Terms of Reference for the Chief Program Officer (System and Capacity Development Division)

Terms of Reference for the Chief Program Officer (System and Capacity Development Division)

Introduction

Good Governance is one of the four pillars of Bhutan's overarching development goal and is also one of the National Key Result Areas in the 11th Five year plan. Promulgation of decentralization policy is one of the interventions the Royal Government of Bhutan has initiated to promote the system of good governance. The key objective of the decentralization policy is to devolve powers from the center to the local governments (LGs) to facilitate engagement of citizens at the grass root level in the decision making process. Decentralization in Bhutan has been strengthened continuously during the 9th and 10th Five Year Plan. In addition to adoption of the Constitution of Bhutan in 2008, the most recent major developments regarding decentralization and local governance is re-establishment of Department of Local Governance, under the Ministry of Home and Cultural Affairs, in 2009 to provide coordination, direction and support to the LGs to implement the plans and programs in line with the decentralization policy and other relevant legislations for LGs.

The Department of Local Governance was a Division under the Ministry of Home and Cultural Affairs (MoHCA). The primary mandate of the Division was to function as the central nodal agency to attend to the effective coordination, management and administration of LGs, and development activities implemented at the local level. However, the interim Government in 2007 – 2008 dissolved the Division under the MoHCA to create the Local Development Division (LDD) under Gross National Happiness Commission (GNHC) Secretariat. The mandate as well as the officials, including the then ongoing projects, of the erstwhile DLG was all taken to the new LDD. Nevertheless, the Government reinstituted and re-established the Department under MoHCA as a fully fledged Department through the Hon’ble Prime Minister’s executive order No. Lhenzhung/CAD/-02/08/1001 dated 14th January 2009 conveying the decision of the 27th Session of Lhengye Zhungtshog convened on 13th January 2009.

The substantial increase and enhancement of local related programs and activities demands frequent travel and visits of the staff to the LGs. The current pool of staffs is most of the time in the field looking after and managing different activities of the Department in the LGs. The limited number of staffs having to attend to a huge amount of activities results in inefficiency and low quality of public service delivery.

The effective delivery of the Department’s mandate and responsibilities is also inhibited by lack of senior officials. Apart from the Director General, all others are junior or mid-level officials in terms of the existing civil service system. This affects the capacity of the Department to implement its mandate effectively, thereby hampering the efficiency and quality of the work.

Key functions of the department

Within the country’s overall development goals, objectives and priorities, and keeping in line with the provisions of the Constitution of the Kingdom of Bhutan and other bye-laws in place on local development and governance, the following shall be the key functions of the Department:

1.  Guide the LGs through development and implementation of visions and strategies.

2.  Strive to be an agent of change to strengthen and lead the decentralization and democratization process.

3.  Enhance the clarity of roles and responsibilities of central and local stakeholders involved in the decentralization process.

4.  Provide advisory services to LGs on local governance and development management.

5.  Coordinate and facilitate formulation of FYP of the LGs in collaboration with line agencies, and carry out M&E of LG plans.

6.  Act as an interface between central and local governments and between local governments.

7.  Conduct research on relevant areas of local development and governance, and submit recommendations to the Government for policy adoption.

8.  Build/develop capacities of Local Governments in all relevant fields to foster good governance and professionalism in local administration and development management.

9.  Build awareness and create effective service delivery culture in order to enhance efficiency, transparency and accountability of Local Governments.

10.  Develop and manage local government database that serves as information repository for policy guidelines and strategies on rural socio-economic development and local governance

Function of System and Capacity Development Division

i.  Develop and implement a dynamic capacity development strategy for LGs

ii.  Conduct capacity needs assessment of LGs in keeping with the growing/changing roles of the LGs across socio-political context;

iii.  Initiate capacity building of DLG staff on relevant areas, for building the capacity of DLG to impart capacity development trainings to LGs and their functionaries (without having to necessarily outsource all trainings)

iv.  Coordinate to conduct relevant trainings for the LG officials in collaboration with other DLG Divisions.

v.  Facilitate trainings conducted by other agencies, based on the endorsement of the trainings to be relevant and useful for LGs.

vi.  Conduct orientation programs for elected & appointed LG officials.

vii.  Mobilize resources for capacity building, based on recommendations for trainings, both short-term and long-term and explore for funds to support such training programs.

viii.  Maintain HRD database, such as record of trainings availed under DLG as well as other agencies’ support, etc and prepare periodic evaluation reports.

ix.  Prepare training calendar for LGs and coordinate its implementation

x.  Implement related donor assisted/funded project activities

xi.  Carry out periodic reviews of the roles and responsibilities of the LG functionaries and make recommendations for change, if necessary.

xii.  Recommend/advice local governments on the HR management processes that require to be fulfilled by the prevailing rules, in close consultation with the Dzongkhag HR Section.

xiii.  Respond to the misconduct and other disciplinary issues of LG functionaries, such as non-compliance to the BCSR, and make recommendations for administrative actions, if necessary.

xiv.  Carry out periodic performance reviews of civil servants working in the LGs such as GAOs and Tshogdrungs (and all civil servants in LGs in the long run)

xv.  Explore for innovative ways to establish incentive, reward, and welfare system for LG officials

xvi.  Provide recommendations to the Dzongkhags/Gewogs on adoption of new/evolving HR practices for better performance.

xvii.  Initiate and process recruitment of GAOs and Tshogdrungs upon occurrence of vacancies (and other civil servants in LGs in the long run)

xviii.  Process transfer of GAOs and Tshogdrungs through the Departmental Sub-HR Committee

xix.  Submit recommendations for transfer of Dzongdags/Dzongrabs/Dungpas to the Ministry’s HR Committee

xx.  Coordinate the activities of the Sub-HR Committee of the Department

xxi.  Conduct periodic monitoring of LG officials attendance and performance in the duty stations

xxii.  Implement related donor assisted/funded project activities

Purpose, duties and responsibilities of chief program officer

The purpose of the Chief Program Officer is to assist the department to initiate capacity building of DLG staff on relevant areas, for building the capacity of DLG to impart capacity development trainings to LGs and their functionaries (without having to necessarily outsource all trainings). Coordinate to conduct relevant trainings for the LG officials in collaboration with other DLG Divisions. Facilitate trainings conducted by other agencies, based on the endorsement of the trainings to be relevant and useful for LGs. Conduct orientation programs for elected & appointed LG officials. He/she is also mandated to carry out the functions of the Division as mentioned below:

Duties and Responsibilities

a)  Manage performance and professional development of division staff.

b)  Ensure effective control and efficient use of resources available to the division.

c)  Develop and implement a dynamic capacity development strategy for LGs

d)  Conduct capacity needs assessment of LGs in keeping with the growing/changing roles of the LGs across socio-political context;

e)  Initiate capacity building of DLG staff on relevant areas, for building the capacity of DLG to impart capacity development trainings to LGs and their functionaries (without having to necessarily outsource all trainings)

f)  Coordinate to conduct relevant trainings for the LG officials in collaboration with other DLG Divisions.

g)  Facilitate trainings conducted by other agencies, based on the endorsement of the trainings to be relevant and useful for LGs.

h)  Any other task assigned by the Head of the department.

Knowledge and Skill

The Chief Program Officer should have good leadership skills and decision making qualities. He/she should be proficient in both written and spoken Dzongkha and English.

Education: The Chief program officer should have minimum of Bachelors Degree, preferably masters in Program management/ Local Development Planning/Community Development.

Complexity of work

The Position of Chief Program officer involves analytical thinking about the decisions to be made with regard to the programs and activities of the division and the local governments. Major decision regarding critical matters and issues should be made with consent and approval of the head of the department. Capability in decision making, Responsible and accountable for all decisions of the division taken pertaining to the programs and activities of the division

Provide strategic direction and technical expertise to programs under the position.

Scope and effect of work

·  The performance of the Chief Program officer will affect the functioning of the respective division.

·  The head of the department requires his/her assistance in planning, developing and carrying out any vital administrative or professional programs essential for the achievement of the goal and missions of the department.

·  The officials of the division would depend on him/her for direction, guidance and supervision.

·  Advice the head of the department in making strategic decision making related to the department.

·  His/her contribution and commitment is critical to the division and ultimately department's success.

Work relationships

The Chief program officer shall;

·  Discuss with the head of the department and his/her subordinates;

·  Interact with head of ministry as and when required;

·  Constantly interact and coordinate with LGs across the country.

Supervision

The Chief Program Officer shall supervise the subordinate staff and render guidance to the staff under the division

Job environment

The job of Chief Program officer requires traveling frequently to the Dzongkhags and Gewogs for supervision, monitoring and evaluation of program activities. It also requires traveling to the LGs to conduct investigations of issues that come from the Local Governments.