International Individual Consultant Technical assistance to develop and deliver Comprehensive Training on Integrated Case Management for Social Work Professionals in The former Yugoslav Republic of Macedonia

International Individual Consultant Technical assistance to develop and deliver Comprehensive Training on Integrated Case Management for Social Work Professionals in The former Yugoslav Republic of Macedonia

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Introduction

The Former Yugoslav Republic of Macedonia has made moderate gains over the past two decades in terms of both economic growth and political reform. However, the benefits of economic development have not been evenly distributed; both absolute and relative poverty rates remain high. In 2016 the overall at-risk-of poverty rate was 21.9 per cent, while 28.6 per cent of children were living in poverty[1]. Development gains have varied widely by region and ethnic group, and in some instances the process may be fostering inequality rather than mitigating it. The State Statistical Office reports a Gini coefficient of 33.6 per cent, implying high inequality in wealth distribution. Economic development has not been able to end high unemployment. Overall unemployment in 2017 (IIIQ) was 22.1 per cent with over half of the population aged 15 to 24 being jobless[2]. There is gender imbalance in the labor market: in 2016 the employment rate was 33.8 per cent for women and 52.3 per cent for men. This mirrors an overall gender imbalance in the wider society. Despite the existence of equal opportunities legislation, policies and structures, women do not yet enjoy fully equal status with men.

The country has a long tradition in the provision of social protection services. In fact, when part of Yugoslavia, Centres for Social Work (CSWs) were opened throughout the country in the late 1950s and in the same years specialised education for social workers started in Skopje. Many of the services existing today started in those years laying the foundation of social work. Nevertheless, after the gaining of independence, and in response to rather dramatic economic changes, the inherited social protection sector had to transform and respond to the sudden rise of unemployment, the increase of poverty and new social risks. The immediate response was primarily focused to the cash benefit system, but since the beginning of 2000 a number of changes and new policies were implemented also to social services, such as the de-institutionalization process, investment in the capacities of institutions for social protection through cooperation with international organizations, and then later with the introduction of new concepts related to the need of continuous improvement of professional work, the involvement of municipalities and the recognition of non-public institutions in the provision of certain social services.

The cash benefits component of the social protection system is not always effective at reaching the poorest. The fragmented nature of various cash transfer schemes sometimes restricts access and reduces the impact on vulnerable children. In terms of social services, CSWs have the key role in deciding and delivering on social protection issues. Frequent personnel and management changes, as well as the complexity and conditionality of many schemes contribute to a perception that the Centres themselves act as bottlenecks. Administering cash benefits swamps the Centres’ other responsibilities, to the serious detriment of social services. Social workers focus on administrative work at the expense of prevention work. The use of highly qualified personnel in the routine administration of cash benefits is a waste of knowledge and skills that could otherwise be put to use to provide social services. While professional standards and accountability mechanisms are being developed, mechanisms to monitor the quality of social services for children and families remain weak.

Collaboration between Employment Service Agency (ESA) and CSWs is underlined in the legal and policy framework and is regulated by the Law on Employment and Insurance in case of unemployment. It mandates that the beneficiaries of social financial assistance and their household members must register with the ‘unique client evidence system’ used by both ESA and CSW, and accept engaging in active labour market measures such as public work or work of public interest. Despite the legal and policy framework, there is a clear division of competences between CSWs covering ‘social aspects’ and ESA covering ‘employment aspects’. This has meant that collaboration is often reduced to exchange of information between the two state agencies, sometimes indirectly, as it is the beneficiary who takes the certificates from one to the other, without them communicating directly at any stage.

The current level of development of the normative context of the social protection sector is well summarised in a number of key documents, in particular the law on social protection and the National Social Protection Development Programme (2011-2021). The Programme calls for the development of social prevention as an organized, continuous and coordinated action at the local level, increase the quality of service delivery and create conditions to reduce the dependence on institutional care by developing alternative forms of care, introduce case management, introduce a system for continuous professional development, and development of system of licensing and standardization. Although a notable progress was made in adopting strategic documents and changing the legislation, this progress is considered limited. The implementation is weak without sufficient budget allocations. 

In terms of organizational structure, the Ministry of Labour and Social Policy (MoLSP) is responsible for the development of policies, strategic planning and inspection of institutions and entities providing social protection services and therefore oversees the work of institutions of social protection and in particular the CSWs, but also the Institute for Social Activities (ISA). ISA is responsible for the assessment of social problems and the identification and study of possible solutions, the supervision and support of professional social work, and the training material and activities in the sphere of social services, setting standards and requirements.

Social and economic inclusion of the most vulnerable goes hand in hand with Government priorities fostering growth, creation of new employments, increasing competitiveness for accessing new markets etc. MoLSP defines a set of policies that aim at addressing the high rates of unemployment, which provide the framework for active labour market measures for the “hard-to-employ” citizens. The institution responsible for implementing the Operational plan on Active Employment Programmes and Measures and Labour Market Services is the Employment Service Agency and its local offices, which are under the supervision of the Ministry of Labour and Social Policy. ESA has 30 regional offices spread throughout the country, with some 500 employees.

In various places the law on social protection also specifies that municipalities should work in the prevention of social problems and could support the creation of expanded services beyond what is regulated in the law. Furthermore, the involvement of NGOs, private persons and associations is encouraged in the provision of social services. Unfortunately, the delivery of services of these actors never fully materialized in practices due to lack of incentives and lack of regulations.

The country is currently undergoing significant reform of its social protection system, including de-institutionalization of adults and children placed in residential care and a complete overhaul of its social protection legislation. The introduction of case management in the Centers for Social Work and other institutions, including cooperation with Employment Service Centers, is a prerequisite for this reform process to continue.  

How can you make a difference?

The purpose of this assignment is to provide technical assistance to the Government and its Ministry of Labour and Social Policy in building the capacities of relevant practitioners to effectively conduct case management in social work. Case management is understood as a process that enables social workers to coordinate multiple services in order to prevent or minimize their fragmentation and facilitate a client’s increased functioning and wellbeing. The main purpose of that process is to identify appropriate providers and interventions across the range of social, psychological, health, and other service domains that will focus on increasing positive outcomes for vulnerable persons. There are macro (or systems-level perspectives on case management) as well as micro (or individual) level views.

On the macro level, the Government and its Ministry of Labour and Social Policy are currently working with development partners to reform its social protection system to make sure it is organized around a purpose and goal with structures that have functions, capacities, processes and accountability mechanisms. The intent is to develop regular interaction with other social structures, including those for employment, health, justice and education.

This purpose of this particular assignment is to raise the capacities of social workers on the micro level, so that they can effectively work with vulnerable persons to assess their unique needs and identify the most appropriate interventions. As a result of this assignment, social work case managers will be able to coordinate the work of a group of multi-disciplinary professionals and organizations.

In addition, the consultant shall develop recommendations on how to set up an efficient integrated case management, through engaging also the employees of the ESA in the processes of activation of individuals. Recommendations shall define practical ways of cooperation between the two institutions.

Main activities

1. Desk Review and Assessment: During this initial stage, the consultant shall assess whether key elements are in place for case management in social work at both the system and individual level. The consultant shall conduct a desk review of relevant legislation, strategy papers and other research/reports, and conduct a field visit to the country in order to identify and categorize current case management practices, identify gaps, and pinpoint specific areas for improvement. The consultant shall also review the legal and policy framework that defines cooperation between the CSWs and ESA, including available documents reflecting current practices and existing gaps. The assessment shall look into existing barriers and provide recommendations on enhancing flexibility and collaboration between the institutions. As a result from the field visit and the desk review, the consultant shall prepare and submit for review and approval to UNICEF and the MoLSP an inception report outlining key findings and a detailed methodological approach and timeline for activities;

2. Training module(s): in consultation with UNICEF and UNDP, the MoLSP and other relevant stakeholders, the consultant shall conceptualize and develop training modules for integrated case management for social work professionals. The modules will focus on the most common elements that can be considered standards of practice in integrated case management, such as: screening of needs; assessment of strengths and risks; engagement of beneficiaries in treatment; provision of quality interventions; and measurement of functioning. Separate module shall be prepared defining the cooperation between CSW and ESA, identifying the training needs of employees in ESA and protocol that will outline practical ways of communication between the two institutions. The training modules shall be based on the principles of adult learning.
3. Case management handbook: the consultant shall develop an integrated case management handbook for all case managers in the country. The handbook shall guide the CSW and ESA on practical ways on how to handle different aspects, including but not limited to: assessment on the available tools that would easy the communication; clarification on profiles of clients that will be included by ESA in the integrated case management system; joint agreement on who takes over the coordination of actions defined in the individual plans; clarification on the monitoring tools to be used to ensure implementation of proposed measures for improvement, etc.
4. Training: based on the approved training modules, the consultant shall deliver training to approximately 16 participants from CSR through a Training-of-Trainers (ToT) event(s), thus creating a pool of trainers able to replicate the training modules to additional beneficiaries. These trainers will then conduct training for some 500 social work professionals from all of the country’s Centres for Social Work through a series of 5-day training events implemented throughout the country.
   The consultant will in addition train 16 participants coming from the ESA through a Training-of-Trainers approach. Trained participants will then transfer the knowledge to some 150 employees of ESA throughout the country.
5. Reporting: Prepare and submit to UNICEF and UNDP a final narrative report outlining the entire work process and paying special attention to identified constraints and proposals for the future, as this is a joint activity between UNICEF and UNDP. 

Major deliverables:

1: By the end of April 2018, submit for review and approval an inception report outlining key findings from a desk review and a field visit, as well as a detailed methodological approach and timeline of activities;

2: By the end of May 2018, submit for UNICEF and  UNDP review and approval draft training module(s) and handbook on integrated case management;

3: By the end of June 2018, conduct ToT trainings to both groups of participants (CSW and ESA employees) and incorporate any adjustments to training modules based on an initial assessment of training relevance;

4: By the end of July 2018, submit for UNICEF and UNDP review and approval, a final narrative report.

To qualify as an advocate for every child you will have…

• • Advanced university degree in social work, social policy or related field;
  • At least 10 years of relevant professional experience in social work, social policy or related fields;
  • Relevant experience in utilizing case management in research and analysis;
  • Previous experience in developing and conducting training for social work professionals;
  • Excellent verbal and writing skills in English.

Interested applicants should submit the following:

Technical Proposal that shall include:

• Brief (max. 4 page) methodology and approach on how the assignment will be carried, including a detailed timeline of proposed activities;
• CV of the expert/consultant, including a list of reference persons.

Financial Proposal that shall include:

• • • Fees for the consultant;
    • Travel costs;
    • Per diem costs; and
    • Other (please provide details).

Please note that costs related to the organization of training events (conference room, translation, accommodation and food for participants, etc.) shall be directly covered by UNICEF and do not need to be included in the financial proposal.

Selection Criteria:

All proposals will be assessed first on their technical merit and subsequently on their financial proposal. The proposal with the best overall value (composed of technical merit and financial proposal) will be recommended for approval.

*) Only proposals which receive a minimum of 40 points for the quality of the technical proposal will be considered further for the financial proposal.

Estimated duration of contract: 15 March – 30 July 2018

For every Child, you demonstrate…

UNICEF’s core values of Commitment, Diversity and Integrity and core competencies in Communication, Working with People and Drive for Results.

View our competency framework at

http://www.unicef.org/about/employ/files/UNICEF_Competencies.pdf

UNICEF is committed to diversity and inclusion within its workforce, and encourages all candidates, irrespective of gender, nationality, religious and ethnic backgrounds, including persons living with disabilities, to apply to become a part of the organization.

Remarks:

Mobility is a condition of international professional employment with UNICEF and an underlying premise of the international civil service.

Only shortlisted candidates will be contacted and advance to the next stage of the selection process.