ROYAL GOVERNMENT OF CAMBODIA
MINISTRY OF ECONOMY AND FINANCE
PUBLIC FINANCE MANAGEMENT REFORM PROGRAMME
TERMS OF REFERENCE FOR BUDGET ADVISER
Background to Reform Programme
The Royal Government of Cambodia has launched an ambitious Public Financial Management Reform Program (PFMRP) to reform public financial management systems and capacities. The program was formally launched in December, 2004 and has been commenced since February 2005.
A description of the program can be found on the Ministry of Economy and Finance web site [www.mef.gov.kh]. It tackles a wide range of improvements in budgeting, accounting, auditing and control systems as well as related capacity development, organisational and motivational measures.
It is envisaged that the programme will extend up to 2015, but is broken down into a series of stages each with a defined set of achievements that provide a platform for moving towards subsequent stages.
Background to Post
The programme has been prepared in such a way that at each stage it has been owned and managed by the Government and its staff. An overall framework was developed and agreed by the Government with funding partners. Each Department has then been involved in developing its own more detailed plans for implementing the measures identified in that framework. Again, both the national framework and the Departmental Plans can be viewed in the web site referred to above.
However, it is recognised that substantial technical advice will be necessary to help those staff implement the programme. A plan of the technical advice required has been developed. It distinguishes between advisory posts which will combine strategic and change implementation measures and require engagement over a long period of time and specialist posts which will deal largely with change implementation in specific areas over a relatively short timescale.
The post for which recruitment is now proposed is described below:
Post Name: Budget AdviserNature of Post (Advisory/Specialist): Adviser
General Description of Functions: The budget adviser is responsible for providing both strategic and implementation advice to the budget department for implementing its budget reform action plan within the framework of the PFMRP. The budget adviser is responsible for assisting the budget department in developing its strategic action plan and mechanism to monitor progress. The adviser is responsible for providing on hand training either by himself/herself or by assisting the department to recruit a trainer/specialist for conducting a specific training course or task. The adviser is also responsible for providing strategic and implementation recommendations on capacity development, organisational and motivational measures which are important for the department to implement its reform program and for sustainability.
Post Requirements
Advisor PositionThe advisor will have the following functions:
1. Provide support and advice to the Head of the Budget Department on strategy and detailed work programming with regards to activities within the national program framework for which the Department is responsible.
2. To provide direct support to implementation of those activities in the plan listed below.
3. To provide advice as requested to other members of the Department with responsibilities for implementing defined activities.
4. To provide training, mentoring and skill development to staff in the department.
5. To advise on the revision of budget related legislation, codes and guidance.
6. To help identify and address programming issues that cut across several departments of which budget department is one.
7. To support the Head of Department in selecting specialist and local consultants to work in the area in question and in coordinating/quality assuring the work carried out.
Post Counterparts
The appointed consultant will have as their main counterparts the Head of the Budget Department, plus other counterparts from within the Department. In this case the nominated counterparts are:
Post / NameHead of Department / Sok, Saravuth
Other staff :
1. All Deputy Directors
These staff have direct responsibility for delivery of the improvements encompassed by the proposed appointment. The appointment of the consultant does not and should not detract from this responsibility. However, the consultant should regard their success in achieving their responsibility as an obligation on himself/herself.
Working Methods
The establishment of a close collaborative working arrangement is essential. A mentoring role is important and a test of success is not just the technical delivery of the improvements targeted, but also the personal development of counterparts and other staff within the Budget Department so that they are able to sustain the improvements.
Expected Outputs
In specific terms, the consultant appointed is expected to ensure the successful implementation of the following Activities within the Reform Programme:
Activity No. / Activity Description1 / Identification of main areas of public resource usage that escape incorporation in budget and design of procedure to capture. Also, improved integration of areas of budget such as capital and recurrent (including external assistance), mainstreaming PAP expenditures, sector central and provincial programs, and improved planning of counterpart funding requirements.
2 / Measures to ensure that budget has an impact on each category of expenditure including levels of recruitment and staff development
5 / Improve realism and sustainability of the budget. Strengthen a debt management function (forecasting, financing analysis and payment management), covering external and domestic debt and linking it to budget formulation and execution.
6 / Streamline ability of budget holders to spend in line with budget provision- Streamline approval process
12 / Improve process for post-budget supplementary expenditure credit approvals. Arrangements to ensure that proposals on post budget supplementary expenditure credits are always accompanied by an MEF report of realistic options for financing the expenditure involved in order to avoid destabilizing the budget as a whole.
20 / Re-design and integrate accounting and budget classification system. Consider what forms of analysis are desirable in the longer term, improve and rationalize the hierarchy of analysis and integrate analysis for accounting and budgeting purposes.
21 / Initial design of FMIS requirements and implementation of interim ‘core’ improvements including improved financial summaries. Establish an initial system specification, but within that specification to identify certain basic and ‘core’ requirements that might be introduced on an interim basis. Ensure linkage/ inter-connectivity with existing/already planned MIS in MEF (e.g. ICD, CED).
24 / Piloting of expenditure tracking work. Piloting in a number of Ministries as preparation for building tracking reviews into longer term accountability systems.
25 / Re-design budget cycle and institutional arrangements and reflect in new legislation. The existing budget cycle and institutional arrangements do not reflect changes in budget practice that have already taken place. These need to be re-worked into a new sub-decree, and further changes during the course of the reform program anticipated and flexibility provided for them to be introduced.
26 / Pilot program based budget analysis. Deepen the piloting work carried out through those Ministries experimenting with MTEF techniques.
30 / Capacity development measures. Focused at capacity to support Platform 1 changes.
31 / Motivational measures within MEF. Initial measures during the program design phase.
32 / Motivational measures within Ministries. Introduction of criteria and tests of capacity to respond to and support delegated spending authorities. Design guidelines for spending agencies to install de-concentrated financial business processes and accounting arrangements. Specify an institutional strengthening program for spending agencies on a case-by-case basis in order to install de-concentrated business processes (meet readiness checks).
Targeted Achievements Assisted
Each activity in the Reform Programme is designed to contribute to the achievement of a step change in the performance of the overall public finance management system. The consultant is required to manage his/her contribution is such a way that helps secure those improvements. In this case, the targets contributed to by the activities in question are set our below:
Activity No. / Improvement Target Contributed To1, 2, and 25 / To ensure that the budget is comprehensive and policy based by capturing all relevant fiscal transactions and is prepared in am orderly, predictable way with due regard to government policy.
5, 6, 24, and 26 / To ensure that the budget is realistic and implemented as intended in a predictable manner.
12, 20, and 21 / To ensure that aggregate fiscal position and risks are monitored and managed.
30, 31, and 32 / To building capacity, to increase labour productivity, and to improve human resource management and development
Inputs
Total inputs of 6 months spread over an elapsed period of 12 months are envisaged. This volume of inputs will be contracted initially, but may be extended by mutual agreement. The nature of the contract will be for a first 3 months residential following by a multiple fixed short term periods.
As well as agreed fee rates, the appointed consultant will be provided with the costs of travel and a per diem while in Cambodia converted to a monthly sum for residential appointments.
Timing of Inputs
The commencement of the assignment will be with affect from 1st of June 2005. The timing of subsequent visits will be by mutual agreement.
Reporting
The consultant will be expected to provide the following reports to the Head of Budget Department and to Reform Committee Secretariat.
Within 1 Week of arrival for each visit / A work plan for the assignment.At the end of each visit / A brief report on progress made and next steps.
Each month (Advisory appointments) / A review of progress, any impediments to achievement of either outputs or performance targets and suggested steps to remove those impediments.
At the completion of the assignment / A report on outputs achieved, contribution to performance targets and suggestions for any measures that need to be taken to sustain those improvements.
Skills Required
It is envisaged that the appointed consultant will have the following skill set:
Skill Area / Requirements1. Technical skills / Hands on experience of and successful track record in developing budgetary systems
2. Professional Qualification / A formal qualification in financial management or an equivalent qualification is highly desirable.
3. Experience / Practical experience of budgetary management in a large scale public body.
4. Inter-personal skills / Proven ability to rise above detailed programming and work flexibly with local counterparts to help developing countries take action in a strategic context.
5. Training skills / Strong ability to communicate and relate complex ideas in a way that can be absorbed by staff with little background in modern public financial management techniques.
ROYAL GOVERNMENT OF CAMBODIA
MINISTRY OF ECONOMY AND FINANCE
PUBLIC FINANCE MANAGEMENT REFORM PROGRAM
TERMS OF REFERENCE FOR PROCUREMENT ADVISOR
Background to Reform Program
The Royal Government of Cambodia has launched an ambitious Public Financial Management Reform Program (PFMRP) to reform public financial management systems and capacities. The program was formally launched in December, 2004 and has been commenced since February 2005.
A description of the programme can be found on the Ministry of Economy and Finance web site [www.mef.gov.kh]. It tackles a wide range of improvements in budgeting, accounting, auditing and control systems as well as related capacity development, organisational and motivational measures.
It is envisaged that the program will extend up to 2015, but is broken down onto a series of stages each with a defined set of achievements that provide a platform for moving towards subsequent stages.
Background to Post
The program has been prepared in such a way that at each stage it has been owned and managed by the Government and its staff. An overall framework was developed and agreed by the Government with funding partners. Each Department has then been involved in developing its own more detailed plans for implementing the measures identified in that framework. Again, both the national framework and the Departmental Plans can be viewed in the web site referred to above.
However, it is recognised that substantial technical advice will be necessary to help those staff implement the program. A plan of the technical advice required has been developed. It distinguishes between advisory posts which will combine strategic and change implementation measures and require engagement over a long period of time and specialist posts which will deal largely with change implementation in specific areas over a relatively short timescale.
The post for which recruitment is now proposed is described below:
Post Name: Procurement AdvisorNature of Post (Advisory/Specialist) : Advisory
General Description of Functions: The procurement advisor is responsible for:
-Providing advice to Director of the Department of Public Procurement (DPP) on all reform activities.
-Working closely with all procurement groups of DPP on day-to-day activities.
-Helping disseminate the Procurement Manual.
-Providing technical skills and support to all DPP’s staff.
-Providing capacity buildings for all DPP’s staff (procurement and IT skills).
-Helping develop strategy for reviewing standard of procurement arrangement individual ministry.
-Helping develop strategy for deconcentration and methods of evaluation of deconcentration.
-Helping study about the role and duty of DPP.
Post Requirements
Advisor PositionThe advisor will have the following functions:
8. To provide support and advice to the Head of Department on strategy and detailed work programming with regards to activities within the national program framework for which the Department is responsible.
9. To provide direct support to implementation of those activities in the plan listed below.
10. To provide trainings, mentoring and skill development (procurement and IT skills) to staff in DPP.
11. To provide advice as requested to other members of the Department with responsibilities for implementing defined activities.
12. To support the Head of Department in selecting specialist and local consultants to work in the area in question and in coordinating/quality assuring the work carried out.
13. To help develop strategy for reviewing standard of procurement arrangement and post contract review for individual ministry.
14. To develop strategy for deconcentration and methods of evaluation of deconcentration.
Post Counterparts
The appointed consultant will have as their main counterparts the Head of the Department of Public Procurement, plus at least one other counterpart from within the Department. In this case the nominated counterparts are: