Like the Titanic - the PFMCBP sails on....
between $250.000.00 and $500,000.00 for this position?
14 days notice for applying for this high profile and high responsibility position.
Qualified candidates - will they even learn it is available, and will they be interested?
From: east-timor-owner@lists.riseup.net [mailto:east-timor-owner@lists.riseup.net] On Behalf Of ETAN
Sent: Wednesday, June 10, 2009 11:15 PM
To: east-timor@lists.riseup.net
Subject: Job - Treasury Advisor
REPÚBLICA DEMOCRÁTICA DE TIMOR-LESTE
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_Process_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 25th June 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: Treasury Adviser
Reporting to: National Director of Treasury
Director-General of State Finances
Senior Management Adviser, State Finances
PIO (for contractual and administrative purposes)
Counterpart staff: National Director of Treasury
Duration: 12 months, with possibility of extension up to 1 July 2011 based on the adviser’s performance and the Ministry’s needs
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, 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
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.
III. Objectives of the Assignment
The Budget Execution Department within the National Directorate of Treasury is undergoing significant reform. This is because previously this was the hub of the centralised Treasury operations. This is in line with the Government decision to decentralise some of the Treasury functions and move the operations away from centralised control and towards a more risk management approach.
Following the successful re-structure of the Ministry and the appointment of a new Director for the National Directorate it is important that, as process and functions get devolved, the Treasury staff be assisted in this transition.
At the moment there are three technical advisers within the National Directorate, the lead adviser to the Director is supplied from the IMF. There are currently two advisers from the PFMCBP one working on the FMIS and Asset registers and the other on account reconciliation. Both inputs have been highly successful in meeting the needs of the Treasury at the time.
Future inputs have been designed to be more in line with the upcoming needs of Treasury and will be focussed more on managing and embedding the internal process of change and focussing a little more on internal audit.
The input on reconciliation is due to end in Q2 2009. Whilst the accounts have now been reconciled and brought up to date there remain problems with the computer software that will not have been resolved at the end of the assignment. This combined with the revised decentralised responsibilities will require some process changes and training of core staff specifically within the Budget Execution Division.
The other significant objective of this assignment will be to effect the internal process change away from centralised management of cash purchase vouchers and purchase orders and to move to decentralised systems affected by the line Ministries and monitored by the execution department.
The Government has agreed to this change but it has not been implemented due to systems and legal constraints that have now been overcome. As the new processes are introduced and local counterpart staff trained these processes will also form a key component of the revised Treasury manual that is being compiled by the IMF adviser.
IV. Duties and responsibilities
The Adviser will provide both operational support and capacity building to Treasury staff as follows:
A. Core Tasks
· Assist in the production of a consolidated Treasury manual
· This work is being coorindated by the incumbent IMF adviser and so this input will focus particularly on the integration of freebalance procedures and screens, especially in regard to budget execution and risk management reports into the manual
· Assistance to the Budget Execution Department
· In particular to map out and review internal processes with a view of execution and introducing new risk management based processes and procedures.
· Strengthen the process of regular bank reconciliation between Treasury and the BPA and between Treasury and the commercial banks, in particular work with the Freebalance software team to make sure that internal processes and the software are consistent.
· Strengthen the process of revenue reconciliation between BPA and Treasury and Tax and Customs Directorates and the Treasury.
· Strengthen the process of accounting for retirement of advances to line ministries, districts and embassies and advise on the process of decentralisation of Treasury functions to Districts
· Work closely with the FMIS Training consultant to ensure a co-ordinated approach and provide input to training manuals
· Support to the increased use of the upgraded FMIS within Treasury with a particular focus on;
· Tracking expenditures related to projects and programs of Government
· Entrenching the use of PB reports within Treasury
B.
· The Adviser will be expected to incorporate the three pillar approach to capacity building in all aspects of his/her work with Timorese counterparts. The Adviser shall model transparency and accountability in his/her own behavior, and by focusing on development of skills and systems, together with support to behavioral and attitudinal change, the adviser shall help to build capacity:
· Jointly with the Program Implementation Officer and the HR & CB Adviser, develop an agreed capacity building workplan (based on the Adviser’s own workplan), to incorporate operational activities and capacity building into the core specific activities to be undertaken. Regularly review and revise the workplan;
· Agree on specific tasks within activities for which national counterparts will be responsible; agree on methodology and monitorable indicators for assessing progress on agreed tasks, and for providing feedback to staff;
· Increase, incrementally, the level and number of tasks for which national incumbents are responsible, commensurate with progress/improvements in technical and functional capabilities.
C. Deliverables
Within the first three (3) weeks of the assignment, the Treasury Adviser shall prepare a Workplan based on the objectives of the assignment and specific functions for approval by the the Treasury Director; copy furnished to the PIO-PFMCBP, on the progress and /or completion of the activities outlined in the Work Plan.
Within the first six (6) weeks of the assignment, the Treasury Adviser shall prepare a capacity building workplan, as outlined above. This will be prepared in consultation with human resource development staff and the HR&Capacity Building Adviser.
The Treasury Adviser shall then provide a duly endorsed monthly Workplan Progress Report to the Treasury Director; copy furnished to the PIO-PFMCBP, on the progress and /or completion of the activities outlined in the Work Plan.
In the first year of the assignment, the deliverables of the Treasury Adviser shall include, among others:
o Training and capacity building of local counterparts
o Report based on an effective review assessing current risk management based processes to be submitted three months after the assignment has commenced
o Design of risk management based processes within Treasury, including an implementation action plan to be submitted four months after commencement of the assignment
o Support the production of an updated consolidated Treasury manual
o Support the production and use of regular Treasury reports on Freebalance
In addition, the Treasury Adviser shall discuss and submit to the Treasury 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
· Degree/ Advanced Diploma in Accounts or Finance
· Minimum of eight (8) years of technical experience working in government accounts and finance in the areas of treasury and financial management information systems.
· At least three (3) years experience in supervision, control and implementation of government accounts and treasury functions specifically in the areas of government accounts, Financial Management Information Systems and external & internal audit process and the development and presentation of external and internal reporting to Government, Ministers, managers within the civil service, donors and other external users including the public.
· Knowledge and understanding of International Monetary Fund’s GFS guidelines and procedures, International Public Accounting Standards and procedures.
· Knowledge and understanding of generally accepted International Accounting Standards, practices and procedures and reporting requirements.
· Sound understanding of governance issues as they relate to financial transaction processes and data capture, reporting, fraud and mismanagement identification and control.
· Detailed experience in the secure management of user access to financial systems and information, information management, reporting and the maintenance of data integrity
· Experience in imparting training and conduct of workshops and seminars.
· Demonstrated computer literacy possessing skills in operation of MS Windows, Word, Excel, Power Point software, detailed experience in the specialist use of Freebalance and preferably one other internationally recognized FMIS application.
· Excellent command of English language both spoken and written. Knowledge of Portuguese and/or Tetum would be a distinct advantage.
· Work experience in developing countries particularly in Timor-Leste or in multicultural intrnational organizations would be an advantage.
The adviser 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.
The adviser should be familiar with the principles and techniques involved with adult learning, and understand capacity building methodologies.
The adviser must posess excellent oral and written communication skills and be experienced in designing and providing on-the-job training.
In addition:
· 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 transfer skills and knowledge to counterparts in a culturally appropriate and effective manner – 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.
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.
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
Degree/ Diploma in Accounting /Finance
At least 8 years of technical experience working in government accounts and finance in the areas of treasury and financial management information systems.
Strong track record of working in a capacity building role, having demonstrated the ability to build skills and knowledge of counterparts in a culturally appropriate and effective manner.
At least 3 years experience in supervision, control and implementation of government accounts and treasury functions specifically in the areas of government accounts, Financial Management Information Systems and external & internal audit process and the development and presentation of external and internal reporting to Government, Ministers, managers within the civil service, donors and other external users including the public.
Knowledge and understanding of generally accepted International Accounting Standards, practices and procedures and reporting requirements.
Detailed experience in the secure management of user access to financial systems and information, information management, reporting and the maintenance of data integrity.
Work experience in developing countries particularly in Timor-Leste or in multicultural international organizations would be an advantage.
Fluency in English and
Fluency in Tetum/ Portuguese or other languages spoken in Timor Leste desirable
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