EMBASSY OF SWEDEN 10 (10) MAPUTO DECEMBER 2020 APPENDIX

VELEPOSLANIŠTVO REPUBLIKE SLOVENIJE EMBASSY OF THE REPUBLIC OF
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BEREAVEMENT INFORMATION FOR EL SALVADOR PREPARED BY BRITISH EMBASSY
Company Letterhead (date) Embassy or Consulate of (country Name)

Embassy of Sweden 10 (10)

Maputo December 2020 Appendix 1

Embassy of Sweden

Maputo

Terms of Reference for “Consultant for UEM Institutional Reform”

1 Background

1.1 Information about the Swedish Embassy in Maputo and Swedish bilateral research cooperation with Mozambique

The long-term objective of the development cooperation financed by Sweden is to contribute to poverty reduction. Sweden’s development cooperation resources are funded through Swedish tax revenue. The Swedish parliament makes decisions regarding the state budget, which includes the funds allocated to international aid. Sweden’s government agency for development cooperation is the Swedish International Development Cooperation Agency (Sida). Sweden’s research cooperation with Mozambique (at present 2017-2022) started in 1978. The contracting part is the Embassy of Sweden in Maputo. The yearly budget for research cooperation in Mozambique amounts to approximately 70 MSEK.

For more information, please see https://www.sida.se/English/partners/Resources-for-specific-partner-groups/research-cooperation/about-sida-research-cooperation/ and www.swedenabroad.se/maputo.

1.2 Context of the consultant assignment

Swedish-Mozambican bilateral research cooperation in Mozambique is governed by the “Strategy for Research Cooperation and Research Development Cooperation” and aims to build research capacity at the largest university in the country, Universidade Eduardo Mondlane (UEM), supporting master's and doctoral programs as well as infrastructure for research and research management at the university.

Sweden has supported research capacity building in Mozambique since 1978, through cooperation with UEM (and more recently through support to Mozambique’s national research council, Fundo Nacional de Investigação, FNI)

The 2018-2028 UEM Strategic plan expresses the goal to transform the institution from a teaching-based to a research-based university. The Embassy of Sweden has expressed its interest and willingness to support this transformation. It has committed itself to support the procurement of a consultant firm that shall assist the planning and implementation of the reform.

1.3 Objective and broad outline of the Institutional Reform

The general objective of the institutional reform is to improve efficiency and effectiveness, through structural adaptations/changes and innovation in management and governance models, and in its organisational culture, in order to be aligned with its Vision, Mission and strategic objectives. The reform must take into account, among others, the following documents: the Vision and Mission of the UEM, already approved by CUN (national university council); the Statues, Strategic Plan of the Institution, regulations and legislation in force in Mozambique, related to higher education (i.e. higher education law, financing strategy for public institutions of higher education, and CNAQ (national council for the evaluation of quality in higher education) quality assessment regulations.

The key features of the reform should take the following aspects into account:

The need to review the organisational structure of the UEM in order to increase efficiency and effectiveness, reduce management costs and give greater focus onto research.
The need to operationalise, at the level of the UEM, the principles of autonomy of the HEIs enshrined in the Constitution of the Republic of Mozambique, in the Higher Education Law and within the framework of other relevant laws in force in the country.
The need to decentralise university management, enabling organic units to increasingly assume the leadership role in making decisions regarding the management of teaching, research and extension programs and the use of resources
The need to improve management, introducing planning, monitoring and evaluation based on objectives and results at all levels of the institution and setting up a culture of quality and accountability.
The need to improve the key role of UEM management, information systems and human resources development along the reform and future development of the institution
The need to guard against the risks of reform, such as the possibility of resistance to change and change to agenda in government cycles.

2 OBJECTIVES

The objective of the consultant services is to assist the Institutional Reform Committee in achieving the reform by completing the following outputs:

Compile and update data on UEM’s situational analysis, considering aspects of academic, organisational and functional performance.
Establish potential scenarios for academic, organisational and functional development of the institution that allow for projection of an UEM transformed into a Research University.
Perform SWOT analysis of the reform process.
Develop a Road Map proposal for the reform process including its timing
Implement the process of reform and transformation of the UEM into a Research University (Phase 2, will be activated conditioned to positive evaluation of Phase 1 – See Chapter 5)
Develop the monitoring strategy and instrument(s) with clear and measurable indicators, of the process of the reform and transformation of the UEM into a Research University. (Phase 2, will be activated conditioned to positive evaluation of Phase 1 – See Chapter 5)

Although the consultant will be responsible for the production of documents describing the Road Map and the implementation process, UEM and the Embassy of Sweden would like to emphasise that the ownership of the process lies with UEM, its leadership and the CRI. The consultant has an advisory role, bringing crucial experience to the process which will ultimately rely on clear and effective communication between the consultant and the CRI and on on well-organised team-work.

3 METHODOLOGICAL AND TECHNICAL APPROACH

The consultant team shall have the support of the relevant contact person at UEM (Institutional Reform Committee, Program Support Unit) and at Embassy of Sweden a (mainly program officer Nils Ohlanders) and Sida Headquarters (Research Cooperation Unit).

The institutional reform Committee, through its coordinator, will be the consultant’s direct liaison in the management of technical and administrative aspects related to the consultancy. The institutional reform process will be under direct supervision of the Academic Vice-Rector of the UEM.

Given the nature of the activity, the consultant must prioritise participatory methods, including listening to key actors within the UEM academic community such as managers (central services, organic units) and members of the collegiate bodies as well as external actors to UEM such as supervisory bodies of the Government, civil society, donors confederations of industry and businesses.

The consultant must use, among others, appropriate tools for change analysis (Theory of Change) and institutional reforms.

The consultant is expected to propose the detailed methodological and technical approach as part of their Onset of Activities Report (i.e. inception Report).

4 EXPERIENCE AND QUALIFICATIONS REQUIRED FOR THE CONSULTANCY

In view of the intended purpose, objectives and scope, the UEM Reform proposal should be prepared by a consultant with recognised international experience in institutional reform in higher education, specifically in low-income countries. This consultant should advise the UEM in the implementation and monitoring of the reform process. However, as mentioned above, the transition to the implementation and monitoring phase will be conditioned to the positive assessment of the consultant's performance in the

first phase. The consultant will be selected through an open call for tenders. In order to participate in the tender that will hire the consultancy, candidates must submit, within the deadlines and stages to be indicated, (a) a letter of

expression of interest, (b) a technical proposal and (c) a financial proposal.

The consultant should set up a multidisciplinary team, comprising a (team leader; and a set of members with different roles and responsibilities.

The consulting team must have the following qualifications and experience:

The tenderer shall provide a project leader/team leader, as well as other staff/team members necessary to the implementation of the assignment.

The team must have the following qualifications:

The team leader must have a relevant academic degree and qualifications and one of the team members must have a relevant PhD degree.

At least 5 years’ experience from working with university systems, higher education and research in low-income countries.

Broad knowledge of research management, quality assurance systems at universities, experience of organisation analysis and organisation development in low-income countries

The team leader must have proven international experience in conducting and/or analysing organisational and institutional reform in higher education in low-income countries.

The team leader must have proven experience in leading consulting teams in the area of organisational development and as the main writer of consultancy reports on organisational reform.

Experience in applying tools of change analysis, including Theory of Change.

Proven experience in using participatory methods

Capacity and experience of working with government entities

Broad knowledge of research management, quality assurance systems at universities, experience of organization analysis and organization development in low-income countries.

Full professional proficiency (level 2) in English according to Appendix 4 – Sida’s Language Level Definition.

The Team Leader has professional proficiency (level 2) in Portuguese or Spanish according to Appendix 4 – Sida’s Language Level Definition.

At least one of the consultants has minimal professional proficiency (level 3) in Portuguese according to Appendix 4 – Sida’s Language Level Definition.

It is preferable that the team has the following merits:

The team leader and the team members have experience of working with Swedish international development cooperation.

Experience of Sida policies, strategies, bilateral research agreements and capacity building within research management at universities in low-income countries.

Experience from working with university systems, higher education and research in Mozambique, as well as broad knowledge of research management and quality assurance systems at universities in Mozambique.

At least one consultant has professional proficiency (level 2) in Portuguese according to Appendix 2 – Sida’s language Level Definition

5 ACTIVITIES, DELIVERABLES AND DEADLINES

The consultancy contract will cover two phases of the reform process: Phase I: Preparation and development of the proposed institutional reform agenda; and Phase II: Implementation and monitoring of the reform agenda. Phase I will run from January to June 2021. The length of Phase II will be defined taking into account the timetable for the implementation of the reform to be proposed in Phase I. The continuity in the provision of services in Phase II by the consultant will be conditioned to the positive assessment of the performance in Phase I.

The key activities to be carried out include:

Submission of Expression of Interest, including, among other aspects, a note expressing understanding of the Terms of Reference by the consultant.
The drafting of the Onset of Activities Report (Inception Report), which must include the preliminary review of the relevant documentation, with particular reference to the ones about the academic, organizational and functional situation of the UEM, the description of the methodological and technical approach to be adopted in the consultancy to adjust the academic, organizational and functional structure of the UEM to the characteristics of a Research University, the key tools and strategies for compiling and updating data on the instruction, the theory of change, the outline (outline) of the final consultancy report, activity plan (including deadlines and budget).
Documentation review relating to the academic, organizational and functional situation of the UEM and to relevant national legislation as well as the review of professional literature concerning analysis and institutional reform in higher education, in general, and higher education in Mozambique, in particular.
Compilation and update of the database about the academic, organizational and functional situation of the UEM.
Analysis of the information compiled / collected and production of the preliminary draft of the Consultancy Report, which must include, among other elements, (i) the theory of change, (ii) the roadmap of the reform process, including its timing, (iii) the SWOT analysis of the reform process at the UEM, with the main pros and cons, opportunities and challenges, and (iv) the strategy and instrument(s) for monitoring the process of reform and transformation of the UEM into a RU, with clear and measurable indicators.
Consultations with key UEM actors and external stakeholders to improve the preliminary draft of the Consultancy Report.
Completion and submission of the Final Consultancy Report for Phase 1/Road Map including an executive summary, a complete report and relevant attachments.
PowerPoint presentation of the Final Report (Phase 1).
Completion and submission of the Final Consultancy Report (Phase 2), including an executive summary, a complete report and relevant attachments.
PowerPoint presentation of the Final Report (Phase 2).

The consultant is expected to submit the following deliverables to the UEM within the deadlines:

	Item	Deadline
1	Expression of interest	18 January 2021
2	Selection and contract	02 February 2021
3	Inception report, electronic and hard copy (Deliverable 1, phase 1)	24 February 2021(15 days)
4	Brief relating to the academic, organisational and functional situation and to the guidelines of transformation of the UEM into a Research University (Deliverable 2)	20 April 2021 (35 days)
5	Preliminary version of the consultancy report in Portuguese and in English, with a maximum of 70 pages, electronic and hard copy. This will result from a participatory consultation process with university key stakeholders through meetings, interviews, and seminars. (Deliverable 3) – preliminary version of the road map to be presented to the Board of Directors and to the Embassy of Sweden.	10 June 2021 (35 days)
6	Final version of the consultancy report (Phase 1) in Portuguese and English after consultation with key actors PowerPoint presentation of the consultancy report in Portuguese and English, with a maximum of 20 slides, both electronically and in a hard copy Databases constituted within the scope of the consultancy work and raw (i.e. unanalysed or unedited) material such as recordings of interviews, completed questionnaires, when applicable (Deliverable 4) - presentation of the final version of the consultancy report/road map to the University Council	25 June 2021 (10 days)
7	Final version of the consultancy report (Phase 2) in Portuguese and in English with a maximum of 70 pages, electronic and hard copy Final PowerPoint presentation of the final consultancy report in Portuguese and English with a maximum of 20 slides (Deliverable 5 – to be defined in detail after completion of Phase 1)	To be determined

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