience in public administration issues, specifically in conducting
training needs assessment/analyses. Knowledge of and/or experience in the region of
Central and Eastern Europe would be desirable;
2. Advanced degree in the area(s) of public administration, management, political science,
development economics, sociology, or other related social science backgrounds;
3. Operational experience in or in-depth study of Foreign Affairs sector of public
administration within the current social, economic, political, and conflict circumstances in
the greater Central and Eastern Europe region;
4. Strong abilities in the design of questionnaires, the development of methodology for the
training needs assessment/Analyses, preferably with experience in Eastern Europe;
5. Qualification and proven skills in training curriculum design as well as training of trainers;
6. Strong experience in conducting instructional and participatory trainings, workshops, and
7. Strong team leadership abilities and communication skills;
8. Fluency in written and spoken English, knowledge of Romanian and/or Russian would
be an added advantage.