Provincial Financial Management Consultant-Erbil
Full time- short term contract
July 6, 2021
July 13, 2021
Introduction
The purpose of the Iraq Governance and Performance Accountability (IGPA) project is to advance effective, accountable, and transparent governance in Iraq. This USAID effort, implemented by DAI, will work with the Government of Iraq (GOI) at all levels to better respond to citizen needs by supporting reform initiatives and Iraqi change agents on inclusive governance and public sector transparency, accountability, and economy. “Reform initiatives” include support to improve service delivery functions, public financial management, and open government initiatives. IGPA will support the GOI and the citizens of Iraq in forming partnerships and collaborative efforts to solve problems jointly. IGPA has four (4) objectives:
- Enhance GOI service delivery capacity
- Improve public financial management
- Strengthen monitoring and oversight of service delivery and public expenditure
- Support Iraqi change agents (cross-cutting objective)
Background
The IGPA/Takamul project recognizes the importance of AFADs within the governorate offices. AFADs promote decentralization, budgeting and financial management, and local revenues in support of both decentralized directorates and self-financing directorates (water, municipalities, sewerage) so that these directorates can carry out their service delivery mandates. As such, the project has provided the AFAD, decentralized directorates and self-financing units training and technical assistance (initially for five target provinces but expanded to the 15 Federal provinces and four KRI provinces in Years 3 and 4) in related PFM areas.
The project is transitioning Objective 2 PFM activities to primarily support PFM reform initiatives focused at the national level for GOI and KRG key fiscal institutions including Prime Minister’s Office, Ministry of Finance, Ministry of Planning through internal resources (PFM Regional Coordinators; Provincial Coordinators) local STTAs hired on a short-term basis, and change agents. As the project transitions its assistance to national PFM reforms closely coordinated and implemented at the provincial level when needed, the project will aim to sustain the budgeting and financial management training and capacity building support to the 15 provinces and four KRI provincial finance and accounting units. This will be accomplished through the deployment of a cadre of four local provincial financial management consultants hired on a short-term basis working closely with regional PFM and provincial coordinators, and change agents.
Objectives:
The four short-term local STTA provincial financial management consultants that will be engaged under this scope of work will achieve the following specific objectives:
- Complete the implementation of Objective 2 PFM Year 4 work plan provincial training and capacity building activities for Federal provincial 2.1.5, 2.1.6, 2.1.7, 2.18. (bundled into one AFAD capacity building activity), 2.1.16 (improve financial management capacity of provincial VTCs), 2.4.23 (integrated planning and budgeting within provincial governorate offices in coordination with the MOF Budget Department) and KRI provincial PFM activities (2.1.10, 2.1.11, 2.1.13).
- Continue and expand PFM technical capacity building of the Objective 2 provincial change agents to sustain the Year 4 training and capacity building through change agent participation in training events, workshops, and follow up capacity building sessions.
Specific Tasks of the Consultancy
Under this scope of work, the project will engage four local STTA provincial financial management consultants, each for a 13-week period (July 4 – September 30, 2021) with an estimated 65 LOE days per Consultant. The local STTAs will work closely with the Objective 2 PFM Regional Coordinators and change agents to continue implementation and completion of technical Year 4 workplan activities. The local provincial financial management consultants should also provide technical support to IGPA/Takamul Objectives 1, 3 and 4 to implement activities in support of PFM initiatives for Year 4, as needed. The four local consultants will be assigned to regions/provinces as follows:
| No | Region | Provinces |
| 1 | North | Erbil, Duhok, Sulaimaniya, Halabja |
| 1 | Central | Anbar, Baghdad, Babil, Ninewa, Kirkuk, |
| 1 | Central | Diyala, Diwaniya, Karbala, Najaf, Salah Al Din, Wasit |
| 1 | South | Basra, Dhi Qar, Maysan, Muthanna |
- ACTIVITY SUMMARY/DESCRIPTION
The following is a summary of the key tasks the STTA provincial financial management consultants will take to complete the work based on action plans developed by the consultants initially.
- Task 1: Develop action plans for completing Objective 2 PFM Year 4 workplan activities and coaching and mentoring of change agents and the support for the implementation of training events and follow up capacity building sessions. Specifically, two action plans will be developed: one for Federal provincial activities (bundled AFAD activity (2.1.5, 2.1.6, 2.1.7, 2.1.8) and 2.1.16, 2.4.23) and a second action plan for three KRI provincial activities (2.1.10, 2.1.11, 2.1.13). Action plans are required to include at least two capacity building sessions per province for change agents (if applicable). The action plans will also detail the specific deliverable/mechanism that the project will use to track the change agent support such as a weekly change agent activity tracker (spreadsheet table) that will report progress and specific change agent activities in the weekly reports.
Consultants are expected to complete one visit per province in their respective region in order to conduct briefing sessions with officials on the updated action plans, once approved by IGPA/Takamul.
- Task 2: Complete the Objective 2 PFM Year 4 workplan activities outlined above under Task 1 and based on the action plans developed under Task 1. The Consultants will submit provincial operating budgets for their assigned provinces to the MOF in a timely manner for review and approval and to submit a final activity report, 3-5 pages long, in English.
- Task 3: Conduct coaching and mentoring activities for the change agents in support of training events and follow up capacity building sessions according to the action plan developed to complete the Year 4 workplan activities. Details about the coaching and mentoring activities must be included in weekly reports, submitted each Tuesday in English.
- Task 4: Provide periodic advice and support to Objectives 1, 3, 4 to support implementation of integration activities across the objectives, as needed. This could involve for example supporting Objective 3 with the implementation of specific citizen engagement activities for the budget process, continuing to support Objective 4 to implement the integrated planning and budgeting role for PWEDs within the governorate offices across the 15 provinces, and coordinating with Objective 1 on the VTC financial management training and capacity building activity that Objective 1 transferred to Objective 2 for implementation in Year 4.
- Task 5: Develop a final report highlighting accomplishments in the completion and sustainability of the Year 4 workplan activities. The report should also include a detailed lessons learned section that captures the successes and challenges of the activities and identify best practices that can be shared and replicated across future activities, an analysis describing implementation or planning challenges, with recommendations for overcoming these challenges in the future The report should also include a detailed lessons learned section that captures the successes and challenges of the activities and identify best practices that can be shared and replicated across future activities, an analysis describing implementation or planning challenges, with recommendations for overcoming these challenges in the future. The final report should be in English and be 10 – 15 pages.
The consultants will also be required to submit a weekly report each week by COB Tuesday for the previous Wednesday through Tuesday period. Weekly report submissions should be in English. As noted above, the weekly reports submitted should highlight capacity building and follow up sessions conducted by change agent activities based on the updated change agent activity tracker.
- IV. Deliverable Timeframe
| Task | Deliverable | July | August | September | ||||||||||
| W1 | W2 | W3 | W4 | W5 | W6 | W7 | W8 | W9 | W10 | W11 | W12 | W13 | ||
| Task 1: Develop action plans for completing the Objective 2 PFM Year 4 workplan activities and the coaching and mentoring activities the consultants will provide for the change agents and the support for the implementation of training events and follow up capacity building sessions. | 1. Two approved action plans – one for Federal provincial activities and the second one for KRI provincial activities
2. One visit to each province (15 Federal provinces and 4 KRI provinces) conducted to brief governorate officials on updated action plan for Year 4 activity completion with change agents in attendance. |
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| a. Prepare action plan 1 for completing the Federal provincial activities (bundled AFAD activity for 2.1.5, 2.1.6, 2.1.7, 2.1.8, and 2.1.11, 2.4.23). The action plan should specify at least two capacity building sessions conducted by the related change agents per province. | ||||||||||||||
| b. Prepare action plan 2 for completing three KRI provincial activities (2.1.10, 2.1.11, 2.1.13). The action plan should specify at least two capacity building sessions conducted by the related change agents per province. | ||||||||||||||
| c. Submit the action plans to the PFM Lead and Regional Provincial Coordinators for review and approval | ||||||||||||||
| d. Conduct visits to the provincial governorates and brief the governorate officials on the updated action plan for completing Year 4 workplan activities with the change agents in attendance. | ||||||||||||||
| Task 2: Completed the Objective 2 PFM Year 4 workplan activities outlined above under Task 1 and based on the action plans developed under Task 1. | ||||||||||||||
| Activity 2.1.5 Build the capacity of AFAD, decentralized, and self-funded directorates on public financial management | 1. At least two capacity building sessions conducted for each province with change agents
2. 15 provincial operating budgets for 2022 submitted to MOF in a timely manner for review and approval 3. Final activity report (3 – 5 pages) |
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| a. Conduct follow up capacity building sessions with the 15 provincial AFADs and GOs to support preparation of the 2022 budget based on the MOF budget circular. | ||||||||||||||
| b. Support AFAD to finalize 2022 operating budget using the budget preparation worksheet tool to minimize errors and to submit the budgets on time to the Ministry of Finance for approval. | ||||||||||||||
| Activity 2.1.6 Enhance skills of AFAD and local HR Departments on planning and management for operational budgeting | 1. HR practices and management for the operating budget manual
2. HR planning for the operating budget training materials (ppt presentations, handouts) 3. Two workshops conducted, M&E documentation, high resolution photos with workshop reports 4. Tracking mechanism that captures national and provincial entities preparation of more realistic budget estimates with targeted indicators data 5. Final activity report (3 – 5 pages) |
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| a. Coordinate with Ministry of Finance HR directorate to plan training and capacity building sessions for select line ministries-national governmental entities, HR department staff in 15 Federal provinces | ||||||||||||||
| b. Complete training and capacity building materials with MOF HR directorate staff including HR practices manual, worksheet tool and instructions, ppt presentations, handouts | ||||||||||||||
| c. Conduct 2 HR planning for the operating budget workshops in Baghdad | ||||||||||||||
| d. Develop tracking mechanism with MOF HR directorate to track line ministries and provincial directorates improvements to prepare more accurate operating budget estimates based on the training and capacity building conducted | ||||||||||||||
| Activity 2.1.7 Enhance the skills of AFAD and local entities on financial management and reporting using worksheet tools | 1. At least two capacity building sessions conducted for each province with change agents
2. At least eight of the provinces have prepared monthly 2021 budget execution and monitoring reports for three consecutive months (one quarter) l 3. Final activity report (3 – 5 pages) |
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| a. Conduct follow up capacity building sessions with the 15 provincial AFADs and GOs to support preparation of monthly 2021 budget execution and monitoring reports using the IGPA worksheet tool | ||||||||||||||
| b. Support AFAD to finalize 2021 operating budget implementation report using the budget preparation worksheet tool to minimize errors | ||||||||||||||
| Activity 2.1.8 Support AFAD to reinforce its coordination role in annual financial reporting at the provincial level | 1. AFAD manager WHATS App group formed
2. Analytical paper with recommendations on the specific role that AFAD can play in preparing the consolidated financial reports for MOF revie and approval 3. Working sessions presentations and handouts, high resolution photos, activity report 4. Action plan for working with AFAD in coordination with MOF Accounting Directorate to carry out the AFAD’s agreed role in consolidated annual financial report process 5. Final activity report (3 – 5 pages) |
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| a. Form a working group through WHATSApp with AFAD managers to clarify the AFAD role to prepare consolidated financial reports for MOF review and approval. | ||||||||||||||
| b. Support provincial AFAD managers to draft a working paper that analyzes and provides recommendations for specific AFAD role in the annual financial reporting process | ||||||||||||||
| c. Facilitate a three -day working session between AFAD, FBSA, MOF to discuss and reach agreement on the AFAD role in the annual financial report process in line with GOI laws and MOF regulations based on the working paper and recommendations | ||||||||||||||
| Activity 2.1.16 Improve the public financial management capabilities of VTCs | 1. Kick off meeting
2. PFM review report identifying gaps and recommendations to address gaps in PFM practices 3. Training design and training materials 4. PFM training for the Select VTCs delivered 5. final draft of the Proposed formats to ensure timely submission of requirements and budget requests. 6. On-the-job training sessions delivered to the VTC staff 7. Final activity report (3 – 5 pages in English) |
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| a. Review VTC mandate for the action steps for the action plan developed under Task 1 to implement this activity and attend a kick-off meeting to explain the reporting and M&E requirements. | ||||||||||||||
| b. Work with selected GOs and VTCs (Basrah, Babil, Anbar, Wasit, Najaf, KRG provinces) to review the relevant public financial management regulations and the way they are currently practiced by VTCs’ finance staff and identify the gaps | ||||||||||||||
| c. Provide training to the finance staff at the VTCs on overall PFM, MOF procedures, regulations, and submission timelines. | ||||||||||||||
| d. Propose the necessary and required formats to ensure timely submission of requirements and budget requests. | ||||||||||||||
| e. Provide on the job training to the VTCs staff on the proposed improvements related to management of public financial issues. | ||||||||||||||
| f. Develop the activity final report | ||||||||||||||
| Activity 2.4.23 Build the capacity of PED, PWED, PPDC and AFAD with CSO directorates in integrating budgeting and planning processes within the Governor’s Offices | 1. Final integrated budget calendar for 2022 budget planning and preparation process
2. Workshop design/ concept note, workshop presentation and handouts, MEL documentation (sign in sheets, high resolution photos, workshop report in English) 3. Activity report (3 – 5 pages in English) |
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| a. Review budgeting and planning timeframes and roles and responsibilities of Federal and provincial entities and update for the 2022 budget process with MOF Budget Department and governorate office staff | ||||||||||||||
| a. Finalize the updated integrated budget calendar for Federal and provincial entities for 2022 based on input and feedback from MOF and provincial GO staff | ||||||||||||||
| b. Conduct 2 two-day workshops for MOF budget department staff with governorate on the integrated budget calendar for 2022 budget process implementation | ||||||||||||||
| c. Prepare activity report | ||||||||||||||
| 2.1.10 Enhance knowledge and skills of financial and accounting staff on budgeting and financial management | 1. Workshop report and notes, MEL documentation
2. Activity report for each follow up capacity building session in English to cover the purpose of the session, the technical assistance and on-the-job-training provided, expected results and recommendations for any additional follow up |
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| a. Support the delivery of the four training events provided for the KRI governorate finance and accounting unit staff in Budgeting, Accounting, Payroll Management and Internal Auditing in the Kurdish language | ||||||||||||||
| b. Support conducting at least 2 meeting after the training for governorate finance and accounting unit staff for (Erbil, Sulaimanya, Duhok and Halabja) in carrying out budgeting, finance and accounting related tasks such as annual budget preparation, monthly trial balance reporting, preparing the monthly payroll for processing with minimal errors for timely submission to MOF. | ||||||||||||||
| 2.1.11 Enhance the communication of KRG provincial and accounting units with MOFE | 1. Enhanced communication mechanism developed with change agent input
2. Workshop delivered with change agent input (MEL documentation, workshop report in English) 3. Enhanced communication mechanism implemented by change agents with IGPA/Takamul support – 4. Adoption letters/ letters of acceptance provided by the four governorate with the Governor’s signature |
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| a. Develop a better communication mechanism based upon the assessment and evaluation of current communication strategies. Formulate and propose a new communication mechanism between provincial level finance and accounting units and the MOFE based on KRG’s current regulations and instructions and best practices. | ||||||||||||||
| b. Conduct a workshop for the KRI provincial level finance and accounting units and the MOFE train the stakeholders on the new communication mechanism.
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| c. Support the implementation of the new communication mechanism to ensure it is being effectively implemented within the provincial units with the units officially adopting the new communication mechanism | ||||||||||||||
| ACTIVITY 2.1.13 Develop the organizational structure with job descriptions and SOPs for KRI finance and accounting units | 1. First round workshop materials developed, workshop report in English, required MEL documentation
2. Updated organizational structure, job descriptions, SOPs 3. Letter from KRG government confirming approval of the organizational structure 4. Second round workshop materials developed, workshop report in English, required 5. Activity report covering the completed tasks including the followup capacity building sessions |
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| a. Conduct the first round workshop with the KRG governorates to revise the current organizational structures for all the provincial level finance and accounting units based on the OAD methodology | ||||||||||||||
| b. Develop the improved effective organizational structure to the provincial financial and accounting unit and share it with relevant stakeholders. | ||||||||||||||
| c. Seek approval from the KRG government for the updated organizational structure | ||||||||||||||
| d. Develop job descriptions for the provincial level finance and accounting units | ||||||||||||||
| e. Developing standard operating procedures (SOP). | ||||||||||||||
| f. Conduct workshops for the relevant government staff in the finance and accounting units of the four KRI governorate offices ion the newly improved organization structure, job descriptions and SOPs | ||||||||||||||
| g. Conduct follow up sessions and prepare a final report | ||||||||||||||
| Task 3: Conduct the coaching and mentoring activities for the change agents in support of training events and follow up capacity building sessions according to the action plan developed to complete the Year 4 workplan activities. | 1. Objective 2 change agent and sponsor activity plan
2. Virtual session conducted with change agents and sponsors to brief them on the activity plan 3. Completed tracking spreadsheet updated each weekly to include highlights in the Objective 2 weekly report 4. Objective 2 weekly report highlights with special table noting change agent participation in training and capacity building sessions |
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| a. Prepare a plan with timeline, dates and schedule for coaching and mentoring sessions and follow up capacity building sessions for Objective 2 change agents | ||||||||||||||
| b. Conduct a virtual session with the change agents to review and brief them on the technical coaching and mentoring sessions to be provided by the STTAs and their required participation in Objective 2 PFM provincial training and capacity building activities | ||||||||||||||
| c. Develop a tracking spreadsheet to track the coaching and mentoring sessions provided to the change agents and their participation in training and capacity building sessions | ||||||||||||||
| d. Track the coaching and mentoring sessions conducted by the STTAs for the change agents and the change agents participation in training and follow up capacity building sessions for provincial entities that have been trained by IGPA | ||||||||||||||
| Task 4: Provide periodic advice and support to Objectives 1, 3, 4 to support implementation of integration activities across the objectives, as needed | 1. Virtual meeting with Objective 1, 3, 4 TLs to identify Year 4 workplan activities for PFM advice and support
2. Action plan 3. Advisory and technical support provided to Objective 1, 3 and 4 |
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| a. Meet with Objective 1, 3 and 4 TLs to determine what advice and technical support is needed for Year 4 workplan activities | ||||||||||||||
| B. Develop an action plan to provide the PFM advice and technical support for the Objective 1, 3 and 4 activities identified by the TLs | ||||||||||||||
| C. Provide advisory and technical support to Objective 1, 3 and 4 according to the action plan | ||||||||||||||
| Task 5: Develop a final report with lessons learned, highlighting accomplishments in the completion and sustainability of the Year 4 workplan activities. The reports should be in English and up to 15 pages each. | 1. Two final reports
· one consolidated report for the Federal Provincial activities prepared by the three Federal STTA provincial financial management consultants · one report for the KRI provincial activities prepared by the North Region consultant |
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Required Qualification
- A Bachelor’s degree in accounting, finance, public administration or related fields. A Master’s degree is
preferred
- At least 10 years of experience working with Iraq government in public financial management or related financial experience.
- Familiarity with Law 21 and other relevant Iraqi public financial management related laws and regulations
- Fluency in Arabic with professional proficiency in English for Federal provincial financial management consultants and fluency in Kurdish with professional proficiency in English for the KRI provincial financial management consultant
- Preference is to hire embedded advisors from the same province they are going to work in
- Familiarity with the social and political system in the province and aware of the challenges facing the citizens and authorities
Skills
- Training and capacity building skills in PFM
- Computer skills in MS office package particularly with using Microsoft Excel spreadsheets, Microsoft powerpoint and Word.
- Effective communication and facilitation skills with persuasion abilities
- General Statement
The consultant work will be conducted primarily from their home base with the possibility of traveling to provinces. Under this SoW, IGPA/Takamul project will be responsible to cover all other indirect implementation costs including air and ground transportation, lodging, per-diem, and phone communications.
How to apply:
- You can address your application to : [email protected]. Your application will not be taken into consideration if you do not insert the position title in subject line of your e-mail. Only shortlisted candidates will be contacted. Applications will not be accepted after the closing date. This position is for Iraqi nationals only.
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