REPÚBLICA DEMOCRÁTICA DE TIMOR-LESTE
Planning and Financial
APPLICATION PROCEDURE
Please visit our website at www.mof.gov.tl/ and go to ‘Employment Opportunity’ to learn about our recruitment process and your application requirements including how to address the Selection Criteria in your application.
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 30th April 2009.
Only short-listed candidates will be contacted. Please note that applications received after the deadline will not be considered.
Terms of Reference
Job Title: Consultant, State Assets, Provision of Consolidated Manual
Reporting to: National Director, National Directorate on Assets Management Senior Management Adviser, Directorate General on State Finances PIO-PFMCBP (for contract administration purposes)
Counterpart staff: National Director, National Directorate on Assets Management
Duration: 6 months
Location: Ministry of Finance, Dili –
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, and 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 Planning and Financial
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. On its 3rd year of program implementation, the key GoTL implementing agency is the Ministry of Finance (MoF). Early capacity building efforts in MoF focused on getting the PFM system up and running. 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 behaviors. 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.
PFMCBP faces two central challenges in the near term. The first challenge will be to creatively and flexibly support elaboration and implementation of the reforms and restructuring pursued by the MOF through its 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 that the program does not lose focus on the pressing need to support the continuing improvement of 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.
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.
A Steering Committee chaired by the Minister of Finance and involving its senior management Committee provide the strategic direction for the program and ensures 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 PFMCBP Donors monitors the progress in program implementation and makes recommendations to the Steering Committee on issues affecting the successful achievement of the program’s objectives. The Supervision Committee also provides a forum for continuous policy dialogue and oversees and advices 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 are responsible for planning and monitoring the quality of performance of TA assigned to their respective General Directorates.
Ministry of Finance
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 embarked on a process for institutional reform that aimed to improve the quality of services that the Ministry provides to policy-makers, line ministries and districts. The new Organic Law was approved in January 2009 which paved the way for the establishment of four (4) General Directorates, namely, i) General Directorate of State Finances; ii) General Directorate of Revenue & Customs; iii) General Directorate of Policy Analysis & Research, and (iv) General Directorate of Administration and Finance. The Organic Law also approved the creation of 12 National Directorates positioned under each of the four (4) General Directorates. A Senior Management Committee has also been established to transmit reform messages and lead in the performance improvements within the Ministry. The team is composed of the Minister, the Vice- Minister of Finance, the Chief of Staff of the Minister of Finance, the Senior Management Advisers (SMAs-International) of the four (4) General Directorates and the Director-Generals (Timorese) as they are appointed on the interim or recruited and appointed to the position, on permanent capacity.
II. ROLE OF THE NATIONAL DIRECTORATE ON ASSETS MANAGEMENT
The National Directorate on Asset Management is the DGSF body that provides support to the whole of Government in the standards and policies relating to the Government register of assets. The National Directorate on Asset Management, NDAM for short, has the following competencies.
a) Supervise and control of the processes, procedures and inventory for the management of all State Assets;
b) Ensure accurate procedures for selling and alienating State assets;
c) Performing other tasks given by law or delegated by the Director-General.
Activities will involve a mixture of capacity building efforts and capacity support (operational activities), aimed at building institutional capacity in the National Directorate on Asset Management, and contributing to the development of an asset management and asset disposal systems which demonstrates state of the art practices. Key areas of focus include the developing of systems and processes which enable the line ministries to apply the asset management and disposal processes in the appropriate manner.
The Consultant will also be expected to have a strong focus on capacity building, delivering/facilitating a mix of on the job/ formal training in relevant areas such as:
· Technical aspects of the Directorate’s activities, including managing the process of auctions for asset disposal;
· Once new policies are in place, training on implementing these policies (e.g. strengthened procedures for monitoring and controlling the use of public assets)
· Training on Free Balance;
· Basic skills, such as numeracy, General IT use, and report-writing, as well as basic mechanics (for minor vehicle and equipment repairs).
In addition, the Consultant will provide regular and monthly report of the activities to the Director General of State Finances/SMA on State Finances and the National Director of the National Directorate on Asset Management. The Consultant is also expected to train and guide trainers in the preparation, management and delivery of training programs.
The consultant will be responsible for the following core tasks:
Manuals and policies
· Prepare Asset Management Manual – consolidating and merging the different manuals in to one manual that will be based in the context of Timor-Leste’s current situation.
· Prepare asset life cycle management policies, guidelines and procedures.
· Prepare set of policies in line with the asset management laws such as: policy of scope of frame work, policy of Asset Classification, policy of asset donation procedure, policy of asset depreciation value, policy of asset report format, policy of Receipt and Inspection, policy for State operational vehicle’s, etc.
Training/ communications
· Provide on the job training and organize formal training courses on the use of the assets management register (maintained in GoTL FMIS)
· Assist with the design of training modules for Logistics Managers from line ministries, on the Manual and associated policies.
· Assist with the development of a civil service wide communications/education strategy for the dissemination of information on management disposal process in the different government ministries, departments and offices who are responsible in the management of government assets.
· In consultation with the Professional Development Program, identify training needs for staff in the National Directorate of Asset Management and develop strategies to secure the necessary skills needed to ensure the long term viability of the National Directorate.
Implementation
Provide assistance to the national counterpart to:
· Advise GoTL on strategies to ensure that Asset Management and disposal of asset are made in accordance with the government policies, guidelines and procedures.
· Coordinate with all government entities regarding the identification, collection and classification of assets due for disposal.
· Prepare and maintain accurate and reliable and up-to-date data records of all assets disposed.
· Perform asset inspection to determine conditions and estimated cost of maintenance and repairs, and recommend appropriate actions; i.e. disposal of asset, replacement and repair, junk or transfer to other outfits.
· Provide regular and monthly report of the activities to the Director General of State Finances and Director of National Directorate on Asset Management.
· Perform such other technical and inline functions as may be required by the Senior Management Adviser or General Directorate or the Ministry of Finance.
Capacity building functions
· Jointly with the Program Implementation Unit of the PFMCBP and the Adviser HR & Capacity Development, develop an agreed capacity building work plan (based on the Adviser’s own work plan), to incorporate operational activities and capacity building into the core specific activities to be undertaken. Regularly review and revise the work plan;
· Agree on specific tasks within activities for which national counterparts will be responsible; agree on methodology and monitor able indicators for assessing progress on agreed tasks, and for providing feedback to staff;
· Focus on building skills in technical/operational areas such as asset management and disposal and in managerial areas
· Increase, incrementally, the level and number of tasks for which national incumbents are responsible, commensurate with progress/improvements in technical and functional capabilities.
Deliverables
Within the first three (3) weeks of the assignment, the Consultant shall prepare a Work plan based on the objectives of the assignment and specific functions for approval by the National Director of the National Directorate on Asset Management and the General Director on State Finances or the SMA on State Finances prior to implementation, copy furnished to the Program Services Director and the PIO-PFMCBP.
Within the first six (6) weeks of the assignment, the Consultant shall prepare a capacity building work plan, as outlined above. This will be prepared in consultation with human resource development staff and specialist advisers in the ministry.
The Consultant shall then provide a duly endorsed monthly Work plan Progress Report to the National Director on Assets Management Assets; copy furnished to the Director General on State Finances or the SMA for State Finances and PIO-PFMCBP, on the progress and /or completion of the activities outlined in the Work Plan.
Written Outputs:
· A consolidated manual tailored for easy understanding by the Management of the National Directorate on Assets Management and the different line ministries and government institutions.
· Process for disseminating vital information on management disposal to civil servants in the different government ministries, departments and offices who are responsible for the management of government assets.
· Training manual to ensure that civil servants in different ministries and institution and Asset and Disposal understand the process in disposing government assets.
· A consolidated manual which will establish the mechanism for coordination with all government outfits regarding the identification, collection and classification of assets due for disposal.
· Record and filing system which will assist the National Directorate on Assets Management to prepare and maintain accurate and reliable and up-to-date data records of all assets disposed.
· Training manual to upgrade and update skills and knowledge of civil servants in the National Directorate on Assets Management.
The Consultant shall discuss and submit to the National Director on Assets Management no later than five (5) working days before the end of the contract, an end of assignment Work plan Progress Report summarizing work undertaken against the Work plan, the degree to which the work has concluded, and a statement of outstanding tasks.
V. QUALIFICATIONS AND COMPETENCIES
These competencies shall also form the basis of the selection criteria.
Education
A university degree in a field relevant to the position, preferably in Public Administration, Finance, Accountancy, Engineering
Experience
At least 6 (six) years of experience in an operational and managerial role in Asset Management and at least 2 years relevant asset management experience in a developing country in the public sector.
· Ability to work with national staff to build cooperative and productive teams and individual relationships (with national staff and other advisors), incorporating capacity building approaches.
· Background in capacity building and/ or training functions in areas relevant to this position
· Demonstrated capacity to create, develop and identify the services and procedures that are necessary for competent Assets Managers
· Good understanding of databases
· Excellent oral and written communications and with good command of the English language. Fluency to communicate both verbally and written in Tetum and/or Portuguese or any other languages spoken in Timor-Leste would be an advantage.
Capacity
The Consultant should be familiar with the principles and techniques involved with adult learning, and understand capacity building methodologies. The Consultant must posses excellent oral and written communication skills and be experienced in designing and providing on-the-job training. The Consultant should be able to demonstrate experience in developing and delivering outcomes based capacity building activities, from the needs analysis stage through to execution, evaluation and analysis of ongoing support requirements.
· A commitment to supporting Timorese staff to achieve the outcomes and objectives of the Ministry;
· Committed to training and promoting the professional development of the Ministry’s staff;
· Recognition and respect of peers, and a demonstrated ability to interact effectively and collegially with peers at all levels;
· Demonstrated ability to make sound judgments on capacity issues that will require management referral and guidance;
· Demonstrated ability to work effectively in a mentoring role;
· 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 to implement effectively the work program;
· Demonstrated ability to build skills and knowledge – previous training or teaching experience a plus;
· Demonstrated ability to adapt to challenges in the workplace, including finding creative solutions; and,
· Familiarity with Timor-Leste and Timorese culture and/or willingness to acquire it.
This position is subject to performance evaluations every three (3) months to ensure satisfactory progress in the implementation of the functions of the position.
VII. SELECTION CRITERIA
PLEASE REFER TO OUR APPLICATION GUIDELINE FOR HOW TO ADDRESS THESE:
A university degree in a field relevant to the position, preferably in Public Administration, Finance, Accountancy, Engineering. A formal qualification in training would be desirable.
At least 6 (six) years of experience in an Asset Management operational role , 2 years in a managerial role in Asset Management and at least 2 years relevant asset management experience in a developing country in the public sector.
Significant experience in developing policies, manuals and guidelines for the management, administration and disposal of assets in an easy to understand manner Demonstrated track record of identifying training needs and developing training programs Demonstrated ability to plan and conduct capacity building strategies for staff including adult learning methodologies for building skills and knowledge Proven ability to approach problem solving in a culturally sensitive manner to ensure cooperation, ownership and acceptance
Fluency in English Essential
Fluency Tetum, Portuguese or any other language spoken in Timor Leste Desirable
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