Disarmament, Demobilization Reintegration and Security Sector Reform Consultant (DDR/SSR Consultant)

Job Description

Background information for the Consultancy

As Somalia continues the task of realigning security sector institutions in accordance with its National Security Architecture agreement, signed by the FGS and FMS in Mogadishu on 16 April 2017, there is a pressing need to understand in greater detail the consequences that may arise as the security institutions and forces are redefined and rebalanced across the country at federal and state levels. This need was formalized in the Security Pact between Somalia and international partners, which was signed on 11 May 2017 in London. The Pact sets out an agreed vision of Somali-led security institutions and forces that are affordable, acceptable, accountable and have the ability to provide the security and protection that the people of Somalia deserve and need, in accordance with international humanitarian and human rights standards, as part of a comprehensive approach to security.

It is recognized by both Somali actors and international partners that as the Somali national security architecture is reformed, a surplus of personnel will be identified within the Police, Army, Navy, Airforce, Custodial Corps, National Intelligence Security Agency (NISA) and state associated militias.

ROLSIG is engaging in three broad thematic areas: (1) Somali security forces realignment; Police, Somali National Army and other entities; (2) militia integration and / or disengagement, and (3) disengagement and reintegration of Al Shabab former fighters, and those associated with ISIS.

This consultancy activity is for UNMAS within ROLSIG and as such the consultant will work in consultation with the Director of ROLSIG.

Purpose of Assignment

The purpose of the consultancy is to outline an SSR/DDR strategy, with identification of programmatic options for caseloads with specific needs resulting from the planned security sector reform process, with particular reference - but not limited - to those caseloads so far identified and listed below.

Framing issues

In light of the National Security Architecture’s restructuring process, the consultancy will be required to look into the following areas, to describe the nature and scale of the problem, identify potential risks and mitigating measures, and proposing programmatic options to handle the specific caseloads:

1. Restructuring the leadership in the Security and Defence Forces (Police, Military and others)

Somalia’s Security Forces (Somali National Army (SNA/ Somali Police Force (SPF)), have a shortage of middle ranking officers. Both organizations face major leadership challenges due to the large number of older high-ranking officers with limited recent operational experience and whose approaches have not evolved much since the 1980s, with a perception that they are not aligned with the current operational reality of counter-insurgency.

While the development of middle-ranking officers and leaders in all ranks is being taken forward through defence and police academies, as well as vacancies being offered at external international colleges, a process of retiring individuals across ranks may be required in order for Somalia’s security architecture to be overseen by suitably qualified and accountable leaders, and for the ranks to be filled with individuals capable of undertaking demanding work. A key factor that may also need to be considered is the dual nationality and second incomes and business arrangements outside of Somalia.

2. “Ghost” security sector employees

Amongst the recipients of salaries and stipends funded by the international community, there are cases of individuals who may have very limited engagement with the formal security structures. There is need to consider how to address those currently registered and receiving a monthly payment, who may be impacted upon, if monthly payments are withdrawn in a restructuring process. Greater transparency and accountability of the Somali National Army (SNA) and Somali Police is being considered separately (outside the scope of this consultancy) as part of a process of mutual accountability.

3. Injured Personnel and Orphans

A percentage of the Somali National Security Forces (SNSF) budget is directed to injured personnel and orphans. Options to be identified on how veterans, injured, orphans of military personnel can be supported outside the operational elements of the security sector, noting that development of capacity within ministries and headquarters may be considered.

4. Demobilization

Agreement on a National Security Architecture could result in the reduction/realignment of the active security forces to lower level due to fiscal constraints, or a division of responsibilities for internal vs. border security with other security forces. This may require a demobilization and reintegration process for active SNA and SPF personnel at Federal and Federal Member State level.

5. Children in the SNSF

The SNA and Somali Police have declared that they do not have any children associated with armed conflict in their establishments. Full verification of this claim has been a challenging process, and children continue to be used by armed groups and militia. This issue will need to be analyzed and options be identified for the release of children and their socio-economic reintegration.

Methodology

The consultant will work under the direction of the Director ROLSIG and in collaboration with the Security Sector Reform (SSR) and DDR sections of ROLSIG.

All meetings and travel will be arranged by ROLSIG.

The consultant is expected to spend estimated 75% of the time in Mogadishu and the remaining time in the regions of Somalia.

The consultancy will be conducted in two phases:

In phase one, the consultant will undertake a comprehensive review of the situation, with evidence based on documents and consultation with UN, AU and international partners associated with the Somali security sector. The phase one output is a report on the scale of the problem, the outlining of an SSR/DDR Strategy, including how Un structures may be best placed to support the process, providing evidence-based best estimate of numbers of personnel who may need to be put through a DDR process and description of programmatic options for the caseloads with specific needs resulting from the planned security sector reform process, with particular reference - but not limited - to the 5 caseloads indicated above.

In phase two, the consultant will test the validity of the phase one findings with Cabinet Ministers and leaders in the Somali Security sector. This phase will be fully managed through the Director of ROLSIG.

Output

The output of the consultancy is a report that:

1. Describes the scale of the Somali national security sector restructuring and realignment problem.
2. Maps out specific issues to each area of concern, at federal and state level.
3. Sets out the opinions of senior stakeholders concerning what they perceive as a problem (or not) – Somali State (Federal and Federal Member State) Security Sector international partners, and UN.
4. Sets out the opinion of stakeholders on steps that might have to be considered for action/for change.
5. Examines the constraints and identifies the critical components.
6. Describes where consensus for solutions exists (or not) between Federal and State actors, international partners and UN.
7. Outlines a DDR/SSR strategy and how the Mission can improve its support for the proposed processes.
8. Identifies and describes programmatic options for caseloads with specific needs resulting from the planned security sector reform process, with particular reference - but not limited - to the 5 caseloads indicated above

Competencies

Develops and implements sustainable business strategies, thinks long-term and externally in order to positively shape the organization. Anticipates and perceives the impact and implications of future decisions and activities on other parts of the organization. Acts as a positive role model contributing to the team spirit. Collaborates and supports the development of others. For people managers only: Acts as positive leadership role model, motivates, directs and inspires others to succeed, utilizing appropriate leadership styles. Treats all individuals with respect; responds sensitively to differences and encourages others to do the same. Upholds organizational and ethical norms. Maintains high standards of trustworthiness. Role model for diversity and inclusion.

Demonstrates the understanding of the impact of own role on all partners and always puts the end beneficiary first. Builds and maintains strong external relationships and is a competent partner for others (if relevant to the role). Efficiently establishes an appropriate course of action for self and/or others to accomplish a goal. Actions lead to total task accomplishment through concern for quality in all areas. Sees opportunities and takes the initiative to act on them. Understands that responsible use of resources maximizes our impact on our beneficiaries. Open to change and flexible in a fast-paced environment. Effectively adapts own approach to suit changing circumstances or requirements. Reflects on experiences and modifies own behavior. Performance is consistent, even under pressure. Always pursues continuous improvements. Evaluates data and courses of action to reach logical, pragmatic decisions. Takes an unbiased, rational approach with calculated risks. Applies innovation and creativity to problem-solving. Expresses ideas or facts in a clear, concise and open manner. Communication indicates a consideration for the feelings and needs of others. Actively listens and proactively shares knowledge. Handles conflict effectively, by overcoming differences of opinion and finding common ground.

Education

• Advanced University Degree (Masters Degree or equivalent) in Social Sciences, Political Science, Business Administration or related field with 10 years of relevant experience is required; OR
• First Level University Degree (Bachelor’s Degree or equivalent) in Social Sciences, Political Science, Business Administration or related field with 12 years of relevant experience is required.

Experience

• Relevant experience is defined as progressively responsible experience in organizational change management at the operational and strategic levels in private or public sector organizations;
• Within the relevant experience, 5 years of experience working with public sector security organizations is required;
• Within relevant experience, 5 years of experience in project development, implementation and monitoring is required;
• Experience in Report Writing is required;
• Experience in conflict or post conflict environment is desired;
• Experience in a development context is desired;
• Experience working with national authorities is desired;
• UN experience is desired.

Language requirements

• Fluency in English (speaking, writing and reading) is required.
• Knowledge of another UN official language is desired.

Contract type: International Individual Contract Agreement (IICA) Retainer Contract. A retainer contract is issued for a period of time during which the services of the individual contractor are required intermittently.

Contract level: I-ICA 4 (ICS-12)
Contract duration: One year

For more details about the ICA contractual modality, please follow this link:
https://www.unops.org/english/Opportunities/job-opportunities/what-we-offer/Pages/Individual-Contractor-Agreements.a

Work life harmonization - UNOPS values its people and recognizes the importance of balancing professional and personal demands. We have a progressive policy on work-life harmonization and offer several flexible working options. This policy applies to UNOPS personnel on all contract types.

Additioanl Consideration

• Please note that the closing date is midnight Copenhagen time.
• Applications received after the closing date will not be considered.
• Only those candidates that are short-listed for interviews will be notified.
• Qualified female candidates are strongly encouraged to apply.
• For staff positions only, UNOPS reserves the right to appoint a candidate at a lower level than the advertised level of the post
• The incumbent is responsible to abide by security policies, administrative instructions, plans and procedures of the UN Security Management System and that of UNOPS.

About the Organization

Background Information - UNOPS

UNOPS supports the successful implementation of its partners’ peacebuilding, humanitarian and development projects around the world. Our mission is to serve people in need by expanding the ability of the United Nations, governments and other partners to manage projects, infrastructure and procurement in a sustainable and efficient manner.

Working in some of the world’s most challenging environments, our vision is to advance sustainable implementation practices, always satisfying or surpassing our partners’ expectations.

With over 7,000 personnel spread across 80 countries, UNOPS offers its partners the logistical, technical and management knowledge they need, wherever they need it.

A flexible structure and global reach means that we can quickly respond to our partners' needs, while offering the benefits of economies of scale.

Background Information - PSC

The UNOPS Peace and Security Cluster (PSC) is a principal service provider in the field of mine action with the United Nations Mine Action Service (UNMAS), UNDP, UNICEF, Governments of mine-affected countries and other mine action partners.

The Center is responsible to administer, provide support and oversight of the day-to-day management of the Project Field offices, both according to the client requirements and in line with UNOPS rules and regulations.

It is headed by the Center Director who has the overall authority and accountability for the performance of the Peace and Security Cluster on behalf of its clients.

UNMAS

United Nations Mine Action Service (UNMAS) is a division of the Office of Rule of Law and Security Institutions (OROLSI) in the Department of Peacekeeping Operations (DPKO). UNMAS is mandated by the United Nations General Assembly (RES/68/72) to ensure an effective, proactive and coordinated response to the problem posed by a wide range of explosive hazards. Legislative mandates also recognize UNMAS technical expertise in responding to threats posed by unsecured and unsafe conventional weapons and ammunition stockpiles. As an office within DPKO, UNMAS supports peacekeeping and special political missions in accordance with Security Council mandates.

UNMAS as a component of the United Nations Support Office in Somalia (UNSOS) provides explosive hazard management capacities, including mitigation, to AMISOM as part of a logistical support package. Non-lethal tactical advice and analysis is delivered by UNMAS technical advisors located in each AMISOM Sector Headquarters and at AMISOM Force Headquarters, who support AMISOM planning and operations. UNMAS support includes both enabling (“operate in spite of IEDs”) and response (“defeat the device”). As a component of the UN Mission in Somalia (UNSOM) UNMAS also supports the Federal Government of Somalia, including the Somali Police Force, Somali Explosive Management Authority and National Security Advisor.