institutional capacity development support projectundp.east-timor.org/icdp/documents/development...

UNDP Timor-Leste

Institutional Capacity Development Support Project

Development Partners Report

Project Activities from: July to December 2004

February 2005

Timor-Leste

1

Support to Development Posts Project– January 2005

TABLE OF CONTENTS

EXECUTIVE SUMMARY.............................................................................................................2

LIST OF ACRONYMS ..................................................................................................................4

1. PROJECT OVERVIEW ...........................................................................................................5

1.1 Transition to Institutional Capacity Development ..........................................................5 1.1.1 Background ..........................................................................................................5 1.1.2 Shift from one-to-one to one-to-many capacity development modality..............7 1.1.3 Development of institutional capacity development work plans .........................8 1.1.4 Monitoring and Evaluation to reflect the new approach......................................9

1.2 Status of Critical Positions ...............................................................................................11 1.2.1 Overview............................................................................................................11 1.2.2 On-board advisors..............................................................................................13 1.2.3 Institutional and sectoral analysis ......................................................................16 1.2.4 Outputs-focused analysis ...................................................................................17

1.3 Preparation for Transition beyond UNMISET..............................................................19

2. FINANCIAL STATUS REPORT...........................................................................................21

2.1 Overview of the Funding Situation .................................................................................21 2.1.1 Development partners contribution....................................................................21

3. PROJECT STRATEGY FOR THE NEXT SIX MONTHS...................................................24

4.1 Project general strategy for the next 6 months ..............................................................24

4.2 Support to and Strengthening of the CDCU ..................................................................26

5. ANNEXES...............................................................................................................................28

I. Complete List of Critical Positions .............................................................................29

II. List of Non-funded Critical Positions .........................................................................34

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EXECUTIVE SUMMARY During the period July to December 2004, the UNDP Support to Development Posts Project continued to pursue its primary objective to strengthen the capacity of the state institutions in Timor-Leste by providing advisors to key government departments and other state institutions in support of their efforts to reduce poverty and promote sustainable development. In the latest reporting period, the project entered a new phase of capacity development in which an institutional approach to capacity development is emphasized as well as the consolidation of the achievements attained since the programme began in May 2002. To reflect this approach, as of January 2005, the project will be renamed the Institutional Capacity Development Support Project (ICDSP). Section 1 of this report, the ‘Project Overview’, deals with different aspects of this transition to Phase II. First, in section 1.1, it outlines the shift to institutional capacity development that has taken place over the reporting period. This has been based around the implementation of several key initiatives, namely the shift from one-to-one to one-to-many capacity development modality; the introduction of new institutional capacity development work plans reflecting the ‘3 pillars’ (Skills and Knowledge; Systems and Processes; and Attitudes and Behaviours) approach to capacity development; and the introduction of a new monitoring and evaluation system common to the UNDP (Critical) and UNMISET (Most Critical) advisory programmes and based on these three pillars. This integrated, output-focused system will permit an in-depth assessment of the impact of capacity development in Timor-Leste on an individual, institutional and cross-sectoral level. It is being introduced in February 2005, and the results will be available following the upcoming assessment cycle. Section 1.2 provides a summary of the current status of the Critical positions, collectively, by development partner, and by state institution. At present, a total of 73, or 62%, of the total planned 118 Critical positions have been recruited. Of these, 55 are on-board, 13 are finished, and 11 are scheduled to arrive in Timor-Leste during the next reporting period. This section also presents some initial conclusions about the overall impact of the Critical advisors on capacity development in Timor-Leste, on a collective, institutional, and sectoral level, in terms of their projected outputs. Finally, section 1.3 describes the further steps that have been taken to harmonize the UNDP and UNMISET programmes in order to plan for the eminent end of UNMISET’s mandate and the possibility of UNDP absorbing some of these functions, if even on a temporary basis. These include the harmonization of the two management structures under the common management umbrella of the Institutional Capacity Development Unit (ICDU), and the adoption of the joint monitoring and evaluation system. Section 2 gives an overview of the financial status of the project. Currently, the project has secured approximately US$ 12.281 million from multilateral development partners. To date, approximately US$ 7.2 million of this has been spent on project activities. Section 3 outlines the project strategy for the next 6 months. During the coming reporting period, the project will continue to realign itself in order to better achieve the transition to institutional capacity development. Adjustments will be made to the Project Management Unit (PMU), including the creation of a steering committee, which will provide strategic direction for the programme and further physical and operational integration with the Capacity Development

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Coordination Unit (CDCU) of the Government will take place. Finally, over the next six months the project will place particular emphasis on supporting the CDCU in order to strengthen its capacity in the medium term, and prepare for the CDCU to assume the responsibility for coordinating all of the Government’s and other national capacity development projects in the long term.

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LIST OF ACRONYMS CDCU Capacity Development Coordination Unit CSG Civilian Support Group HRM Human Resources Management ICDSP Institutional Capacity Development Support Project ICDU Institutional Capacity Development Unit (UNDP + CSG) MECYS Ministry of Education, Culture, Youth and Sports MoJ Ministry of Justice MTCPW Ministry of Transport, Communications and Public Works OP Office of the President OPE Office for the Promotion of Equality OPM Office of the Prime Minister PMU Project Management Unit UNDP United Nations Development Programme UNMISET United Nations Mission of Support to East Timor UNTAET United Nations Transitional Administration in East Timor

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1. PROJECT OVERVIEW

1.1 Transition to Institutional Capacity Development

1.1.1 Background

During the period July 2004 – January 2005, the Support to Development Posts Project continued its transition to Phase II, focused on institutional capacity development as compared to individual capacity development and stabilization, the focus of Phase I. Starting in January 2005, the project will be renamed the Institutional Capacity Development Support Project (ICDSP) to emphasize this change. Phase II is designed to consolidate the capacity development achievements attained since the programme began in 2002. Building on lessons learned from Phase I, in Phase II a more targeted approach to capacity development will be introduced, addressing capacity development needs on the institutional, sectoral, and cross-sectoral levels as opposed to treating the Public Administration as a unified whole with common needs. Chart 1.1, below, illustrates the key characteristics of Phase II, and its place in the overall capacity development process.

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CHARACTERISTICS OF CAPACITY BUILDING PHASES

• One-on-one and line function advisors through 100 and 200 projects

• Focus on individual capacity development and “gap-filling”

• Counterparts develop basic skills

• Shift to institutional capacity development :one-to-many and line function advisors throughMost Critical and Critical

• Pilot for ministry specific and cross-ministry institutional capacity building programmes (e.g. justice and interpretation and translation)

• Identification and active involvement of “helping hands” and definition of exit strategies

• Counterparts continue developing and start of institutional capacity Time

Cap

acit

y L

evel

5/20055/2002

• Focus on ministry specific and cross-ministry long term institutional capacity development programmes

• Very small number of line function advisors, working within institutional frameworks

• Much more active role for UN agencies, IFIs and bilateral development partners

• Institutions developing capacity needed to improve service delivery both quantitative and qualitative

Approach: positions across Public Administration treating it as one large entity to address basic needs

1. Stabilize

2. Build & Consolidate

3. Grow

Targeted approach to address institutional capacity development in specific sectors as well as cross-sector

Departure of UNMISET

Independence

Source: CSG and UNDP

ILLUSTRATIVE

Chart 1.1: Capacity development Phases

This transition toward the new phase of Capacity Development in Timor-Leste began in June 2004, in response to the needs identified by a combined task force of the Government of Timor-Leste, UNDP and UNMISET, which conducted an assessment in July and August of 2003 to determine capacity development needs after June 2004. Based on the assessment, 176 advisory positions were identified as needing international support. Fifty-eight of the 176 were categorized “Most Critical” to replace the initial 100 stability positions. The remaining 118 positions, identified as “Critical” are subject to voluntary contribution from development

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partners and administered by the UNDP through the ICDSP. The state institutions of Timor-Leste have prioritised and justified these positions, and created new or modified Terms of Reference (TORs) to reflect their changed capacity development needs. Chart 1.2, below, illustrates the distribution of the 118 Critical positions by state institution.

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118 CRITICAL POSITIONS BY STATE INSTITUTIONREVISED

2013

109

88

6555

4

MoPF

Proposed number of critical positions

MoTCPW

MoJ

MoSA

MoECYS

President Office

ParliamentPrime Minister OfficeBPA

MoAFF

MoFAC

MoI

MoH

SSoCI

MoDECoM

PG

Provedor

PBS

SSLS

Proposed number of critical positions (cont’d)

433

22

11

1

To date: •55 Critical advisors are on-board •11 Critical advisors are arriving in 4-6 weeks•13 Critical positions are finished

As of February 2004Source:UNDP

4CAVR

4

Chart 1.2: Critical Positions by State Institution

In May-June 2004, an independent evaluation by an external consultant was conducted to measure the impact of the previous phase of the project. Whereas the assessment showed that the project had met its initial targets for individual capacity development and made substantial contributions to the capacity development of state institutions, it identified several lessons learned. Accordingly, the Institutional Capacity Development Support Project is designed to achieve:

– An evolution from individual capacity development to institutional capacity development.

– Increased ownership by the state institutions and the strengthening of coordination through increasing CDCU’s capacity and resources.

– Enhanced coordination of the advisors under the project umbrella with other related projects at UNDP, with UNMISET advisors (CSG) and with other bilateral development partners.

– Demand-driven national counterpart training both in and out of country, in addition to on-the-job training provided by advisors.

– Sufficient provision in the budget for basic infrastructure requirements to enable the advisors to efficiently carry out their duties—a particular concern with regard to work in the Districts.

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– The establishment of a project advisory committee representing all major stakeholders to provide coherence, accountability and support to external assistance.

During the period July 2004 to January 2005, the ICDSP began the implementation of this transition towards institutional capacity development. The key aspects of this transition are detailed below. 1.1.2 Shift from one-to-one to one-to-many capacity development modality As of June 2004, each advisor from the Critical list is working according to refined Terms of Reference, designed by the state institutions and revised by UNDP to reflect an institutional capacity development approach. One of the key thrusts of this approach is a transition from one-to-one to one-to-many capacity development modality. Under this new modality, each advisor is formally assigned to multiple counterparts. These are divided into primary counterparts, usually with whom advisors work on a daily basis and whose functions the advisors advise directly, secondary counterparts, with whom advisors work on a regular basis and who may be support staff to the primary counterparts, and indirect counterparts, who are affected by the advisors’ work via training sessions or other activities. The one-to-many approach is also supported by enhanced coordination between advisors (both UNDP and CSG) working within the same sector or institution, with other related projects at UNDP, and with other bilateral development partners. Under this approach, the role of advisors will be broadened significantly to reflect the institutional focus of the programme. The main implications that this will have on the advisors’ tasks will include:

- Expanding coverage to interact with multiple counterparts within units / divisions and across state institutions when appropriate.

- Increasing emphasis on training of both primary and secondary counterparts. - Balancing the focus on all three pillars: Skills & Knowledge, Systems & Processes and

Attitudes & Behaviours. - Participating actively in the identification of follow-on support (if needed) in a

comprehensive exit strategy. - Performing adjustment in response to timely feedback provided by improved and unified

monitoring and evaluation system. - Developing more comprehensive institutional capacity development work plans (see

below). Furthermore, this new approach is expected to contribute towards achieving the following goals within the state institutions in terms of capacity development:

- Increasing ownership due to full involvement in the process starting with needs definition, formulation, prioritization and the selection.

- Ensuring that counterparts are hired and have qualifications. - Allowing for better leverage of international advisors through increased focus on training

and gradual reduction of advisors involvement in line functions. - Avoiding the “MY advisor” syndrome by facilitating the expanded role of advisors to

work on the institution level within units / divisions or across multiple state institutions.

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- Being actively involved in the monitoring and evaluation process (through counterparts input and CDCU’s follow-up).

- Participating actively in the identification of exit strategies as well as seeking support from potential development partners.

1.1.3 Development of institutional capacity development work plans The premise of the new institutional capacity development work plans is that a strong civil service is built on three interdependent pillars: Skills and Knowledge; Systems and Processes; and Attitudes and Behaviours. The '3 pillars' approach is a way of focusing advisors’ capacity development efforts according to the sector (pillar) which it will impact, and permits detailed measuring their progress. The 3-pillar paradigm complements the shift from one-on-one to one-to-many advisor modality, discussed above. Critical advisors are also working together with their Most Critical colleagues to devise Ministerial- level capacity development work-plans to ensure greater coordination within ministries, and reduce repetition. A major step in solidifying the transition to institutional capacity development has been the introduction of a new format for institutional capacity development work plans. During the first 4-6 weeks after their arrival, each advisor is required, in collaboration with their primary counterparts, to elaborate a work plan for the division to which they are attached. These work plans define the outputs and key performance indicators for the respective advisor, and set deadlines for key milestones to be achieved. Thus, the success of the capacity development effort will be in part measured by what percentage of the advisors’ functions, as defined in the capacity development plans, can be performed by the national counterparts. These work plans are also used as a basis for analyses of advisors’ projected outputs on an individual, sectoral, institutional and national level. During September and October 2004, all on-board UNDP and UNMISET advisors were required to develop these work plans. They were then grouped into 10 sub-groups, listed in Table 1.1, overleaf, according to the sector at which their capacity development efforts are aimed. Each sub-group then held an Institutional Capacity Development working session during which they presented and discussed their work plans and examined their outputs as a collective and their potential institutional and national impact as a whole. These 10 sessions were crucial in strengthening the relationship-building and coordination between the UNDP and UNMISET advisors working within the same institution or sector, and in allowing advisors to achieve greater efficiency in planning and harmonizing their capacity development efforts. It furthermore permitted the Critical and Most Critical advisors to familiarize themselves in depth with each other’s work, and to gain a broader perspective on the institutional and sectoral scope of their capacity development tasks.

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Sub-Group Number of Advisors

(UNDP and CSG)* State Security and Political Affairs 15 Justice 17 Finance 12 Finance and Administration 13 Education and Health 7 Agriculture, Development and Natural Resources 13 Human Rights and Transparency 13 Information Technology 10 Legal 10 Media and Communications 7

*Please note that some advisors participated in multiple groups. Therefore this number cannot be taken to represent a comprehensive total.

Table 1.1: Sub-groups by Capacity Development Sector

1.1.4 Monitoring and Evaluation to reflect the new approach In coordination with the new work plans and the focus on the 3 pillars of capacity development, a new unified system for the monitoring and evaluation of both UNDP and UNMISET advisors has been developed. This system, designed by a monitoring and evaluation specialist, will be rolled-out for all advisors at the end of January 2005. Furthermore, by May 2005, the reporting system will be fully automated via a custom-designed information system that will eventually be handed over to the national Capacity Development Coordination Unit (CDCU). This automated system will facilitate analyses and permit up-to-date comparisons between projected and actual outputs. Under this system, advisors will enter their work plans into a database. On a monthly and quarterly basis, advisors will then fill out their reports on- line, and their progress assessments will be entered directly into the system, where they can be measured against the targets and indicators outlined in the work plans. Under the new evaluation system, advisors will continue to report to the project management unit (PMU) on a monthly and quarterly basis. The new formats are output-oriented, and will measure advisors’ progress according to the key indicators and deliverables identified in their capacity development work plans. The Advisor Monthly Institutional Capacity Development Report aims to monitor the degree of completion of the outputs of sub-tasks identified in the work plan, and to identify any variables that have impacted negatively on their progress. The Quarterly Institutional Capacity Development Report is a three-part reporting process, with information to be submitted by the advisor, the counterparts, and the supervisors. The quarterly report aims to permit monitoring and evaluation, of the overall contribution advisors are making to the entities to which they are assigned.

- Advisors are asked to list their outstanding tasks and give them a rank according to priority. They are then asked to assess the capacity of their counterparts according to the degree to which they are able to carry out these tasks by themselves; and to specify the

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means of verification upon which this assessment is based. They are further required to detail their intended actions in cases where the counterparts have not achieved self-sufficiency, and to comment on what both UNDP and / or their host institution could do to support them further in the execution of your tasks.

- Counterparts are requested to assess their own progress by ranking their ability to carry out the specified tasks autonomously. They are also requested to specify what, in their opinion, the advisor might do to help close the capacity gap.

- Supervisors are asked to evaluate the success of capacity development based on their observation of how well the counterparts are able to carry out the target functions and their degree of reliance on their advisors, and to identify the means of verification by which they perform this assessment. Finally, they are given the option of making any suggestions as to how the existing institutional capacity gap might be closed.

Please see Annex V for copies of the new monitoring and evaluation reporting formats and a detailed note of explanation. Other key features of the new monitoring and evaluation system include:

- A permanent position of Monitoring and Evaluation Specialist to be added to the Project Management Unit (PMU). This position is currently provided through UNMISET.

- On the project level, the PMU and CDCU will organize regular meetings with advisors and counterparts to increase interaction, facilitate monitoring and evaluation, and strengthen coordination.

- Through regular meetings of the Steering Committee (for more detail see part IV, Project Strategy for the next 6 months), the PMU and CDCU will take the lead in organizing quarterly meetings with key players involved in capacity development in Timor-Leste to increase development partner coordination. Once sector-specific functional analyses are conducted, working groups that meet on a monthly or quarterly basis will be coordinated with the Steering Committee. The meetings will be used to monitor progress, share ideas, and provide the Government and other state institutions’ insight into the process required for an in depth analysis.

An external evaluation by an independent party will be conducted after the end of the project (subject to funding availability) to assess its impact on institutional capacity development.

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1.2 Status of Critical Positions

1.2.1 Overview There are currently 118 positions on the Critical list of advisory positions for institutional capacity development in Timor-Leste. For a complete summary of these positions, please see Annex III.

As of January 2005, the project is well-positioned to exceed its target of having at least 50% of Critical advisory positions filled.

To date, a total of 79 positions have been filled to date. Of these, 55 positions are on-board, 13 positions are finished, and 11 have been recruited and their incumbents are scheduled to arrive in Timor-Leste during the next quarter. Thus, a total of 67% of the planned 118 Critical positions have been filled. Chart 1.3, below, sums up the current recruitment status of the Critical positions as percentages of the targeted 118 positions.

Recruitment Status of Critical Positions, January 2005

47%

11%

9%

33%On-boards (55 positions)

Finished (13 positions)

Arriving Soon (12 positions)

Remaining (39 positions)

Chart 1.3: Recruitment Status as a Percentage of 118 Critical Positions

Of the 79 positions filled so far, 74, or 94%, have been funded and administered on a multilateral basis, through the Support to Development Posts project, and 5 have been funded and administered bilaterally. Chart 1.4, overleaf, provides a visual representation of the recruitment of positions on the Critical list during the latest reporting period. During this period, the 50% mark (or 59 positions) was achieved.

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Recruited Critical Positions

50

13

11

32

10

43

32

2

0

10

20

30

40

50

60

70

80

Jul-04 Jan-05

Bilateralsfinished

Bilaterals on-board

Multilateralsarriving soon

Multilateralsfinished

Multilateralson-board

51

79

Chart 1.4: On-board, Finished, and Arriving soon - Critical Positions, July 2004 and January 2005

From the total of 79 funded Critical positions, Chart 1.5, below, shows the distribution of filled Critical positions by development partner. Chart 1.6 shows these figures as a percentage of the total positions recruited so far.

Recruited Critical Positions by Donor, January 2005

1816 15

75 4 4 3 3

1 1 1 1

0

5

10

15

20

EC

IRELAN

DSID

ACID

AUN

DP

FINLA

ND

NEW ZE

ALAN

DNORAD

USAID

Asia F

ound

ation

AusA

IDJIC

A

PORTU

GAL

Chart 1.5: Filled Critical Positions by development partner

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Proportion of critical positions recruited by Development Partner

24%

20%

19%

9%

6%

5%

5%

4%4%

1%EC

IRELAND

SIDA

CIDA

UNDP

FINLAND

NEW ZEALAND

NORAD

USAID

Asia Foundation

AusAID

JICA

PORTUGAL

Chart 1.6: Filled critical positions as a percentage by development partner

1.2.2 On-board advisors As of January 31st, 2005, a total of 55 Critical advisors were on-board the project. The distribution of these positions through the state institutions of the Government of Timor-Leste is summarised in Table 1.2 and Chart 1.4, overleaf. Since the last reporting period, an additional 9 ‘Development’ positions have finished, 8 multilaterals and one bilateral. This is on-schedule with the transfer of the ‘Development Posts’ project to the ‘Critical Posts’ project with its focus on institutional capacity development. Of the 55 Critical advisors currently on-board, 52 are funded multilaterally and administered through the Institutional Capacity Development Support Project, and 3 are funded and administered bilaterally.

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State Institution On-Board Advisors

Ministry of Planning and Finance 11 Ministry of Agriculture Forestry and Fisheries 6 Ministry of State Administration 5 Commission for Reception, Truth and Reconciliation 4 National Parliament 4 Ministry of Education Culture, Youth and Sports 3 Ministry of Foreign Affairs 3 Ministry of Health 3 Ministry of Transport, Communication and Public Works 3 Ministry of Interior 2 Ministry of Justice 2 Office of the President 2 Office of the Prime Minister 2 Banking and Payment Authority 1 Ministry of Development and Environment 1 Prosecutor General 1 Public Broadcasting Service of Timor-Leste 1 Secretariat of State for Labour and Solidarity 1 TOTAL 55

Table 1.2 Critical Advisors On-board by State Institution

On-Board Advisors, January 2005

11

6

5

4

1

3

2

0

2

4

6

8

10

12

Ministry of Planning and Finance

Ministry of Agriculture Forestry and Fisheries

Ministry of State Administration

National Parliament

Commission for Reception, Truth and Reconciliation

Ministry of Transport, Communication and Public Works

Ministry of Health

Ministry of Foreign Affairs

Ministry of Education Culture, Youth and Sports

Office of the Prime Minister

Office of the President

Ministry of Justice

Ministry of Interior

Secretariat of State for Labour and Solidarity

Public Broadcasting Service of Timor-Leste

Prosecutor General

Ministry of Development and Environment

Banking and Payment Authority

Chart 1.4 On-board Advisors by State Institution

Table 1.3, on the next page, provides a more complete summary of the overall status of the Critical list.

Table 1.3 Summary of Critical Positions On-board, Finished and Arriving Soon

* In the table above, “Arriving Soon” denotes positions that have been recruited but the incumbents have not yet arrived in Timor-Leste. ** In fact, two of the original 118 positions have been cancelled. However they may be replaced, thus until further notice the project is still using the 118 figure for official calculations.

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State Institution Total Positions

Planned Total On-board Total Finished Arriving Soon Total On-

board, finished and arriving

% Total On-board,

Finished and Arriving Soon

Banking and Payment Authority 4 1 1 25% Commission for Reception, Truth and Reconciliation 4 4 4 100% Ministry of Agriculture Forestry and Fisheries 8 6 6 75% Ministry of Development and Environment 3 1 1 33% Ministry of Education Culture, Youth and Sports 8 3 3 38% Ministry of Foreign Affairs 4 3 1 4 100% Ministry of Health 4 2 2 50% Ministry of Interior 3 3 3 100% Ministry of Justice 10 2 3 1 6 60% Ministry of Planning and Finance 20 11 3 2 16 80% Ministry of State Administration 9 5 1 1 7 78% Ministry of Transport, Communication and Public Works 13 3 2 1 6 46% National Parliament 5 4 1 5 100% Office for the Promotion of Equality 1 1 1 100% Office of the President 5 2 2 4 80% Office of the Prime Minister 4 1 1 2 50% Office of the Provedor 1 0 0% Prosecutor General 2 1 1 2 100% Public Broadcasting Service of Timor-Leste 1 1 1 100% Secretariat of State for Council of Ministers 1 0 0% Secretariat of State for Commerce and Industry 2 2 2 100% Secretariat of State for Energy and Mining 3 1 1 33% Secretariat of State for Labour and Solidarity 3 1 1 2 67% TOTAL 118 55 13 11 79 67%

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1.2.3 Institutional and sectoral analysis The introduction of the new monitoring and evaluation system in 2005 will permit the project to conduct its first in-depth evaluation of the impact of the Critical advisors on capacity development in Timor-Leste based on actual outputs. At the present time, it is possible to assess draw conclusions in terms of impact on an institutional and sectoral level. The breakdown of advisors by state institution has already been shown in Table 1.2, above. Form this table it is clear that the project currently has the highest concentration in the Ministry of Planning and Finance (11 advisors); the Ministry of Agriculture, Forestry and Fisheries (6 advisors); the Ministry of State Administration (5 advisors), the Commission for Reception, Truth and Reconciliation (4 advisors), and the National Parliament (4 advisors). This is in line with the project’s and UNDP’s focus on the sectors of accountability and transparency; justice; strengthening governance; and human rights. The distribution of advisors throughout the state institutions of Timor-Leste does not necessarily represent the sector in which advisors are providing capacity development. Table 1.4, below, demonstrates the distribution of advisors among 10 key sectors, based on the sub-groups described in part 1.1.3 of this report.

Sector Number of UNDP Advisors*

Finance 10 Administration 9 Agriculture, Environment Development and Natural Resources 8 IT 7 State Security and Political Affairs 7 Human Rights and Transparency 5 Justice 4 Education and Health 4 Legal 3 Media and Communications 2 *NB: Some advisors are classified in more than one sector. Thus the total number does not add up to 55.

Table 1.4: Distribution of on-board advisors by capacity development sector

As is evident from this analysis, the Critical advisors are currently providing the greatest support to the sectors of: Finance; Administration; Agriculture, Environment, Development and Natural Resources; Information Technology, and State Security and Political Affairs. In addition, there are still 4 advisors on-board working in the Justice sector, who are not included in the critical list, bringing the total number of Advisors working in Justice up to 7.

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1.2.4 Outputs-focused analysis Chart 1.5, below, is a graphical representation of the distribution by capacity development sector of the cumulative projected outputs of the Critical advisors. This projection is based on the institutional capacity development work plans (discussed in part 1.1.3 of this report, above) developed by the advisors. The capacity development sectors are explained in greater detail in part 3.1.2 of this report, below.

Critical Advisors Cumulative Projected Outptus by Sector

43%

5%5%25%

7%15%

Training

Legislative Framework

Policy Framework

Operating Systems

Manuals

Line Functions(capacity enabling)

Chart 1.5: Cumulative Projected Outputs of Critical Advisors by Sector of Capacity Development

This chart shows that the Critical advisors continue to devote a large proportion of their activities to training, which amounts to approximately 43% of their total cumulative outputs. This can include on-the-job training, attitudes and behaviours training, and formal training (in-country and abroad), to name a few. The second major area of capacity development is in creating operating systems, namely procedural guidelines and / or information systems. These operating systems are projected to account for a quarter (25%) of the total outputs produced by Critical Advisors. Creating manuals, developing legislative frameworks, and building policy frameworks are projected to occupy smaller proportions of advisors’ outputs, or 7%, 5% and 5% respectively. Finally, about 15% of the Critical advisors’ outputs will be capacity enabling line functions, such as performing assessments, drafting policies, or attending meetings, to give a few examples, that are not capacity developing in themselves, contribute to capacity development in an indirect manner, by enabling critical functions within the Government. As a final means of analysis, Chart 1.6, overleaf, demonstrates the breakdown of these outputs by the 3 pillars of Skills and Knowledge, Systems and Processes, and Attitudes and Behaviours. As the chart clearly demonstrates, the majority of the outputs of the Critical advisors are divided between the complementary pillars Skills and Knowledge and Systems and Processes, which account for 48% and 45%, respectively, of the total outputs projected. Although this seems to indicate that Attitudes and Behaviours is gravely under-represented, it must be noted that although only 7% of the total projected outputs are specifically geared towards changing or creating attitudes and behaviours, many of the capacity development

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processes employed in transferring Skills and Knowledge, and many of the Systems and Processes developed, will have indirect contributions to attitudes and behaviours among the civil service of Timor-Leste.

Critical Advisors Cumulative Projected Outputs by Pillar

48%

45%

7%

Skills and Knowledge Systems and Processes Attitudes and Behaviours

Chart 1.6: Critical Advisors Projected Outputs by 3 Pillars

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1.3 Preparation for Transition beyond UNMISET With the eminent end of UNMISET’s mandate in Timor-Leste, and the uncertainty regarding the continuation of assessed contribution towards the Most Critical advisory positions after May 2005, the ICDS project is taking certain measures to prepare for a possible transit ion beyond UNMISET. Currently, the project is only extending the contracts of its advisors until the end of May 2005, despite the availability of funding beyond this date for some positions, in order to allow the Timorese state institutions the option of reassigning priority positions (newly identified or currently under UNMISET), if needed. Should a transition of part of the positions currently funded by UNMIST be needed after May 2005, the ICDS project is well positioned to assume this role, subject to the availability of additional funds. In June 2004, the UNDP project team physically moved to the UNMISET compound, and the two programmes now share an office, and are also now under a common management umbrella, as illustrated below. This combined struc ture is known as the Institutional Capacity Development Unit (ICDU). In the ICDU, human resources and strategy are pooled, beginning in January 2005, and implementation policy will also be further harmonized with the introduction of the new joint monitoring and evaluation system (discussed above).

3

CSG UNDP*

Bilateral programmes

• CSG and UNDP have a common management structure under one umbrella programme: Institutional Capacity Development programme (ICDP)

• CSG and UNDP share same strategy and some aspects of programme operations such as recruiting and performance monitoring and evaluations structure, but financing, budgeting and reporting will be carried out separately

• Full coordination between CSG and UNDP• CDCU coordinates with ICDP team and bilateral capacity development programmes

Institutional Capacity Development programme

Capacity Development Coordination Unit (CDCU)

… …

SRSG/ RR

Manager 1 Manager 2

Shared Operations Pool

* A programme steering committee with key development partners participation, CDCU and other state institutions will be in place in before the end of 2004

INSTITUTIONAL CAPACITY DEVELOPMENT UNIT STRUCTURE

Chart 1.6: ICDU Structure

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This synergic coordination structure will facilitate a smooth transition of select Most Critical advisory positions to administration by the UNDP and CDCU, should this be required. The ICDSP will also coordinate closely with UNMISET and the CDCU in preparing the ground for sector-specific projects, to which certain advisory positions will migrate. This process has already begun with the justice and national parliament strengthening projects. Such sector-specific initiatives will serve as the exit strategy for the advisors working in these areas under UNMISET, and eventually for UNDP as well. Coordination in the definition of terms of reference for these positions, recruiting and alignment of work plans to the overall frameworks of these projects will facilitate the assumption of these functions by the sector-specific projects beyond 2005.

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2. FINANCIAL STATUS REPORT

2.1 Overview of the Funding Situation 2.1.1 Development partners contribution To date, the Support to Development Posts Project has secured approximately US$ 12,281,000 from 12 multilateral development partners, as given in Table 2.1, below. Chart 2.1 gives a graphical representation of these contributions as a percentage of the total contribution received to December 31st 2004.

Development Partner Amount (US$ 000)

Australia 435Canada 680Denmark 135European Commission 3,000Finland 548Ireland 2,037New Zealand 807Norway* 972Sweden 3,000UK** 63USA 400 UNDP 206Total 12,281

* Since December 31st, 2004, and additional US$ 189,300 and US$ 140,000 were received from NORAD in two cost-sharing agreements. ** Since December 31st, 2004, and additional US$ 72,000 was received from the United Kingdom

Table 2.1: Development partner contributions to 31 st December 2004

22


24% 24%

17%

8% 7% 6% 4% 4% 3% 2% 1% 1%0%

5%

10%

15%

20%

25%

30%

EC

Sweden

Irelan

d

Norway

New Ze

aland

Canad

a

Finlan

d

Austr

alia USAUN

DP

Denmark UK

Chart 2.1: Proportion of Contribution Received from Development Partners (as of Dec 31 ’04)

To date, approximately US$ 7.2 million have been spent on project activities. The distribution of expenditure is shown in Chart 2.2, below.

Financial status report by Development Partner (US$)

3,00

0,00

0

3,00

0,00

0

2,03

7,06

9

1,30

2,29

9

807,

212

707,

766

543,

799

434,

800

400,

000

206,

000

135,

386

135,

000

1,80

4,00

0

1,67

8,94

5

1,43

6,78

1

902,

626

155,

816

420,

094

453,

693

324,

296

200,

000

29,0

00

107,

488

63,0

00

0

1,500,000

3,000,000

4,500,000

Swed

en EC

Irelan

d

Norway

New Ze

aland

Canad

a

Finlan

d

Austra

lia USA

UNDP

Denmark UK

Total Contributions Total Expenditures as of December 31st 2004

Chart 2.2: Development Partner financial status as of December 31 st 2004 Of the 118 critical positions, 88 positions (75%) currently have confirmed funding for at least six months as of January 2005. These are distributed among the donors as follows in Table 2.2, and shown as a proportion of the total in Chart 2.3:

23


Development Partner Funded Positions

SIDA 20 EC 18 IRE 15 NZ 11 CIDA 7 UNDP 5 FIN 4 AusAID 2 NORAD 2 USAID 2 Asia Foundation 1 JICA 1

Table 2.2: Development partner funding for Critical Positions, January 2005

23%20%

17%

13%

8%6% 5%

2% 2% 2% 1% 1%

0%

5%

10%

15%

20%

25%

30%

SIDA EC IRE NZ

CIDAUN

DP FIN

AusA

ID

NORA

DUSA

ID

Asia F

ound

ation JIC

A

Chart 2.3: Development partner funding of Critical Positions as a proportion of total funded positions.

The remaining 30 Critical positions have not yet been funded. A list of these positions is provided in Annex II.

24


3. PROJECT STRATEGY FOR THE NEXT SIX MONTHS

4.1 Project general strategy for the next 6 months The next 6 months will be a period of adjustments for the Project Management Unit (PMU). In the medium term, the project will continue to be managed using a Direct Execution (DEX) modality. Once sufficient capacity is developed within in the Timorese state institutions to execute such a programme, a National Execution (NEX) modality for follow-on efforts will be appropriate. It is envisaged that the UNMISET CSG and the UNDP’s Institutional Capacity Development Support Project will standardize their operations and share resources under one umbrella coordinated by the SRSG/RR with CDCU as its Counterpart. This standardization is already on its way in the areas of recruiting, capacity development plans formulation, as well as in monitoring and evaluation. Meanwhile, a Steering Committee will be established in early 2005 to maximize the impact of UNDP’s Institutional Capacity Development Support Program by ensuring better coordination among the stakeholders, increased transparency and accountability, as well as closer monitoring of the project operations. The chart overleaf provides a description of the team’s management structure. The Steering Committee comprises of CDCU and other state institutions (Office of the President, National Parliament, the Courts) UNDP, multilateral donors with substantial contribution to the project and key bilateral donors. Three international staff will support the Project Management Unit and the CDCU partnership: a Project Manager; Monitoring and Evaluation Project Officer; Recruitment Officer and three administrative assistants. The Monitoring and Evaluation Project Officer position should work very closely with the development partners and with CDCU to strengthen the Government’s capacities to coordinate and evaluate all capacity development initiatives and as the first step in UNDP’s exit strategy. The relationship of the Steering Committee to the overall project management structure is shown in Chart 4.1, overleaf.

25


Chart 4.1: Steering Committee and Project Management Structure

The profiles and proposed duties of the Steering Committee and the management team are outlined below:

- A Steering Committee to provide strategic direction for the programme, facilitate the securing of financial resources, liaise with other global mechanisms, for example the Transitional Support Programme (TSP), to ensure full coordination and that other development partners are updated on programme operations, and to provide recommendations and feedback on the programme operations based on periodic meetings with the programme management team. The Committee will have meetings once every quarter or in special circumstances (the programme management can convene a meeting to address an urgent issue). The minimum quorum required for the Steering Committee to make its decisions is the representation of at least one state institution (CDCU on behalf of the Government), at least one development partner and UNDP.

- A Project Manager with a degree in Public Administration or related fields and at least 5 years experience in project management. The project manager will oversee all project operations; liaise with state institutions, development partners and UNMISET to ensure coordination; and keep the Steering Committee informed about project operations.

- A Human Resource Management specialist with human resources experience to assist in the recruiting, orientation and training of advisors, and to ensure that training

PROJECT MANAGEMENT ARRANGEMENT

Project Steering Committee:

•CDCU•Other State Institutions•Major Development Partners•UNDP Senior Management

UNDP Institutional Capacity Development

Support Project Manager

UNMISET Institutional CapacityDevelopment unit manager

Recruitment Officer

Monitoring & Evaluation

Officer

Assistant Assistant

UNMISET/UNDP Institutional Capacity Development Unit

Assistant

26


provided by advisors is coordinated with the Institutional Capacity Development plans and the HRM Programme.

- A Monitoring and Evaluation Specialist with academic training and experience in evaluation methodologies to strengthen the current evaluation and monitoring system. The effectiveness of the evaluation system in the next phase will depend on key performance indicators identified for counterparts or sectors.

- A national staff member who is skilled in facilitation and is sufficiently networked within the government to assist the evaluation specialist. This person could possibly be placed at the CDCU.

- Support staff to participate in the recruitment and contract management processes. - An administrative support staff to support the Project Manager.

4.2 Support to and Strengthening of the CDCU During the upcoming period, a key feature of the Institutional Capacity Development Support Project, lending support to both the transition to institutional capacity development process and the transition beyond UNMISET processes, will be support for developing the capacity of the CDCU to undertake the full scope of its coordinating role. Two crucial elements of this are:

– Increased ownership by the state institutions and the strengthening of coordination through increasing CDCU’s capacity and resources.

– The development of Timorese capacity, especially by support for the CDCU, for

facilitating the processes necessary to achieving a coordinated, strategic, and systemic design and implementation of the national capacity development programme.

In the medium term, the development of CDCU capacity should increase the Government’s ownership and responsibility for the Support to Development Posts Project. In the long term, this provides an exit strategy for the UNDP. In addition to support from the PMU, other closely related UNDP projects such as COMPASS will provide the CDCU with support to recruit two additional national staff members. As the CDCU’s capacity is sufficiently strengthened to operate without resident UNDP support over the longer term, it is anticipated that the CDCU will assume the responsibility for coordinating all of the Government’s and other national capacity development projects. The capacity development of the CDCU will also be supported by changes to the project management structure in the long term. The UNDP Project Management Unit (PMU) will continue to provide support to the CDCU to strengthen its capacities to coordinate the activities of the development posts project. A crucial component of this strategy is the recruitment of the Advisor to the Director of CDCU (PM-02), a process that is currently under-way. The Advisor to the Director of the CDCU will work in close collaboration with the Director of CDCU and while building the capacity of the Director and other staff, shall perform the following functions and responsibilities:

27


- Develop and prepare the CDCU’s Department Operating Manual (DOM) and

individual job descriptions based on the CDCU’s mandate. - Assist in coordinating the institutional capacity development plans across the different

ministries, including draft of procedures for each ministry. - Assist in drafting a National Human Resource Development Policy. - Assist in the implementation of the Code of Ethics embodied in the Human Resource

Policy Manual (guided by the Civil Service Act). - Assist in the liaison work with Human Resource Focal Points across the different

ministries to implement the capacity development programs. - Act as coach and mentor to the Director and Project Officer of CDCU. - Assist CDCU in coordinating the development programs for senior administrators

across the different ministries. - Assist CDCU in monitoring and evaluating the transfer of skills, knowledge, systems,

processes and deliverables of International Advisers to the national staff working in all the state institutions and ministries of the Government of Timor-Leste.

Chart 4.2, below, illustrates the projected timeframe for the transition of responsibilities to the CDCU.

Chart 4.1: Timeframe for Transition for CDCU

1

TRANSITION TIMEFRAME FOR CDCU

Identification of Medium term needsfor state institutions

Completion of Institutional Capacity Development plans and presentation to development partners conference

Integration into SIPs and identification of funding mechanisms

January 2005

1 Quarter 2 Quarter 4 Quarter3 Quarter December 2005

Monitoring & Evaluation system Stable system

operated by CDCU

Rollout of developed system by and enhancements

Stable system operated by ICDU

Transfer of system to CDCU with occasional support from ICDU

Expansion of system to include bilateral programmescoverage

Human Resources Support Needs

assessment for follow-on support completed

Short-term support for capacity development plans in place

CDCU advisor on-board

Co-location of some project staff at CDCU

UNDP’s follow-on support programme to CDCU approved

28


5. ANNEXES I. Complete list of ‘Critical’ positions II. List of non-funded ‘Critical’ positions

29


I. Complete List of Critical Positions

Critical Position Number

Development

Position Number

Title State Institution

AF-01 103 Coastal Socio-Economic Advisor Ministry of Agriculture, Forestry and Fisheries

AF-02 107 Soil and Agro-Climate Specialist Ministry of Agriculture, Forestry and Fisheries

AF-03 112 Agricultural Economist (Policy & Planning)

Ministry of Agriculture, Forestry and Fisheries

AF-04 Specialist in Socio-Economic Analysis in Agriculture


AF-05 102 Aquaculture Advisor Ministry of Agriculture, Forestry and Fisheries

AF-06 105 Integrated Pest Management Advisor Ministry of Agriculture, Forestry and Fisheries

AF-07 106 Rice and Maize Crops Advisor Ministry of Agriculture, Forestry and Fisheries

AF-08 108 Natural Resources Management Advisor


BP-01 IT Adviser Banking and Payment Authority BP-02 Investment Adviser Banking and Payment Authority BP-03 Economic Adviser Banking and Payment Authority BP-04 Director, Secretariat & Administration Banking and Payment Authority

CI-01 Legal Adviser Specializing in Commerce and Industry related policy and legal framework development

Secretariat of State for Commerce and Industry

CI-02 191 Principal Advisor for Trade Secretariat of State for Commerce and Industry

CM-01 Translator Adviser Secretariat for the State Council of Ministers

CR-01 CRTR1 Program Manager Advisor Commission for Reception, Truth and Reconciliation

CR-02 CRTR4 Legal Counsel Commission for Reception, Truth and Reconciliation

CR-03 CRTR5 Information Technology Advisor Commission for Reception, Truth and Reconciliation

CR-04 CRTR9 Advisor on Truth Seeking Commission for Reception, Truth and Reconciliation

DE-01 Principal Adviser for Development Ministry of Development and Environment

DE-02 Adviser to the Director of Department of Support to Development


DE-03 187 Geologist Secretariat of State for Energy and

30



Development

Position Number


Mining

DE-04 Adviser on Alternative Energy Secretariat of State for Energy and Mining

DE-05 188 Adviser for Finance and Administration Secretariat of State for Energy and Mining

DE-06 184 Environmental Impact Assessment Advisor/Technical Advisor - Pollution


EC-01 160 Advisor for Non-Formal Education Ministry of Education Culture, Youth and Sports

EC-02 161 Advisor for Primary Education Ministry of Education Culture, Youth and Sports

EC-03 162 Advisor for Private Schools Ministry of Education Culture, Youth and Sports

EC-04 163 Advisor for Secondary Education Ministry of Education Culture, Youth and Sports

EC-05 Legal Adviser with specialization in Education Sector Legal Framework Development


EC-06 165 Advisor for Technical Vocational Education


EC-07 166 Advisor for Tertiary Education Ministry of Education Culture, Youth and Sports

EC-08 159 National Adult Literacy Adviser Ministry of Education Culture, Youth and Sports

FA-01 Administrative Advisor Ministry of Foreign Affairs FA-02 155 Political Advisor Ministry of Foreign Affairs FA-03 Network System Manager Advisor Ministry of Foreign Affairs FA-04 Advisor to the Minister's Cabinet Ministry of Foreign Affairs JU-01 Adviser for Finance and Administration Ministry of Justice

JU-02 019 Legal Translator - Tetum/Portuguese/Tetum Ministry of Justice

JU-03 020 Legal Translator - Portuguese/English/Portuguese Ministry of Justice

JU-04 022 Legal Interpreter - Tetum/Portuguese/English Ministry of Justice

JU-05 023 Legal Interpreter - English/Portuguese/Tetum Ministry of Justice

JU-06 Legal Interpreter - Portuguese/Tetum/English Ministry of Justice

JU-07 027 National Land Administration Advisor Ministry of Justice JU-08 Adviser on Land and Property Ministry of Justice JU-09 028 Lawyer/Mentor (Civil Law) Ministry of Justice JU-10 Registry and Notary Adviser Ministry of Justice LS-01 Finance and Administration Adviser Secretariat of State for Labour and

31



Development

Position Number


Solidarity

LS-02 130 Advisor on Veterans Policy Secretariat of State for Labour and Solidarity

LS-03 Labour laws policy expert Secretariat of State for Labour and Solidarity

MH-01 Human Resource Development Specialist Ministry of Health

MH-02 Organizational Development for Health Training Ministry of Health

MH-03 034 Medical Specialist - Internal Medicine Ministry of Health MH-04 036 Medical Specialist - Paediatrician Ministry of Health MI-01 Forensic Pathologist Ministry of Interior MI-02 134 National Disaster Reduction Advisor Ministry of Interior

MI-03 152 Advisor to the Director Of Civil Protection Ministry of Interior

NP-01 017 Legal Advisor/Drafter National Parliament NP-02 Public Relations National Parliament NP-03 Legal Research Advisor National Parliament

NP-04 Administration and Human Resources Management National Parliament

NP-05 Library, Documentation and Parliamentary Information National Parliament

OP-01 Adviser on Gov. Issues (Legislation & Constitution) Office of the President

OP-02 011 IT Network/Trainer Advisor Office of the President

OP-03 012 Planning Development "Budget" Advisor Office of the President

OP-04 015 Research & Documentation Advisor Office of the President

OP-05 Advisor for Territorial and Infrastructure Designing Management Office of the President

PB-01 BA2/BA4 News Advisor Public Broadcasting Service of Timor-Leste

PF-01 067 Oil & Gas Taxation and Revenue Advisor Ministry of Planning and Finance

PF-02 042 Technical Advisor - Goods and Services Procurement, Customs Clearance and Receiving and Inspection (R&I)


PF-03 091 Technical Advisor on Goods and Services Procurement Ministry of Planning and Finance

PF-04 043 Senior Customs Reform and Operations Advisor Ministry of Planning and Finance

PF-05 Network Specialist Ministry of Planning and Finance PF-06 053 Revenue IT Specialist Ministry of Planning and Finance

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Development

Position Number


PF-07 077 District Finance Supervisor/ Trainer Ministry of Planning and Finance PF-08 079 District Finance Trainer Ministry of Planning and Finance PF-09 080 District Finance Trainer Ministry of Planning and Finance PF-10 083 District Accounts Trainer Ministry of Planning and Finance PF-11 081 District Finance Trainer Ministry of Planning and Finance

PF-12 092 Technical Advisor on Asset Mgt, Receiving & Inspection and Property Disposal


PF-13 093 Technical Advisor on Inventory Control & Warehouse Management Ministry of Planning and Finance

PF-14 040 Office Coordination Advisor/ Language Assistant Ministry of Planning and Finance

PF-15 Adviser for Finance and Administration Ministry of Planning and Finance PF-16 065 Logistics Officer Ministry of Planning and Finance PF-17 Senior Timor Sea Revenue Adviser Ministry of Planning and Finance PF-18 078 Treasury Information Support Adviser Ministry of Planning and Finance PF-19 Treasury Project Coordinator Ministry of Planning and Finance

PF-20 Translator-Interpreter English/Portuguese for Treasury Ministry of Planning and Finance

PG-01 Informatics’ Technical Adviser for the National Central Bureau (NCB) Prosecutor General

PG-02 021 Acting Prosecutor and Adviser for the Prosecution Service / Ordinary Crimes Prosecutor General

PM-01 Human Rights Legal Adviser Office of the Prime Minister PM-02 Adviser to Director of CDCU Office of the Prime Minister

PM-03 007 Advisor to the Advisor for Promotion of Equality Office of the Prime Minister

PM-04 002 Media Advisor Office of the Prime Minister PM-05 069 Advisor on Petroleum Office of the Prime Minister

PO-01 Adviser on Transparency and Accountability (Anti-Corruption) Office of the Provedor

SA-01 136 Advisor to the Liaison, Planning, Coordination & Training Officer (Viqueque)


SA-02 Adviser for Local Government (Dili) Ministry of State Administration

SA-03 137 Advisor to the Liaison, Planning, Coordination & Training Officer (Bobonaro)


SA-04 139 Advisor to the Liaison, Planning, Coordination & Training Officer (Oecussi)


SA-05 138 Advisor to the Liaison, Planning, Coordination & Training Officer (Covalima)


33



Development

Position Number


SA-06 Division of Public Services Ministry of State Administration

SA-07 149 Human Resources Management Specialist Ministry of State Administration

SA-08 150 Human Resources Management Advisor Ministry of State Administration

SA-09 Advisor for National Archives Ministry of State Administration

TC-01 116 Advisor for Region, Baucau/Dili/Maliana/Same








TC-05 122 Advisor to the Head of Technical Standard & Supervision


TC-06 171 Network Administrator Ministry of Transport, Communication and Public Works

TC-07 174 Network Administrator Ministry of Transport, Communication and Public Works

TC-08 Adviser to Minister / Director General (Legal Adviser)


TC-09 Adviser for Roads and Bridges Ministry of Transport, Communication and Public Works

TC-10 175 Systems Programmer Ministry of Transport, Communication and Public Works

TC-11 176 Systems Programmer Ministry of Transport, Communication and Public Works

TC-12 178 Postal Services Advisor Ministry of Transport, Communication and Public Works

TC-13 170 Electronic Services Adviser Ministry of Transport, Communication and Public Works

34


II. List of Non-funded Critical Positions


Development

Position Number


AF-01 103 Coastal Socio-Economic Advisor Ministry of Agriculture, Forestry and Fisheries

AF-04 Specialist in Socio-Economic Analysis in Agriculture


BP-02 Investment Adviser Banking and Payment Authority BP-03 Economic Adviser Banking and Payment Authority CM-01 Translator Adviser Secretariat for the State Council of

Ministers DE-01 Principal Adviser for Development Ministry of Development and

Environment DE-02 Adviser to the Director of Department of

Support to Development Ministry of Development and Environment

DE-04 Adviser on Alternative Energy Secretariat of State for Energy and Mining

EC-03 162 Advisor for Private Schools Ministry of Education Culture, Youth and Sports

EC-04 163 Advisor for Secondary Education Ministry of Education Culture, Youth and Sports

JU-06 Legal Interpreter - Portuguese/Tetum/English

Ministry of Justice

MH-01 Human Resource Development Specialist Ministry of Health MH-02 Organizational Development for Health

Training Ministry of Health

OP-01 Adviser on Gov. Issues (Legislation & Constitution)

Office of the President

OP-04 015 Research & Documentation Advisor Office of the President PF-01 067 Oil & Gas Taxation and Revenue Advisor Ministry of Planning and Finance PF-05 Network Specialist Ministry of Planning and Finance PF-17 Senior Timor Sea Revenue Adviser Ministry of Planning and Finance PF-19 Treasury Project Coordinator Ministry of Planning and Finance PF-20 Translator-Interpreter English/Portuguese

for Treasury Ministry of Planning and Finance

PO-01 Adviser on Transparency and Accountability (Anti-Corruption)

Office of the Provedor

SA-06 Division of Public Services Ministry of State Administration SA-07 149 Human Resources Management

Specialist Ministry of State Administration

SA-08 150 Human Resources Management Advisor Ministry of State Administration TC-01 116 Advisor for Region, Ministry of Transport, Communication

35



Development

Position Number


Baucau/Dili/Maliana/Same and Public Works TC-02 117 Advisor for Region,

Baucau/Dili/Maliana/Same Ministry of Transport, Communication and Public Works





TC-08 Adviser to Minister / Director General (Legal Adviser)


TC-09 Adviser for Roads and Bridges Ministry of Transport, Communication and Public Works

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