Ministry of Finance PDP Implementation Officer Deadline 7 November 2008

REPÚBLICA DEMOCRÁTICA DE TIMORLESTE
MINISTÉRIO DAS FINANÇAS

APPLICATION PROCEDURE

Please visit our website at www.mof.gov.tl/ to learn about our recruitment process and
your application requirements including how to address the Selection Criteria in your
application:
http://www.mof.gov.tl/en/administration/hr/vacancy_announcement/Recruitment_Pr
ocess_and_Application_Guideline_PFMCBP.pdf

Applications need to be sent to our Programme Implementation Officer-PFMCBP at email
address, pfmcbp@mof.gov.tl, no later than 17:00hours Timor-Leste time on 7th November
2008.

Previous applicants to this position need not re-apply.

Only short-listed candidates will be contacted. Please note that applications received
after the deadline will not be considered.

TERMS OF REFERENCE

Job Title: Professional Development Program (PDP)
Implementation Officer (National post)

Reporting to: Professional Development Program (PDP) Advisor Senior Management Advisor of Corporate Services Directorate PIO-PFMCBP (for contract administration purposes)

Counterpart staff:

Duration: 12 months initially, with possible extension depending on program progress
and performance

Location: Ministry of Finance, Dili, Timor Lester

I. BACKGROUND
Planning and Finance Management Systems in Timor-Leste

Since the restoration of independence in 2002, the Government of Timor-Leste (GoTL) has made steady progress in building its Planning and Finance Management (PFM) systems, but significant challenges remain. Institutions responsible for planning, budgeting, budget execution, revenue collection, internal control and reporting are particularly weak in a context of rapidly accumulating revenues and expansion of the state budget. The PFM system is characterized by extremely low budget execution on a cash basis, caused by low capacity within the civil service and weaknesses in planning, budgeting, procurement, implementation and project management. Progress to convert existing resources into economic growth and tangible service delivery improvements is slow. Strengthening PFM in any country is a long-term agenda. Sound PFM requires government wide systems and processes that operate in a fully integrated manner; weak links must be addressed in a systematic manner. Areas requiring immediate attention include:

- Linking planning and budgeting
- Reform of procurement and devolution to the line agencies
- Improving cash planning and cash management to prevent excessive Treasury liquidity
- Strengthening core IT systems to support the budget process
- Improving internal and external controls and monitoring
- Implementation of a comprehensive program of capacity building and professional
development for civil servants including delivery of incentive and reward reforms.

The GoTL is conscious of the key role of PFM systems for growth, service delivery and poverty
reduction, and has commenced implementation of a Planning and Finance Management Capacity
Building Program (PFMCBP) to assist to secure these objectives.

The Planning and Financial Management Capacity Building Program

The PFMCBP aims to achieve sustainably strengthened planning, budgeting, public expenditure management and revenue administration for growth and poverty reduction, with emphasis on efficiency, effectiveness, accountability, integrity, service culture, and transparency.
Funded through a World Bank multi-donor trust fund, the PFMCBP is a five year coordinated program of targeted capacity building in planning and financial management. The key GoTL implementing agency is the Ministry of Finance (MoF), but PFMCBP also includes support for financial management staff in the line ministries and districts. The program comprises four major components, encompassing: (a) public expenditure management; (b) revenue administration and macro-economic management; (c) support for executive management and other cross cutting activities; and (d) support for program implementation.

Early capacity building initiatives in the MoF focused largely on getting the public financial management system up and running without fully addressing the capacity shortfalls of civil servants. This has created a system that 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. Through PFMCBP the GoTL wants to move beyond the transitional substitution of international for local expertise, to an integrated approach to institution building that relies on three pillars: skills and knowledge; systems and processes; and attitudes and behaviours. 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. To achieve this, the Program has adopted a platform” approach under which first steps and foundations are consolidated before more advanced steps are attempted.

PFMCBP faces two central challenges in the near term. The first challenge will be to creatively and flexibly support elaboration and implementation of the change management strategy by the RWG, task teams and senior management team. It will take time to define and communicate elements of the change process: it must not proceed too quickly, or according to a technical blueprint. The second challenge will be to ensure the program does not lose focus on the pressing need to improve the Ministry’s core public finance management responsibilities and maintain operations. Government capacity is already limited and there is a risk that dramatic changes may divert focus. PFMCBP should target activities that improve service delivery, support economy and employment outcomes, and underpin government’s efforts to establish its legitimacy.

Program Management

The program is managed and implemented by the MoF through a dedicated Program
Implementation Unit (PIU), led by the Program Implementation Officer (PIO). Comprising a core
group of TA management specialists, the PIU ensures best practice capacity building efforts
throughout the program. The PIU is located within the Executive Office of the Ministry of Finance,
and is designated part responsibility for aid effectiveness also, together with associated PIUs in
MoF.

A Steering Committee chaired by the Minister of Finance and involving senior managers, key line agencies and district representatives as appropriate will provide the strategic direction for the program and ensuring that the program progresses in line with the Government’s development and public financial management objectives.

A Supervisory Committee Chaired by the Minister of Finance and comprising the World Bank and one or more development partners will monitor progress in program implementation and make recommendations to the Steering Committee on issues affecting the successful achievement of the program’s objectives. The Supervision Committee will provide a forum for continuous policy dialogue and will oversee and advice on the integration of all activities and advisers within the program framework, including coordination and consultation with donors involved in parallel financing and co-financing

All Technical Advisers recruited to the PFMCBP are contracted by, and accountable to, the Minister of Finance. Senior Management Advisors will be responsible for planning and monitoring the quality of performance of TA assigned to their respective branches and units.

Ministry of Finance Reform
The Ministry of Finance is the Government body responsible for the design, execution, coordination
and assessment of the finance policies defined and approved by the Council of Ministers,
particularly in the areas of budget and finance, and the Government’s annual planning and
monitoring of their programs.
In 2008 the Ministry of Finance has commenced a process for institutional reform that aims to
improve the quality of services the Ministry provides to policy-makers, line ministries and districts.
A restructure of the Ministry and drafting of new Organic Law are underway, providing some of the
conditions necessary to improve performance, in particular at senior management level. Plans are
also underway to: establish a group of experienced managers; address issues of staff reward and
incentives; review skills and proper job placement of existing staff; preparation of a program for the
professional development (PDP) of ministry staff; systematically communicate planned changes to
existing Ministry staff; and improve the Ministry’s facilities, IT and other related infrastructure.
4
As an initial step in this restructuring process, a Senior Management team will be created to
transmit reform messages and lead performance improvements 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 in the Ministry, including: i) Program
Services; ii) Revenue Services; iii) Policy Analysis; iv) Corporate Services. The Senior
Management Advisory Team provide counterparts to the Senior Managers.

II. THE PROFESSIONAL DEVELOPMENT PROGRAM

The PDP is a component of the first focus area: improving skills and knowledge. The concept is to
increase investment in long-term (2-3 year) tertiary and professional education for MOF staff and
new entrants, along with foundational coursework, temporary work assignments with neighbouring
government units, and complementary short courses.
The position is an in-line function. Among others, the post is expected to result to:
a) raise skill levels and productivity of MOF staff through initially building up basic English,
numeracy and workplace skills, followed by temporary work assignments in neighbouring
countries and, or followed by placement in degree programs in quality regional universities
for up to 2 -3 years, on the understanding that in return they would be committed (by
contract) to an equivalent numbers of years of service upon completion with the MOF.

b) provide scholarships to external, Timorese students accepted by/or pursuing degree
programs regional universities to enable them to complete their studies, and if appropriate
shift to a higher quality university to do so, with comparable service obligations as outlined
above.

c) raise skill levels and productivity of staff working on financial management and
procurement in other ministries through initially building up basic English, numeracy and
workplace skills, followed by temporary work assignments within the Ministry of Finance
and in neighbouring countries, followed by placement in degree programs in quality
regional universities for up to 2 -3 years, with comparable service obligations as outlined
above in their own ministry.

In addition, MOF and other participating ministries would provide a series of incentives to ensure
that returnees are highly motivated. These would include:
• Improving the MOF and other participating ministry work environment with a new
organizational structure, pay reform, improved systems and processes, and enhanced
attitudes and behaviours, supported by the PFMCBP and other reform initiatives.
• Mentoring support from a designated advisor/consultant working in their Division.
• Opportunities to participate in short term training as resource persons and trainees, in both
local and international venues, as appropriate.
• Facilitation to carry out research, present papers in local and international conferences, and
to publish results in international journals.
• Encouragement and funding to join relevant professional associations/networks.
This work will be supported by international experts who will carry out essential functions while
staff are being trained, and help them with re-entry and mentoring when they return.

III. OBJECTIVES OF THE ASSIGNMENT

This assignment is to support ensuring that the expected results listed above are achieved. This
objective will be realized by providing technical and secretarial implementation support to the PDP
component of PFMCBP under the guidance of the PDP Advisor and her/his counterpart.

IV. DUTIES AND RESPONSIBILITIES

A. Core tasks
• Manage the secretariate for the PDP process including application and selection process,
admission to appropriate degree programs and all administrative matters before departure,
while students are abroad and for their return and re-integration
• Support the process of assessment and target setting for basic skills, and help manage basic
skills training
• Support in the provision of pre-departure/pre-entrance preparation e.g. briefings on cultural
awareness and survival abroad, study techniques and other necessary knowledge and skills
minimally needed by the students to attain successful results.
• Support the evaluation process for MoF civil servants as mandated by the relevant
framework for performance evaluation of civil servants
• Support in the preparation of regular assessment reports to the Minister on the progress of
students working at all levels of the PDP.
• Manage the process of organizing and phasing temporary work placement programs in
neighbouring nations to expose students to a performance-oriented work culture
• Manage the short-listing process for prequalified overseas and national tertiary institutions
suitable for receiving PDP scholarship students.
• Assist in maintaining an ongoing dialogue with students during their studies to ensure their
studies proceed positively, and that any arising problems are quickly solved.
• Work jointly with HR branch and relevant advisors
• Any other tasks as delegated by the PDP advisor and her/his counterpart.
B. Deliverables
Within the first three (3) weeks of the assignment, the PDP Implementation Officer shall prepare
a Workplan based on the objectives of the assignment and specific functions for approval by the
PDP Advisor prior to implementation, copy furnished to the Corporate Services Director and the
PIO-PFMCBP.
The PDP Implementation Officer shall then provide a duly endorsed monthly Workplan Progress
Report to the PDP Advisor and Corporate Services Director; copy furnished to the PIO-PFMCBP,
on the progress and /or completion of the activities outlined in the Work Plan.
In addition, the PDP Implementation Officer shall discuss and submit to the PDP Advisor and
Corporate Services Director, no later than five (5) working days before the end of the current
contract, an end of assignment Workplan Progress Report summarizing work undertaken against the
Workplan, the degree to which the work has concluded, and a statement of outstanding tasks.

V. QUALIFICATIONS AND COMPETENCIES
Technical competencies

The PDP Implementation Officer should have a minimum of 2 years experience in administration or participation in the operational management of scholarship programs and human resource development related programs/projects. In addition, s/he is expected to have:

• Diploma in Training & Assessment or similar qualifications in a field such as education,
psychology, public sector management or administration, or any other social science.

• Demonstrated understanding of professional development, capacity building and institutional
strenghtening in a public administration context

• Knowledge and understanding of Government systems, preferrably in Timor-Leste.

• In depth understanding of the management of scholarship programs for international students,
preferrably from Asia/ Pacific.

• Knowledge of setting up and administrating alumni programs.

• Fluency in English language, and preferable fluency in any of Tetun, Indonesian, or Portuguese
languages.

• Ability to work with a multinational and multifunctional team in a fragile state setting.

VI. PERFORMANCE EVALUATION

Ongoing performance shall be assessed by the Programme Implementation Unit (PIU) in accordance with the functions and agreed deliverables in the TOR and performance review framework for advisors; and be subject to inputs and recommendations from the Steering and Supervisory Committees, joint supervision missions and the World Bank Task Team as appropriate. This position is subject to performance evaluations every six (6) months to ensure satisfactory progress in the implementation of the functions of the position.

Satisfactory execution of the indicated technical and capacity building functions mentioned above consistent with the Program’s objectives as evaluated by a Supervisory Review Committee at the end of the engagement. Where a contract extension is required, performance assessment results will be taken into consideration.

VII SELECTION CRITERIA –

PLEASE REFER TO OUR APPLICATION GUIDELINE FOR HOW TO ADDRESS
THESE:

SELECTION CRITERIA EXPERIENCE

1. Certificate, Diploma or similar in qualification in Training and Assessment

2. At least 2 years experience in administration specifically related to filing systems, documentation, record keeping and report writing

3. Experience in the operational management of international scholarship programs and/ or human resource development related programs/projects.

4. Experience in implementing and carrying out training assessment

5. Demonstrated experience in communicating with people across borders and cultures, using state of the art technology

6. Proven record of sound decision making skills

7. Proven ability to approach problem solving in a culturally sensitive manner
to ensure cooperation, ownership and
acceptance

8. Language Requirements:

a. Fluency in English and Tetum

b. Bahasa and/or Portuguese: desirable