Human Resources and Capacity Building Adviser, PFMCBP

• Type: Contract
• Location: Dili, East Timor
• Organisation: Ministry of Finance
  The Ministry of Finance The Ministry of Finance is the Government's main body responsible for the design, execution, coordination and assessment of the policies defined and approved by the Council of Ministers, along the areas of budget and finance and the Government's annual planning and monitoring of their programs. The Ministry's responsibilities include: -Propose macroeconomic, monetary and exchange-rate policies, in collaboration with the central bank; -Propose policies and draft laws and regulations on tax and non-tax revenues, budgetary framework, procurement, public accounting, public finance, auditing and control of the State treasury, issuing and management of the public debt; -Administer the petroleum fund of Timor-Leste; -Work in cooperation with the Ministry of Foreign Affairs to coordinate the relationship of Timor-Leste with the donors; -Manage the external public debt, the State's stakes in companies and external assistance, coordinate and define its financial and tax aspects; -Manage the State's assets, without prejudice to the powers of the Ministry of Justice in terms of real estate assets; -Compile and publish official statistics; -Implement the budget allocated from the State Budget; -Draft the necessary regulations and perform financial control over the expenses of the State Budget that are allocated to other ministries, in view of pursuing a policy of granting greater financial autonomy to the services; -Look after the good management of the funds transferred from the State Budget to bodies that are indirectly administered by the State and by the local government bodies, through audits and monitoring; -Administer and promote international technical assistance in terms of technical advisory for State bodies, except for the areas of human resources training; -Set up collaborative mechanisms with other Government bodies to improve coordination along related areas of concerns. In a recent report on the present status and challenges faced by the Ministry of Finance, it was noted that the overall condition of the Ministry is fragile; that systems and procedures installed in 2000-2001 require renovation; that technical assistance lacks integration and that its primary capacity will depend on staffing key positions with qualified people. The report recommended actions for the short term, through to the end of 2008, to improve the effectiveness of the Ministry and ensure that it can play its proper role as the government seeks to ameliorate the social and economic conditions of the country. The Ministry, in response to this report's assessment and recommendations, has deemed that 2008 will be a year of consolidation of basic functions, as well as the period in which the ministry determines what needs to be done in the medium to longer term, 2-5 years, to improve administrative capacity in finance. The Report also made various proposals to improve transparency information sharing within the MoF and with MoF's clients. These proposals drew on experience in the Canadian Ministry of Finance which promotes frequent consultation across the ministry as a whole, at the senior management level and a form of cascading of such consultation throughout the ministry and with major client groups elsewhere in Government.
• Closing Date: 21-May-2008
• Description:
  Job Title: Human Resources and Capacity Building Adviser, PFMCBP Reporting to: Director of Corporate Services Branch Program Implementation Officer-PFMCBP Counterpart staff: Chief of Human Resources and Capacity Building Duration: 1 year renewable (commencing May 2008 for a maximum of three (3) years until May 2011 subject to review of performance and needs of the program) Location: Ministry of Planning and Finance, PFMCBP Program Implementation Unit (PIU) Background 1. Since the restoration of independence in 2002, the Government of Timor-Leste has made steady progress in building its public financial management system. There is strong awareness within the Government on the key role of the public financial management system for growth, service delivery and poverty reduction. 2.Similarly, the Government recognized the current fragility of institutions responsible for formulating plans, budgeting, budget execution, revenue collection, monitoring and audit in the face of the huge challenges posed by rapid expansion of the budget and increased petroleum sector activity. 3.Early capacity building initiatives undertaken by the Government understandably focused on getting the public financial management system up and running. With such focus, the system that was established remains heavily reliant on the presence of international advisers, who have largely focused on in-line performance and, to a limited extent, on the transfer of skills. 4.With the recent entry of the 4th Constitutional Government of Timor-Leste, a more focused approach on capacity-building is envisaged. This will be pursued without negating the scheme adopted by its predecessor which went beyond the transitional substitution of international for local expertise and focused on an integrated approach to institution building that relies on three pillars: skills and knowledge; systems and processes; and attitudes and behaviors. 5.Through integrated capacity development based on the three-pillar framework, the objectives for the PFM function are (i) improved service delivery, both to internal clients and to the population; and (ii) to create a sustainable PFM system that would be increasingly managed and run by national staff, with the number of advisers decreasing over time as national staff take on increasing responsibility. The Planning and Financial Management Capacity Building Program (PFMCBP) 6.The previous Government signed a multi-year, multi-donor program aimed at strengthening the planning, budgeting, public expenditure management and revenue administration for growth and poverty reduction. 7.The PFMCBP was designed as a coordinated program of targeted capacity building in planning and financial management both for then Ministry of Planning and Finance and for financial management staff in the line ministries and districts. The program encompasses expenditure, revenue, and macroeconomic functions, together with support for executive management of the Ministry, Ministry-wide systems, and program implementation. 8.The program is managed and implemented by the GoTL through an Annual Action Plans and Annual Results Frameworks. 9. The management of the PFMCBP is lead by a Program Implementation Unit (PIU) which is supported by a pool of Advisers, among them, the Adviser for Coordination and Performance Assessment of Advisers, a Human Resources and Capacity Building Adviser a short-term Attitudes and Behaviours Adviser, a Financial Management Information System (FMIS) Adviser, and a Financial Management Officer. These Advisers collectively assist the PIU in ensuring best practice capacity building efforts throughout the program. The Ministry of Finance The Ministry of Finance is the Government's main body responsible for the design, execution, coordination and assessment of the policies defined and approved by the Council of Ministers, along the areas of budget and finance and the Government's annual planning and monitoring of their programs. The Ministry's responsibilities include: -Propose macroeconomic, monetary and exchange-rate policies, in collaboration with the central bank; -Propose policies and draft laws and regulations on tax and non-tax revenues, budgetary framework, procurement, public accounting, public finance, auditing and control of the State treasury, issuing and management of the public debt; -Administer the petroleum fund of Timor-Leste; -Work in cooperation with the Ministry of Foreign Affairs to coordinate the relationship of Timor-Leste with the donors; -Manage the external public debt, the State's stakes in companies and external assistance, coordinate and define its financial and tax aspects; -Manage the State's assets, without prejudice to the powers of the Ministry of Justice in terms of real estate assets; -Compile and publish official statistics; -Implement the budget allocated from the State Budget; -Draft the necessary regulations and perform financial control over the expenses of the State Budget that are allocated to other ministries, in view of pursuing a policy of granting greater financial autonomy to the services; -Look after the good management of the funds transferred from the State Budget to bodies that are indirectly administered by the State and by the local government bodies, through audits and monitoring; -Administer and promote international technical assistance in terms of technical advisory for State bodies, except for the areas of human resources training; -Set up collaborative mechanisms with other Government bodies to improve coordination along related areas of concerns. In a recent report on the present status and challenges faced by the Ministry of Finance, it was noted that the overall condition of the Ministry is fragile; that systems and procedures installed in 2000-2001 require renovation; that technical assistance lacks integration and that its primary capacity will depend on staffing key positions with qualified people. The report recommended actions for the short term, through to the end of 2008, to improve the effectiveness of the Ministry and ensure that it can play its proper role as the government seeks to ameliorate the social and economic conditions of the country. The Ministry, in response to this report's assessment and recommendations, has deemed that 2008 will be a year of consolidation of basic functions, as well as the period in which the ministry determines what needs to be done in the medium to longer term, 2-5 years, to improve administrative capacity in finance. The Report also made various proposals to improve transparency information sharing within the MoF and with MoF's clients. These proposals drew on experience in the Canadian Ministry of Finance which promotes frequent consultation across the ministry as a whole, at the senior management level and a form of cascading of such consultation throughout the ministry and with major client groups elsewhere in Government. The Senior Management Team As an initial step in this restructuring process, a Senior Management team will be created within the Ministry. The team will comprise of the Minister, the Chief of Staff, the Directors and their Senior Advisers, as the case may be, of the four (4) major proposed management modules (branches) in the Ministry, as follows: -Program Branch -East Timor Revenue Services Branch -Financial Management, Policy and Research Services Branch -Corporate Support Branch Brief Description of the Management Branches Program Services Branch The Program Branch refers to the units of the Ministry that are involved in annual planning and monitoring, budget preparation and execution, treasury and payroll, procurement services including the internal. Purposes ? Provide whole of government routinized financial management services - planning, Budget, treasury, cash management, payroll - to fulfil basic legislation and administrative requirements of all Budget funded activities/ services. ? Assist other Ministries with their own management cycle - plan/ Budget, gather resources, provide services, assess and report performance (against the plan), thus, improve their plan/ Budget and services. Responsibilities -Articulate a cohesive whole of government approach to each of the routinised financial management services, including: -Best practice guide - updated/ confirmed annually in close consultation with client agencies -Supporting infrastructure - templates, training, 'help desk' -Training and on going support for staff of MoF, client agencies, within and across professional boundaries -Minimum standards - timing, quality and cost -Monitor legislation and policy settings of client Ministries - in developmental phase through to implementation - 'refine' service offerings to suit -Identify performance gaps/ opportunities for improvement - services offered and provided - develop and implement appropriate response Revenue Services Branch The Revenue Services Branch refers to the units of the Ministry that are involved in ensuring the judicious application of the approved revenue generation of the Government including those that relates to the Petroleum resource of the country. Purpose Establish and maintain financial arrangements, to moderate movement of goods and services across Timor Leste borders (Customs) and specific business activities/ transactions within Timor Leste borders (Tax). Responsibilities -Provide confidence in proper arrangements - governance, probity, consistent, - to community, especially those prospectively affected by legislation, policy and administrative settings o Articulate a cohesive suite of legislation, policy and administrative instruments to identify and characterise financial implications for specific forms of activities/ transactions like tax, duty, levy including: o Best practice guide - updated/ confirmed annually in close consultation with community representatives o Supporting infrastructure - pro forma, document templates, training, 'help desk' o Training and on going support for staff of MoF, community representative, within and across professional boundaries o Minimum standards - timing, quality and cost -Properly collect and account for monies paid -Provide a basis for appeal and redress of each decision with consequential payment to government -Identify performance gaps/ opportunities for improvement - services offered and provided - develop and implement appropriate response Financial Management Policy and Research Services Branch The Financial Management Policy and Research Services Branch refer to the units of the Ministry that are involved in developing macroeconomic, monetary and exchange-rate policies. The FMPRSB is also responsible in initiating policies and in drafting laws and regulations along the areas of tax and non-tax revenues, budgetary framework, procurement, public accounting, public finance, auditing and control of the State treasury, including the possibility of issuing and management of public debt. Units of the Ministry under this Branch are also incharge of drafting the necessary regulations and perform financial control over the expenses of the State Budget that are allocated to other ministries, in view of pursuing a policy of granting greater financial autonomy to the services managed by the Ministry of Finance. Purpose Advance the wellbeing of Timor Leste community by providing sound and timely services, including advice to the MoF and client Ministries, based on objective and thorough assessment of contemporary circumstances, options and by providing high quality and timely policy and research services to client Ministries. Responsibilities -Asses and implement policy and research settings using a wellbeing framework: o personal benefit/ impact to Timor Leste community members (characterised in various ways) o prospective strategic impact to the Timor Leste community as a whole o prospective disproportionate impact to specific individuals/ community groups o inherent risks - distribution and management thereof o complexity - people's ability to properly manage their lives using the legislation, policy and administrative settings that might arise -Provide balanced coverage for all matters within the MoF purview: o Sources of government income like the petroleum, tax, customs, licensing o Economic levers o Developmental levers - shared role with private sector developers/ service providers o Expenditure like wages/ allowances, pensions, procurement of good/ services o Basic information to inform these assesments - primarily statistics Corporate Support Services Branch The Corporate Support Branch refers to the units that are involved in ensuring the efficient management and functioning of the Ministry as an organ of the State. This Branch shall administer and promote collaborative mechanisms among all organs of the Ministry aimed at improving coordination and complementation along related areas of concerns. Purpose -Provide high quality, value add services across the suite of Ministry activities -Provide comprehensive range of corporate services to MoF managers and staff that: o help MoF managers to provide basic services to clients o help MoF managers deliver value for money services to client Ministries o facilitate leadership by MoF people Responsibilities -Provide a suite of standardised, user friendly, services readily available and used by MoF staff, covering: o day to day requirements of personnel administration o document preparation and printing services o gathering, storage and retrieval of data and other information o provision of information systems to suit decision making processes o purchase of goods and services from external suppliers o working environment, space, furnishings and equipment o filing o activity description and history ? Continuous improvements in client focus and client perspective for all MoF activities -Facilitate whole of government, multi agency approach to corporate services -Simple access and payment arrangements - low administrative overheads -Training for service providers and for (MoF) clients -The Minister and MoF executive are provided with confidential advice and assistance on specific initiatives, such as: o organization structures o new policy initiatives o sensitive relationships within and between sectors Objective of Assignment The Adviser will support the efforts of the Corporate Services Branch to strengthen the ministry's Human Resources (HR) overall function; and, jointly with the Advisers' team, design training and assessment systems, as needed. She will also work closely and coordinate with the PIO/PIU to design and implement transparent and appropriate HR practices, standards and administrative procedures under the Program. Duties and Responsibilities Core functions: 1. Support the Corporate Services Branch Director and its line unit in developing its HRM and capacity-building needs. 2. Support the PIO/PIU in regularly updating the Implementation Action Plan for the PFMCBP, as a whole, to ensure the integration of the human resource and capacity building components in the Program. 3. Assist the Corporate Services Director to develop, implement and review a strategic HR plan for the Ministry. This will take into account current and future staff responsibilities, capacity levels, numbers, and working relationships with other units and will identify key vacancies that need to be filled-in. 4. Jointly with the Advisers on Attitudes and Behaviours and on Coordination and Performance Assessment of Advisers, provide a capacity-building methodology and guidance for the Program that will be extended to the Corporate Services Branch of the Ministry. 5. Jointly with Advisers on Coordination, Performance Assessment, and Attitudes and Behaviours, assist the Corporate Services Branch Director to execute a Ministry-wide skills audit, involving the HR and CB units in the process. 6. Jointly with Advisers on Coordination and Performance Assessment of Advisers and on Attitudes and Behaviours, design basic skills training and other on-the-job training in support of HR and capacity-building objectives of the Corporate Services Branch. 7. Working with Advisers on Attitudes and Behaviours and Coordination and Performance Assessment of Advisers and in close coordination with the Corporate Services Branch Director, agree, design and implement an appropriate methodology for assessing progress in capacity building of staff, including recognition of prior learning (RPL) assessments, training evaluations (both of the learning and the application back at the workplace), and assessment against agreed performance benchmarks. 8. Support the HR and CB Unit to develop and implement an appropriate incentives framework to encourage a 'learning culture', including the application of learning and training in the workplace. 9. Support for HR and CB Unit in human resource management of national staff, including development of fair, transparent and merit-based procedures for recruitment, assessment, promotion, and appeals; development of job descriptions, employment conditions and terms of reference for staff and advisers; and development of induction and subsequent training, including assistance to managers in identifying suitable candidates for training. 10. Support the design and maintenance of record-keeping systems for all appointment, promotion, reward and disciplinary procedures to support staff development and provide accountability for decisions made. 11. Support the effort to draft work plans, job descriptions and terms of reference for the Ministry of Finance and the Program, in conjunction with Annual Action Plans. 12. Support the HR and CB to develop a culture of openness, transparency, cooperation and customer service within the ministry and with stakeholders outside the ministry. Capacity building 1. Support the Corporate Services Branch Director in incorporating capacity building and operational activities into the specific activities to be undertaken. Regularly review and revise the work plan and capacity building effectiveness. 2. Agree on specific tasks within activities for which Timorese counterparts will be responsible; agree on methodology and monitorable indicators for assessing progress on agreed tasks, and for providing feedback to staff. 3. Increase, incrementally, the level and number of tasks for which Timorese are responsible, commensurate with progress/improvements in technical and functional capabilities. 4. Agree and implement an appropriate HR strategy for Timorese and international staff. Deliverables Working with the Corporate Services Branch Director, the Adviser will support and advise on all HR issues in the Ministry, including development of fair and transparent procedures for recruitment, assessment, promotion, and appeals; development of job descriptions, employment conditions and criteria for assessment of national staff and international advisers; identification of key vacancies for early action; and development of induction and subsequent training, including assistance to managers in identifying suitable candidates for training and in follow-up after training has taken place. S/he will make a staff assessment to identify staff training needs, develop a workplan for incorporation into the Implementation Action Plan, develop capacity to maintain records of all appointment, promotion, reward and disciplinary procedures in order to support staff development and provide accountability for decisions made. Jointly with the Advisers' team, the HR and CB Adviser will also help to ensure the development and implementation of Ministry-wide basic skills training and contribute to quarterly reports. Schedule of Deliverables At the beginning of the assignment, the Adviser and Corporate Services Branch Director and the HR-CB will prepare and submit to the Minister a forecast of staffing and training requirements based on a detailed internal analysis of Ministry needs for incorporation into the Implementation Action Plan, and develop an HR work plan for the Ministry as a whole. The analysis should include an assessment of the situation at the outset of the assignment and identify easily measurable objectives and milestones to be achieved during the assignment; The Adviser shall also submit biannual status reports on a timely basis. At the end of assignment, the Adviser shall submit a report on the accomplishments and constraints encountered throughout the period, with recommendations for improvement. Work Plan and Reporting The Consultant will prepare a Work Plan based on the objectives of the assignment, functions and deliverables and submit this to the PIO within two (2) weeks from the commencement of the contract; and The Consultant will work jointly with the Corporate Services Branch Director and the PIU pool of advisers and shall submit to the PIO a monthly Work Plan Progress on a timely basis. Performance Evaluation The Advisor shall undergo a three-month probationary period and review of performance will be based against the work plan of activities and deliverables. Ongoing performance shall be assessed by the Programme Implementation Unit through the Program Implementation Officer in accordance with the agreed deliverables in the TOR and performance review framework for Advisors. Likewise, the Advisor shall be subject to inputs and recommendations from the Steering and Supervisory Committees, joint supervision missions and the World Bank Task Team, as appropriate. Qualifications Technical Competencies The selected candidate should have excellent training and substantial experience in Human Resources Management. Significant experience in the operational work of government is a plus. In addition, the candidate should have: - Masters Degree or equivalent in public administration, HR management or a similar field and a minimum of five years of working experience, including experience working in a developing country; - Excellent conceptual and analytical skills; - Understanding of government systems and processes, including integrity systems, customer service culture, and systems and processes to promote accountability and transparency; - Excellent organizational, analytical and prioritization skills, with ability to follow assigned tasks/projects through to completion; - Fluency in Tetum, and/or Portuguese, and/or English and a willingness to undertake further language training. Capacity-building competencies The selected candidate should be service oriented, disciplined, mature, honest, open, transparent, able to maintain good working relationships with counterparts and other staff members, and have a strong professional work ethic. In addition, the candidate should have: - A commitment to supporting Timorese staff to achieve the outcomes and objectives of the division/ministry; - Ability to model the attitudes and behaviors required, including openness, teamwork, transparency, cooperation, communication, accountability and a customer service attitude; - Sensitive to and able to act appropriately in the Timorese culture; - Flexible and responsive, disciplined and patient; - Demonstrated ability to communicate ideas and analyses clearly and tactfully, both orally and in writing; - Demonstrated ability to assist and support the development of useful processes and procedures within the unit and to integrate the attitudes and behaviours pillar effectively in the work program; - Demonstrated ability to transfer skills and knowledge - previous training or teaching experience a plus; - Demonstrated ability to adapt to challenges in the workplace, including finding creative solutions ; - Familiarity with Timor-Leste and Timorese culture is desirable and/or willingness to acquire it.
• Applicant Requirements:
  Application Procedure To be considered for the post, applications with a covering letter, detailed curriculum vitae and at least three (3) references must be sent to the Programme Implementation Officer-PFMCBP at email address, pfmcbp@mof.gov.tl, no later than EOB on 21 May 2008.
• Application instructions:
  Application Procedure To be considered for the post, applications with a covering letter, detailed curriculum vitae and at least three (3) references must be sent to the Programme Implementation Officer-PFMCBP at email address, pfmcbp@mof.gov.tl, no later than EOB on 21 May 2008.
• Restrictions: Only short-listed candidates will be contacted. Please note also that applications received after the deadline will not be accepted.
• Other Contact Details:
  Ramon Oliveros Adviser to the Program Implementation Officer Planning and Financial Management Capacity Building Program (PFMCBP) Email address: roliveros@mof.gov.tl
• Contact Person: Ramon Oliveros pfmcbp@mof.gov.tl
• More information about this Contract...

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