You are on page 1of 5504

Activity Handbook

Northern Province

2007
Activity Handbook
Northern Province

S.No. Contents Page No


1. Message from the Chief Secretary i
2. Forward ii
3. Introduction to Activity Handbook iii
4. Part I - Chief Secretary’s Secretariat
5. Introduction 1
6. Part II - Chief Secretary’s Cluster 3

7. Provincial Audit 25
8. Office of the Infrastructure 37
9. Provincial Planning Secretariat 47
10. Provincial Treasury 69
11. Department of Motor Traffic 86
12. Ministry of Agriculture 97
13. Department of Agriculture 111
14. Department of Animal Production & Health. 123
15. Department of Irrigation. 136
16. Department of Land Administration 152
17. Ministry of Education, Cultural Affairs & Sports 166
18. Provincial Director, Provincial Education Department. 176

19. Department of Sports. 188

20. Ministry of Health and Indigenous Medicine 200

21. Dept. of Health and Indigenous Medicine. 214

22. Dept. of Health Services 227

23. Ministry of Provincial Public Administration 240

24. Department of Co-operative Development. 251

25. Department of Industries 266

26. Department of Local Government 280

27. Department of Road Development 293

28. Department of Rural Development 306

29. Ministry of Rehabilitation 317

30. Provincial Department of Building. 330

31. Department of Probation and Childcare 344

32. Department of Social Services 355

33. Independent Commission


34. Cooperative Employees Commission 366

35. Provincial Public Service Commission 371


Introduction to Activity Handbook iii

Provincial Councils are established according to the Thirteenth Amendment to the Constitution (1987) and conduct their business in terms of the
Provincial Councils Act No. 42 of 1987. The introduction of provincial councils constitutes a landmark transition transferring legal, administrative and
financial powers of government to provinces as units of devolved governance. It resulted in a three-tiered system of governance along with the extant
Local Government Institutions (LGIs) continuing to function with a constitutional guarantee of powers, that could be enhanced by Provincial Councils.

Thus from a governance point of view provincial councils constitute an intermediate tier for the provision of public services. Provincial governance is
hence accountable for decisions made in the course of performing its roles and responsibilities for the provision of public services. The proper
organization of provincial responsibilities for the provision of public services is necessary in order to ensure that the objectives of devolution are
realized from the point of view of the public of the respective provinces. Indeed the fundamental responsibility of provincial governance is to provide
development opportunities to the people living within its jurisdiction in a responsive manner.

Then it is imperative that the development role and responsibility is clearly delineated in order to ensure its widest understanding and appreciation
amongst the many players within the provincial administration as well as outside who have a stake in the development of the Province. Such
understanding and awareness is fundamental to the efficient and effective performance of the roles and responsibilities of the different provincial
agencies that are accountable for the provision of development services.

There are five key considerations that need to be kept in view in organizing provincial provision of public services.

• The efficacious delivery of service provision responsibilities requires appropriate institutional arrangements for setting goals and
implementing plans for their achievement.

• The functions themselves involve the undertaking of operational activities that are deemed to provide the intended services to the people.

• The people as the users of these services should be able to access and make use of these services to satisfy needs and fulfill expectations.

• Therefore the people have a right to know, be informed of, listened to and be involved in the decisions and the operational activities in the
course of undertaking functions and providing services.

• Special consideration should be given in this regard to the representation of the needs and expectations of the vulnerable groups amongst the
provincial publics.
• Provincial service delivery system does not engage in the undertaking of provision of public services in isolation. There are government
agencies as well as non-government organizations that are also engaged in the same if not related functions. The provincial delivery system
would be able to achieve more if it would relate to and coordinate with these other agencies and organizations.

The Activity Handbook seeks to provide a guide to understanding of the varied roles and actions the provincial service delivery system must perform in
providing development services to people. In this regard it addresses the fundamental performance imperative of clarifying as to who is responsible for
what roles and actions in the provincial system. The Handbook delineates the following aspects of performance responsibilities in providing
development services to people

The roles and action responsibilities of the provincial system have been delineated in relation to the position responsibilities of the Chief Secretary. On
the one hand the Chief Secretary must take into account the provincial system demands, while on the other as Chief Accounting Officer ensure the
accountable performance of the governance system and its agencies, i.e., the Ministries, Departments, Special Agencies and the Projects in meeting
those demands. Therefore it is necessary to distinguish between those roles and actions the Chief Secretary must be associated with directly from others
in respect of which is associated with indirectly.

The Handbook will accordingly be in two parts as follows.

Part 1 : System-wide Analysis of Roles, Actions and Officer responsible.

The system performance demands have been identified as follows.


a. Provide leadership
b. Manage system renewal, change and boundary relations
c. Define decision making framework
d. Establish accountability
e. Review and assess performance
f. Build partnerships and networks
g. Resolve conflicts
h. Establish organizational and human resource management systems
i. Create capacity

These system performance demands will require governance interventions in terms of roles and actions to address the. The Handbook sets out roles and
actions in respect of each system performance demand and identifies who is responsible for fulfilling the role and action expectations. The Handbook
goes on to identify outputs and results to be expected from the performance of each role and action responsibility.
Part 2 : Analysis of Roles and Actions of the organizational units of the provincial delivery system

The performance responsibilities of the component organizational units have been classified into three categories each sub-divided into key processes.

• General Management
Give leadership, Mobilize support, Manage performance, Coordination, Manage information, Institutional development, and Capacity building and
Training.

• Financial Management
Budgeting, Expenditure management, and Budget monitoring & expenditure review.

• Management of the Development Programme


Programme and project planning, Development coordination and partnership, Programme review and partnership

The handbook delineates Activity Responsibilities (How with Whom), Achievements (Outputs and Outcomes), as well as Complementary Activities &
Co-responsibilities and Timeframe.

The development needs as well as the action and task context is complex, and is marked by the disruptive effects of a long drawn out civil conflict, the
rebuilding actions in a post-conflict ceasefire situation, as well as meeting the challenges of peace opportunities. Delineating the actions and activities
that must be performed in meeting the challenges of a complex and a changing North situation cannot be a one time effort. The activity handbook must
not be perceived as being a guide for all times. At the same time it must address current (governance) performance imperatives. Hence the analysis of
roles and actions have been have been addressed from a capacity building perspective.

The performance of service provision responsibilities should be guided by a set of values and standards. Indeed provincial service provision values and
standards constitute an important dimension of the operational framework within which development functions are undertaken, operational activities
organized and carried out, and services provided to the people. The presence or absence of values determines the effectiveness of service provision
operations in addressing the needs and fulfilling the expectations of the people. In this regard the provincial governance system should take into account
the following considerations.

• The core value consideration in undertaking service provision functions is service orientation. These functions provide services to people
that address their livelihood needs.
• The primary consideration in service provision is that of quality. Quality of service delivery is how people perceive them in relation to
their livelihood needs and expectations.

• Service standards inform the people about what to expect from the services that they have as a right. Then the service provision service
standards constitute a charter the provincial governance system offers the people in respect of these services.

• Whose needs and expectations are to be given priority is a further value consideration. While provincial services are needs of all people,
it is the vulnerable sections of the community, especially the conflict-affected poor, women and children who should receive particular
attention.

• Therefore equitability and equality are fundamental value considerations that must be built into the institutional arrangements for service
provision.

• Accountability and transparency in service provision operational activities constitute important institutional values and standards. They
ensure fairness in decisions and actions of the provincial governance system.

• Responsiveness and helpfulness are service standards that people have a right to expect.

• A commitment to innovation, improvement and enhancement in service provision is a necessary organizational value that provincial
service provision should continually strive to achieve.

Above values and standards should be reflected in the actions and activities of the provincial service provision system.

Dr. Asoka Gunawardane,


Consultant PIP and Chairman Finance Commission
Chief Secretary’s Secretariat,
Northern Province

________________________________________________________________________________________________________
Message

Though the Provincial Council system was a new experience to the Public Servants, it was taken for granted that the Senior Management
cadre would possess the capabilities of defining their roles and responsibilities as Secretaries and Heads of Departments. However, the
prolonged uncertainties cause difficulties in defining roles and responsibilities to match with the expectations of the communities and that
of the provincial administration as a governance structure. Therefore it behooved the administration to provide a guiding framework for
the Senior Management to perform their roles and responsibilities in a ready reckoned manner.

Accordingly the provincial administration sought the assistance of the PIP to develop Activity Handbook for Secretaries and Heads of
Departments within the framework of the 13th Amendment. After lengthy process of consultation and drafting this handbook is now
made. It is the intention of the developers of the handbook that the same has to be refined and improved on a periodical basis in order to
make it a dynamic tool for guidance for Senior Managers. The officials of the PIP, the NPC officers and other specialists who made this
exercise a possible should be thanked for their untiring efforts. This will be a very useful guidance particularly to junior officials entering
senior managerial positions.

S.Rangarajah
Chief Secretary
NPC
Chief Secretary’s Secretariat,
Northern Province
Chief Secretary's Secretariat

Complimenta
Action / Responsibilities Achievement
ry
Category Key Process Responsibility
Time Frame
How Who with whom Output Outcome / Co-
Provide · Set Vision Assist the Council/ Chief Secretary NPC vision and value Awareness of NPC i ii
Leadership and Values Governor/Chief with Secretaries statements System Orientation
Minister/Board of Ministers
define the culture and
identity of NPC

Apply NPC culture and Chief Secretary NPC value framework for Definition of Sector/
identity in sector/ program with Secretaries sectors and programmes Programme
strategy
t t andd operations
ti andd H
Heads
d off O i t ti
Orientation
Departments

Extend NPC identity and Chief Secretary NPC value framework for Stakeholder consensus
culture to relations with with Secretaries stakeholder relations on NPC system
stakeholders and Heads of orientation
Departments

· Define Assist the Council/ Chief Secretary NPC Mission and Goals Awareness of NPC
Mission and Governor/Chief with Sector statement Mission and Goals
Goals Minister/Board of Ministers Secretaries
define the mission and goals
of NPC
Apply NPC mission and Chief Secretary Sector/Programme Definition of Sector/
goals in program strategy with Sector Missions and Goals Programme Mission
and operations Secretaries and statement and Goals
Heads of
Departments
Extend NPC mission and Chief Secretary Mission and Goal Stakeholder consensus
goals to program relations with Sector framework for stakeholder on NPC Mission and
with stakeholders Secretaries and relations Goals
Heads of
Departments
· Create opportunities for Chief Secretary Best Practices on Group Collective action
Motivate and collective action through Processes delineated and mobilized for
Inspire Governor/Chief adopted achieving NPC
Minister/Board of Mission and Goals
Ministers Chief
Facilitate Collective Action Chief Secretary Best Practices on Group Stakeholders
with Heads of Action understand role and
Departments responsibilities

· Organize support for NPC Chief Secretary Programme for canvassing Stakeholder Support
Mobilize mission and Goals through Stakeholder contributions for NPC Mission and
Resources Governor/Chief to NPC Mission and Goals Goals
and Support Minister/Board of
Ministers Chief
Create opportunities for Chief Secretary Sector-based partnership Stakeholder
sharing of resources with Sector policy partnerships
secretaries and
Heads of
Departments

Facilitate exchange/ transfer Chief Secretary Sectoral Programmes for Knowledge


of knowledge/ technology with Sector exchange/transfer of networking
Secretaries and knowledge/ technology arrangements
Heads of
Departments
Manage · Develop Conduct medium to long Chief Secretary Ten Year/Twenty Year Understanding of
System and Assess term political, social and with Strategic future scenarios future political, social
Renewal, Future NPC economic trends and future Management and economic trends
Change and Scenarios situations Team and
Boundary Secretary PPA
l i
Relations · Initiate Assess implications for Chief Secretary Key system reform/change Readiness to meet
System Reform medium term system change with Sector programmes/ strategies future challenges
and Change Secretaries and
Heads of
Departments
Establish change Chief Secretary Change management focal Organization to meet
management practices with Secretary points in Ministries future challenges
PPA

· Establish Present NPC issues at Governor/Chief Back to Office Report Support for NPC
linkages and meetings with the President Secretary Mission and Goals
liaison at
national and
International
levels Attend meetings at the Chief Back to Office Report Support for NPC
Presidential Secretariat Secretary/Sector programmes
Secretaries

Attend meetings at the Chief Back to Office Report Support for NPC
Prime Ministers office Secretary/Sector programmes
Secretaries

Attend Secretaries Meeting Chief Secretary Back to Office Report Support for NPC
(MOFP) programme needs

Attend Chief Secretaries Secretary PPA Back to Office Report Sensitization of NPC
Meeting issues

Attend Chief Ministers Secretary PPA Back to Office Report Sensitization of NPC
Conference issues
Attend Governors Secretary PPA Back to Office Report Sensitization of NPC
Conference issues

Attend MPCLG Secretary PPA Back to Office Report Support for NPC
Coordinating Meetings policy issues

Meetings with NPC Governor/Chief Back to Office Report Support for NPC
Members of Parliament Secretary with policy/Programme
Sector Secretaries

Define · Clarify Address Implementation of Governor Statement of issues Actions to strengthen


Decision Devolved th affecting NPC status of devolution of
provisions of 13
Making Responsibility Amendment powers
F
Frameworkk

Draft statutory provisions Legal Consultant Policy/Issue papers on Key action issues
th statutory modalities for identified
for implementation of 13
Amendment executive action

Adopt and implement Chief Secretary Policy notes to guide Centre-Province


national reform activities with Sector implementation partnerships
Secretaries
Adopt and implement Chief Secretary Policy notes to guide Centre-Province
national policies with sector implementation Partnerships
Secretaries
· Set Policy Present policy related issues Chief Secretary Decisions on Policy/Issue NPC Policy and
and Planning at Secretaries conference with Sector papers Circulated Planning Framework
Framework with the Governor Secretaries defined
Submission of memoranda Sector Secretaries Decisions on proposed Resolution of NPC
and concept papers to with Heads of actions Circulated Policy and planning
Governor for approval Departments issues

Submission of Sector Secretaries Decisions on proposed Sector planning issues


memorandum at the with Heads of actions resolved
Provincial Planning Sub- Departments
Committee

Review Provincial Planning DCS Planning Up-dating gaps in Planning procedures


Procedure Planning Procedures streamlined
Review Provincial Financial DCS Finance Up-dating gaps in Financial regulations
Regulations Financial Regulations streamlined
Review Provincial Secretary Up-dating gaps in Agricultural
Agricultural Development Agriculture Agricultural Strategy development strategy
Strategy streamlined
· Allocate Assess medium term Chief Secretary Medium-term Forecast of Medium-term
Resources provincial resource needs with DCS Resource Needs perspective on
Planning & DCS resource needs
Finance
Assess availability of DCS Finance Medium-term forecast of Improved management
resource flows expected Resource flows of resources

Prepare Guidelines for Chief Secretary Up-dated Statement of Clarity in


formulating statements of with DCS Finance Guidelines for formulation understanding of
annual expenditure of Expenditure expenditure
requirements Requirements assessment

Review criteria for DCS Planning Up-dated Statement of Equity in allocation of


apportionment of capital Criteria for Apportionment resources
funds between sectors and of Funds
districts
Assess and recommend Chief Secretary Governor’s Observations/ Internal consensus on
capital expenditure with Approval apportionment of
requirements to Governor DCS/Planning capital funds

Prepare for budget Chief secretary Statement of NPC Readiness to present


discussions with the with DCS expenditure needs as per NPC expenditure
Finance Commission Finance, Sector Finance Commission needs
Secretaries and Guidelines
Heads of
Preparation and submission Chief Secretary Approval of the Governor Fulfill statutory
of Provincial Financial with DCS Finance requirements of NPC
Statement for approval of expenditures
Governor

Prepare integrated budgets DCS Finance with Sectoral budgets Ensure


for allocation of resources sector Secretaries incorporating project complementarity of
deliveries resource applications

· Manage Exercise oversight of Chief Secretary Minutes of Expenditure Effectiveness in the


Expenditures provincial expenditures with DCS/Finance Review Meetings utilization of resources

Delegate financial authority Chief Secretary Statement of Financial Understanding of the


with Sector Delegation limits of financial
Secretaries decisions

Formulate procurement DCS Finance with Annual Procurement Streamline


programme Sector Secretaries, Programme Procurement
- Appoint Tender Boards Heads of
- Chair Tender Boards Departments and
- Review Tender Limits Project Directors

Authorize registered DCS Finance List of Registered Streamline supplies


suppliers Suppliers
Formulate and implement Sector Secretaries Annual Audit Economy, Efficiency
audit programme Improvement Programme and Effectiveness in
use of resources
- Facilitate audit of the Project Directors
provincial fund and project
accounts
- Streamline provincial Heads of Audit Implementation
audit Departments Programme

- Monitor follow-up onaudit DCS Finance Audit Monitoring


querries and reports DCS Internal Programm
Audit

Manage cash flows to DCS Finance Monthly Cash Flow Minimize cash flow
departmental spending units Statements problems
- Cash flow from the
Treasury
- Recommend fund
allocations
Ensure cash flows to donor Project Directors Monthly Cash flow Minimize cash flow
funded projects Statements problems
- Submit re-imburesement
claims for donor funded
projects
Review and Monitor DCS Finance with Follow-up action on Efficient use of
expenditure and revenue Chief Accountants Monthly/Quarterly resources
Statements

Report to Public Accounts Chief Secretary Follow-up action on Back Reinforce public
Committee with Sector to Office Reports financial
Secretaries and accountability
DCS Finance
Report to Finance Chief Secretary Follow-up action on Back Ensure allocation and
Commission with DCS Finance to Office Report use of funds for
and DCS Planning purposes specified

Initiate action to broaden DCS Finance Revenue Mobilization Mobilize additional


revenue sources Programme resources

· Formulate Prepare guidelines for Chief Secretary Up-dated Check List/ Coherence in the
and Implement formulation, with DCS Guidelines for Service provision of services
Plans for the implementation and Planning Delivery Planning
delivery of coordination of plans for
services delivery of provincial
services
Prepare guidelines for DCS Planning Up-dated Guidelines for Efficiency and
formulation of sectoral with Sector Sector Service Delivery effectiveness in the
service delivery plans Secretaries and Planning delivery of services
Heads of
Departments
Integrate service deliveries Sector Secretaries Sector Service Delivery Ensure
of Departments and Projects with Heads of plans complementarity of
in sector service delivery Departments and actions between
plans Project Directors service providers

Review and restructure DCS Planning Up-dated Procedures for Service delivery
service delivery planning with Sector planning delivery of arrangements
processes and procedures Secretaries services streamlined

Set priorities for provincial Governor, Chief Check List for prioritizing Clarify rationale for
service deliveries Secretary, Sector Provincial Service service deliveries
Secretaries Deliveries
(Secretaries
Meeting with the
Review application of DCS Planning Review Reports by DCS Clarify rationale for
service delivery priorities in with Sector Planning sectoral service
sector plans Secretaries delivery plans

Prepare and apply checklist DCS Planning and Project Appraisal Reports Streamline project
for appraisal of project DCS Finance appraisal
proposals for improving
services

Issue guidelines for DCS Planning Sector Secretaries and Clarity and
preparation of Annual with DCS Finance Heads of Departments up- consistency in
Implementation Plan dated on the preparation of approach to
AIP implementation
planning
Review and update Annual DCS Planning Up-dated AIPs Implementation
Implementation Plan with Sector planning streamlines
Secretaries and
Heads of
Departments
Prepare provincial DCS Planning Plan Document circulated Define framework for
environmental plan implementation
activities

Prepare provincial physical DCS Planning Plan Document circulated Define framework for
plan implementation
activities

Prepare District level plans DCS Planning District Plans circulated Identify district level
breakdown of
investments
Facilitate preparation of DCS Planning Village Resource Plans Define framework for
village resource plans community-based
planning

Conduct meetings of the Chief Secretary Minutes of PPC circulated Coordination of


Provincial Planning with DCS sectors and districts
Committee Planning

Participate in project DCS Planning Project Feasibility Studies Facilitate project


feasibility studies with Sector studies
Secretaries and
Heads of
Departments
Implement national service DCS Planning Implementation Reports Centre-Province
delivery programmes and with Sector partnership
projects Secretaries

Formulate and introduce Secretary NPC Disaster Disaster Readiness


disaster management/ RR&SW Management Mitigation
mitigation service delivery Plan
programmes/ plans

Establish · Define Reconfirm delegation of Secretary/PPSC Statement of delegation of Scope and limits of
Accountabi Decision functions functions authorized by authority defined
lity Making the Governor
Processes
and
Procedures Issue circular instructions Chief Secretary Heads of Integration of cros
and guidelines on cross- and Sector Departments/Project sectoral themes in
sectoral matters Secretaries Directors Knowledgeable sectoral programmes
on Cross sectoral matters

· Establish NPC Information Director CIRM A NPC Public Information Ensure public
Provide Desk Service awareness of NPC
Access to development activities
Information
Information Focal Points in Director CIRM Citizen access to Ensure public
Ministries, Departments and with Sector information awareness of NPC
Projects Secretaries and development activities
Heads of
Departments
· Set Introduce a code of ethics Secretary PPA Charter of Professional Ensure client-friendly
Standards of for NPC officials behaviour and accountable
Professional behaviours
Conduct
Review and · Oversee Chair Boards of Chief Secretary Minutes of Board Accountability of
Assess management of Management of special with Directors of Meetings/ Reporting on special institutions
Performanc special institutions concerned actions taken
e institutions Organizations

Supervise and guide semi- Chief Secretary Check List of Corporate Accountability of
autonomous provincial with Directors of Governance Practices special institutions
authorities concerned
organizations
i ti

· Monitor Design and install Chief Secretary Best Practices for Project Streamline monitoring
Implementation monitoring system with DCS Monitoring
Progress - Development activities Planning & DCS
- Service deliveries Finance
- Expenditures Sector
Secretaries/Projec
t
Directors/Director
CIRM
Establish management DCS Planning and Progress Reports Ensure availability of
information system (MIS) Sector Secretaries Information for
Monitoring

Conduct review meetings Chief Secretary Up-dated Work Plan and Ensure monitoring
with DCS Follow-up action on actions
Planning and decisions
Sector Secretaries
Record monitoring findings Minutes of Coordination/ Ensure availability of
- Secretaries Committee Secretary to the Monitoring Meetings monitoring
with Governor Governor information
- Secretaries Committee Sector Secretaries
with Chief Secretary DCS Planning
Authorize duties and travel Chief Secretary Diaries maintained by Efficient management
programmes of Secretaries Secretaries/ Heads of of time and work
and Directors Departments

Office autormation and mail DCS Planning and Progress Reports Efficient work
tracking system Secretary PPA arrangements

· Review Benchmark service delivery DCS Planning Service delivery Accountability in


Performance performance standards with Sector performance assessments service delivery
secretaries and performance
H d off
Heads
Departments
Make field/site visits to Heads of Reports on service Monitoring of benefits
check access to benefits to Departments outreach/beneficiary
target groups access to services

Undertake periodic client Sector Secretaries Outsourcing of Social accountability


assessments service with Heads of performance reviews of service delivery
delivery performance Departments

· Provide Establish and streamline Sector Secretaries Information Releases Greater public
Public information dissemination and Project awareness
Information Directors

Review and improve Sector Secretaries Up-dated News Letters Sharing of information
contents and structures of and Project
news letters Directors
- Governor’s news letter
- Planning news letter
Establish reporting to Sector Secretaries Citizen News Letter Greater client
citizens with Heads of awareness
Departments

Build · Conduct Secretaries Chief Secretary Minutes of Meetings Inter-sectoral


Partnership Coordination Meeting with DCS circulated complementarity of
s and with and Planning activities
Networks between
Government
Agencies Conduct Sector Meetings Sector Secretaries Minutes of Meetings Intra-sectoral
circulated complementarity of
activities

Coordinate and integrate CLG with DCS Joint Work Programmes Territorial (local)
programmes of Local Planning complementarity of
Authorities and Divisional activities
S
Secretariats
t i t

Coordinate with District DCS Planning Joint Work Programmes Territorial (district)
Secretaries (participate at complementarity of
District Coordinating activities
Committee Meetings)

Implement activities on Sector Secretaries Implementation Centre-Province


behalf of national agencies with Heads of Programmes and Reports partnership
(Programmes, Projects, Departments
Activities and Events)

Report to appropriate Secretary RR & List of key persons to be


authorities in event of any SW informed
emergency

· Partner Establish programme for Relevant Sector NPC Private Sector Clarify role of the
with the Private promotion of the private Secretaries with Development Programme private sector in NEP
sector sector Heads of development
Departments and
DCS Planning
Establish programmes for DCS Planning NPC Public-Private Clarify opportunities
partnership with the private with Sector Partnership Programme for public –private
sector for provision of Secretaries partnerships in NEP
provincial services development
· Network Obtain participation at DCS Planning NPC NGO/INGO Clarify opportunities
with appropriate coordinating Programme for NGO/INGO
INGOs/NGOs/ committees partnership
Civil Society Participate at meetings of DCS Follow-up action on Back Re-inforce NGO
CHA Infrastructure to Office Report partnership actions
Convene provincial NGO DCS Planning NGO/INGO Programme Re-inforce NGO
consortium Sector Secretaries Reviewed partnership actions

Enter into MOUs Sector Secretaries Partnerships with Establish NGO


NGOs/INGOs partnerships
· Access Establish formal/informal Chief Secretary Donor Expressions of Donor development
Donor Support contact with Donors with DCS Interest cooperation
Planning and
Sector Secretaries

Cause issuance of letter of Chief Secretary Positive ERD response Facilitate donor
interest to External with DCS cooperation
Resources Department Planning and
Sector Secretaries

Cause initial discussion Chief Secretary Agreement/ Understanding Facilitate donor


with executing agency at with DCS with Executing Agency cooperation
the Centre planning
Cause request from Chief Secretary Request to ERD for PPTA Facilitate donor
Executing Agency through with DCS cooperation
ERD for Project Preparation Planning
Technical Assistance

Participate in project Sector Secretaries Provide Conceptual and Facilitate donor


preparation and negotiations Programme inputs cooperation
Sign agreements on behalf Chief Secretary Report on NPC Establish donor
of the Provincial Council with Sector Commitments and partnerships
Secretary Benefits

Validate MOU entered into Chief Secretary Issue commitment letters Establish donor
by provincial agencies with Sector on behalf of the Provincial partnerships
Secretaries Council

Solicit co-financing where Project Directors Partners identified Establish multi-donor


required partnerships
Monitor and Review Chief Secretary Causes for delays/ Timely utilization of
progress of project activities with DCS slippage identified and funds
Planning and corrected
Sector Secretaries

Fulfill accounting and Project Directors Check list of Accounting Transparency in donor
reporting requirements and Reporting partnership actions
Requirements
· Manage Establish project Sector Secretary Project staff in place Efficiency in the use
Donor Funded management unit/cell with Project of donor assistance
Projects Directors
Monitor and review Findings of Review Streamlinethe use of
progress DCS Planning missions donor assistance
- Donor agency Project Directors
meetings/review missions Quarterly progress Review
- Project monitoring meetings
Facilitate procurement Sector Secretaries Check List on Efficiency in the use
- Constitute tender boards/ with Project Procurement Practices of donor assistance
technical evaluation Directors
committees
- Chair tender boards
Regulate project DCS Best Practices Streamline the use of
management Planning/DCS donor assistance
Finance with project activities
Sector Secretaries mainstreamed

Instructions for take over


of assets
· Liaise Review of public relations Sector Secretaries NPC Public Relations Enlist public
with the Publics arrangements in major and Heads of Programme involvement as a
provincial institutions Departments stakeholder

Investigate into public Sector Secretaries Reports on Public Accountability in


complaints and Heads of Complaints acted upon relations with the
Departments public

Receive delegations/ Governor/Chief Information Releases Promote links with


associates
i Secretary with
ih publics
bli
Sector Secretaries

Receive foreign dignitaries Governor/Chief Information Releases Promote links with


and associates Secretary with publics
Sector Secretaries

Meet with trade unions and Secretary PPA Minutes of Meetings Ensure positive sum
associations staff relations
· Image Represent NPC at national Governor/Chief Information Releases Promote the image of
building and international for a secretary with NPC
Sector Secretaries

Responding to and prompt Sector Secretary Remedial action on News do


action on media news with Heads of Reports
reports Departments
Participate in events to Governor/Chief Information Releases do
recognize excellences, Secretary with
outstanding achievements, Sector Secretaries
encouraging vulnerable and and Heads of
disabled, commemoration Departments
of major historical events
Represent the Provincial Sector Secretaries Information Releases do
Council at gazetted events
Resolve · Negotiate Identify areas of policy Chief secretary Issue papers on required Resolve devolution
Conflicts Implementation action required to with Sector policy actions issues
of Devolution strengthen NPC governance Secretaries

Establish dialogue with Chief Secretary Presentation of issues at Resolve devolution


appropriate central with Sector appropriate for a issues
authorities to resolve issues Secretaries
· Establish Alternate Dispute Secretary PPA Institutional mechanisms Alternate
Mediate Resolution arrangements with Legal in place for mediation of opportunities for
Conflicts Consultant disputes resolving conflicts
· Litigate Implement Court Orders Sector Secretaries Reports on actions taken Ensure and safeguard
legal basis of actions
Appear before Courts, Legal Consultant Reports on submissions do
Commissions of Inquiry and
Ombudsman

Filing cases to safeguard Legal Consultant Reports on progress do


interests of the NPC
Measures to reframe all CLG with Legal Local government By-laws do
local government by- Consultant Programme
laws/regulations
Updating precedence data Legal Consultant Information on precedence do

Build case database Legal Consultant MIS on Legal Actions do


with Sector
Secretaries
Make decisions/orders Legal Consultant, Reports on do
regarding violation/breach Sector Secretaries violations/braches of
of fundamental, civil or any and Heads of rights
other legal rights of parties Departments
concerned
· Handle Formulate and install Sector Secretaries All parties aware of Alternate
Grievances grievance handling system grievance handling opportunities for
arrangements at NPC redressing grievances
Establish arrangements for Sector Secretaries All parties able to access do
redressing grievances at the grievance handling
different levels system irrespective of
status

Formulate and install public Sector Secretaries Public able to make do


grievance handling system representations on non-
fulfillment of rights
Establish · Delineate Establish Sectoral Service Sector Secretaries Roles and Responsibilities Inter-Organizational
i i Organizational
Organizatio i i l Delivery
li Networks
k with
i h Heads
d off off Primary,
i Secondary
d and
d interactions
i i
nal and Action System Departments Support organizations
Human delineated
Resources Clarify structures, Director MDTD Key performance Intra-organizational
Manageme processes, resources and with Sector imperatives identified interactions
nt Systems incentives of Departments, Secretaries, Heads
Divisions and Projects of Departments
and Project
Directors
Organizations define Director MDTD Common Understanding Positive
behavioural standards of with Heads of of Organization’s culture Organizational
work performance Departments, Orientation
Divisions and
Project Directors
Attend to establishment Secretary PPA Letters of delegation of Clarity in
matters in terms of with Heads of authority organizational
delegated authority Departments responsibility of staff
· Delineate Review human resource Chief Secretary Statement of HRM gaps Efficient and effective
Human management system with Sector and required actions utilization of staff
Resource Secretaries and
Management PIP
System Identify sources for supply Chief Secretary Statement of delivery and Support efficient and
of HRM needs including with Secretary procurement arrangements effective staff
outsourcing/ contractual PPA and PIP HRM inputs performance
provision
Review of provincial Sector Secretaries Statement of provincial Efficient and effective
staffing and cadres with Heads of staffing and cadre deployment of staff
Departments requirements

Review selection and Sector Secretaries Statement of positions to Availability of


recruitment procedures with Heads of be filled and procedures appropriate staff
including need for re- Departments and for selection and
employment S/PPSC recruitment

Transfer of provincial S/PPSC Statement of HRM needs Staff mobility


public service personnel Sector Secretaries of Sector Support improving
Review staff performance with Heads of performance
- Permanent Staff Departments
- Re-employed
- Contract Staff
- Project Staff
Monitor disciplinary control Sector Secretaries Reporting of disciplinary Apply standards of
of staff with Heads of actions behaviour
Departments and
S/PPSC

Create · Enhance
Capacity Knowledge and
Skills
· Orient DCS Finance with Progress Reports
Attitudes Sector Secretaries
and Heads of
Departments
· Improve Design and install DCS Planning Work Plans/Progress
Systems and information management with Project Reports
Procedures strategy Directors
- Standardize MISs for Director MDTD
mainstreaming purposes Sector Secretaries
Design and establish Secretary PPA Work Plans/Progress
provincial archive Reports
- Electronic archive of
institutional memory

Formulate and implement Chief Secretary Work Plans/Progress


programme for outsourcing with Sector Reports
of services Secretaries
· Establish
Processes and
Relationships
· Initiate Revamping and capacity CLG and PIP Improved systems and
Sector/ Agency building of local authorities procedures
specific
initiatives
Department of Provincial Audit,
Part - I

Action / Responsibilities Achievement Complimenta


ry
Category Key Process Responsibility Time Frame
/ Co-
How Who with whom Output Outcome responsibility

1. General Leadership Set Vision D,I.A with Vision is set Department is Review by one month
Manageme Deputies envisioned for other Chief with Annual
ntt Auditee
A dit IInstitutions
tit ti S
Secretary
t R
Review
i

Assess Organizational D,I.A with Organizational Shared orientation Review by one month
environment and define Deputies environment & Value Secretaries’ with Annual
values Statement are prepared. Committee Review
Apply NPC culture and D,I.A with Apply NPC culture NPC is distinctively Review by Ch. continuous
identity Deputies adopted & identity recognized Secy
nurtured
Define Mission and Goals D,I.A with Mission and Goals Agreement on mission Review by Ch. Annual
Deputies developed & goals Secy Review
Formulate strategies D,I.A with Strategy Statement is Priority actions & core
Review by Three months
Deputies prepared. functions are Chief with Annual
identified for Dept. Secretary Review
Define key success factors D,I.A with Organizational Good performance is Review by Three months
and indicators Deputies Performance Indicator agreed. Chief with Annual
statement is prepared. Secretary Review
Give feedback to staff D,I.A with Orientation given to staff Better performance of Review by Monthly
Deputies staff Chief
Secretary
Establish learning D,I.A with Staff are acquainted in Responsibilities for Deputies & Monthly
environment Deputies new line of thinking performance accepted Audit Teams
by Teams of Audit.

Develop team spirit Deputies with Self-realized responsibility Better qualitative Deputies & Monthly
Team Leaders performance Audit Teams
Wherever
necessary
Motivate and Create opportunity for D,I.A with Collective actions Improved performance Deputies & continuous
inspire collective action Deputies facilitated Audit Teams process
Facilitate collective action D,I.A with Collective responsibility Smooth discharge of Regional continuous
Deputies established responsibilities Deputies process
Mobilize support Identify stakeholders and D,I.A with Stakeholders and partners Support of Auditee Chief at least
partners Deputies identified Institutions obtained Secretary quarterly
for management
Formulate D,I.A with Agreed on working Smooth functioning Chief Quarterly
stakeholder\Partner working Deputies arrangement Secretary Review
arrangement
Mobilize Review human resource D,I.A with HO Human resource needs Obtaining required Chief Quarterly
Resource requirement Deputy assessed staff Secretary basis
Review status of office D,I.A with HO Needs of equipment & Intimated assessed Chief Three months
equipment / vehicles / Deputy vehicle assessed needs to Ch.Secy Secretary
machineries / fixed &
movable assets

Manage Define service delivery D,I.A with HO Performance delivery Service delivery All Deputies One month
performance performance standards Deputy standards set standards are
acquainted to staff
Define organizational and D,I.A with HO Functional expectations Staff are briefed on All Deputies One month
individual expectation Deputy established their service delivery
requirement
Define benchmarks and D,I.A with HO Bench-marks & milestone Results of bench- All Deputies One month
milestones Deputy are determined marks are notified to
staff
Prepare responsibility chart D,I.A with HO Responsibility Charts for Responsibility Charts All Deputies One month
Deputy all categories prepared are delivered to all
staff
Facilitate change D,I.A with HO Staff are assisted wherever New situation is faced All Deputies As and when
management practices Deputy changes are required in and challenges are met necessary
audit practices.

Motivate subordinates D,I.A with HO Moral support & Better functioning on All Deputies Continuous
Deputy encouragement given to all their own
staff
Assess service delivery D,I.A with HO Performance assessment is Appreciable Regional Continuous
performance Deputy made monthly. performance is Deputies
recorded continuously
Coordination Establish / Participate in D,I.A with HO Coordination Coordination with Regional Continuous
inter-agency co-ordination Deputy arrangements are made them could avoid DCAs
arrangements at Provincial with Auditee institutions. communication gap &
and Department Level smoothen audit
function.
Establish / Conduct periodic D,I.A with Regular Audit Understanding & HO & At least
meetings with beneficiaries Deputies Management Committee cooperation are Regional quarterly
/ clients (AMC) meetings are enhanced with Deputies
attended at ministries & institutions which
Depts could avoid
Establish / Conduct regular D,I.A with HO Staff meetings are Effective face-to-face HO & Monthly
staff meetings Deputy conducted regularly communication for Regional
guidelines, Deputies
performance review;
etc on continuous
Report to appropriate D,I.A with HO Reports on incidents of Actions are taken Chief Incidentally
authorities in any Deputy irregularities reported instantly by concerned Secretary
emergencies departments

Manage Identify information needs D,I.A with HO Information needs Facilitate information Regional Monthly
information and establish MIS Deputy identified flow Deputies
Provide information to D,I.A with HO Information is notified to Concerned parties are Regional Monthly
partners / stakeholders Deputy concerned parties. kept abreast of Deputies
information
Provide information to D,I.A with HO Information on Audit Ministries & Depts are Regional Monthly
beneficiaries / clients Deputy query positions notified to assisted for their Deputies
all Ministries & settlements
Departments
Institutional Review departmental D,I.A with HO Departmental functions & Departmental Chief Half-yearly
Development functions and organizational Deputy Structure are reviewed & functions & structure Secretary
structure up-dated regularly. are clarified
Review delegation of D,I.A with HO Delegation of functions Areas of functions are Regional Reviewed
functions Deputy are reviewed annually. known across the Deputies annually
Dept.
Issue circular instructions D,I.A with HO Instructions & guidelines All staff are notified Regional Continuous
and guidelines Deputy are issued on of their functions & Deputies
administrative & service responsibilities
matters

Adopt / review D,I.A with HO Departmental rules are Staff are acquainted Regional Wherever
departmental rules Deputy designed & issued with departmental Deputies necessary
rules
l

Establish staff supervision D,I.A with HO Standards are set on Individual staff Regional Quarterly
and appraisal Deputy supervision on functions & performance made are Deputies
performance appraisal notified to respective
staff
Formulate succession plan D,I.A with HO Succession plan is made Grooming of M/PPA & Annual
Deputy for all senior positions successors facilitated PPSC
Capacity Provide updated D,I.A with On-the-job training & Staff are acquainted Ch-Secy & Continuous
Building information and enhance Deputies seminars are conducted to with updated MDTP
the knowledge and skills of audit & office staff knowledge and skills
employees for efficient &
effective work.
Provide facilities to D,I.A with HO Training is afforded at Staff are prepared for Ch-Secy & Reviewed
employees in career Deputy Provincial & National higher positions m?PPA annually
development levels for further
education
Provide training in office D,I.A with HO Administrative & financial All office work is Deputies; Regular basis
automation Deputy functions are automated. speedily delivered. Accountants &
AO
Provide opportunities for D,I.A with Training is afforded to While their efficiency Ch-Secy, Annual
local/foreign professional Ch.Secy, M/PPA suitable staff at Provincial is enhanced for M/PPA &
training. & MDTD & National levels optimum performance, Central Govt.
human resource Agencies
development is
facilitated.
Governance & Style & standard of D,I.A with HO Concerted & considered Appreciable & Chief Secy Continuous
good practices administration Deputy good practices are accepted practices in
standardized & ingrained administration &
in administration. delivery of services.

Part - II
2. Financial Budgeting Assess Financial D,I.A Medium-term forecast of Clarity in Medium- Ch-Secy & Annual
Manageme Requirements needed for service delivery needs are term resource Prov-Treasury
nt service provided by the DD, IA assessed. requirements
department.
F.A
Assess / review recurrent D,I.A Recurrent Expenditures Financial needs are Prov-Treasury Annual
expenditure needs needs are assessed known well ahead.
DD, IA

F.A
Preparation of Departmental D,I.A Annual Financial Annual financial Prov-Treasury Annual
Budget Statement is prepared. provisions are
authorized for the
year.

Submit draft consolidated DD, IA


requirements to Finance
Commission FA
Consultation with Finance D,I.A Annual Budgetary Required allocations Prov-Treasury Annual
Commission Estimates are prepared. are obtained.
DD, IA

FA
Prepare documents for
obtaining allocation of
funds for development
activities obtain
supplementary provision if
Expenditure Establish Financial D,I.A Financial Management Internal financial --- Continuous
Management Management System DD, IA systems are instituted in Management systems
Paying Offices. are in place.
Establish / review Financial D,I.A Delegation of function for Financial management HO Deputy & Annual
Management delegation DD, IA Financial Control is is performed in pre- Accountant
within department prepared annually. determined &
consistent manner by
o y de
only delegated
egated
officers.
Establish good procurement D,I.A Procurement procedures Compliance with laws ___ Continuous
practices. DA, IA are established in terms of & regulations is
FA laws & regulations. ensured.
Constitute Procurement D,I.A & Deputy Appointed Tender Board Only delegated Ch-Secy Annual
Boards with due authority officers can handle
annually procurements.

Compliance with issued D,I.A, HO Compliance with legality Strict compliance is ___ Continuous
circulars Deputy, Acct & & regularity are ensured; and no
AO maintained. questioning in audit
Maintain up-dated D,I.A All financial records are Efficient Management ____ Continuous
information on recurrent DD, IA maintained promptly & of Funds; Financial
and capital expenditure appropriately information is readily
obtained & Accurate
information is
furnished periodically
Ensure proper use of funds D,I.A & his annual financial planning Full utilization of ____ Continuous
Deputy is made. funds for optimum &
economic use.
Monitoring and Review capital and D,I.A & his Regular monitoring & Expenditures are met ____ Continuous
Expenditure recurrent expenditure Deputy review are done. within provisions on
Review priority basis.

Review bank reconciliation, D,I.A & his C Prepare Monthly 1.Ensure that no 1.____ Monthly
Advance Account Activity, Deputy Reconciliation Statement unauthorized
Advance to Public Officers no sooner Bank payments are made.
and Deposit Account Statements are received. 1.Errors & fraud are
C Prepare quarterly prevented
1. 1. 1.Maintain financial 1.D,I.A & his 1.Ensure financial 2.Satisfactory 2.____ Continuous
discipline Deputy discipline in all key areas financial discipline
of financial functions enhances
accountability.

2
2. 2.
2 2.Update
2 d iinformation
f i on 2.D,I.A
2 A & his
hi HO
O 2.Collection
2 C ll i & 3.Staff
3 S ff are conversant 3.____
3 1.Continuous
1C i
General Treasury circulars Deputy compilation of laws, rules with governing
and Inland Revenue & regulations for all staff regulations.
circulars for implementation to study them.
Part - III
3. Review Systems Continuous Review of D,IA & his Issue of Audit 4.Improvement/strengt ____ Continuous
Developme and Controls Systems and Controls Deputies finding/observations, hening of Internal
nt documentation documentation, provincial Audit Reports, Special Control Systems,
Programme and verification guidelines on formulation, Investigation Reports; 5.Prevent occurrence
and Service of financial implementation and carried out special of losses.
transactions and coordination of plans for investigations on request 6.Early detection of
furnishing provincial audit service of Hon Governor and/or errors and prevention
reports delivery Chief Secretary. of frauds;
7.Ensure better
accountability
Review sectoral service D,IA & his Audit service delivery is Effectiveness in ____ Continuous
delivery responsibility Deputies reviewed periodically service delivery is
enhanced
Update guidelines in audit D,IA & his Issued instructions on Knowledge & ____ Continuous
for formulation of sectoral Deputies preparation of Audit capability of officers
service delivery plan Action Plan in the field of auditing
enhanced.
Prepare Medium-term D,IA & his Prepared Medium-term Audit service delivery ____ Continuous
service delivery audit plan Deputies Audit Programme for each is reviewed apart from
Team of Audit. monthly routine
program.
Prepare annual audit D,IA & his Annual Audit C Assurance of early ____ Annual
implementation plan Deputies Implementation Plan is completion of audit
prepared. C Management
informed of shortfalls.
C Management
assured of audit
service delivery as pre-
planned
Review delegation of D IA & his
D,IA Delegated functions are Emerging changes are ____ Whenever
functions Deputies periodically reviewed. confidently faced and necessary
appropriately met.

Progress review Review implementation D,IA & his Implementation status is Changing needs are ____ Monthly
& monitoring status and up-date service Deputies reviewed & service taken care of in
delivery improvement plan delivery improvement plan service delivery.
is up-dated.
Monitor and review D,IA & his Progress of audit is C Better delivery of ____ Monthly
progress of audit Deputies reviewed and monitored audit services
verification of Accounts of monthly C Shortfalls are
auditee institutions identified in time
C Staff are encouraged
for improvements in
services
C Further training
needs are assessed.
C Annual increments
& promotions are
based on assessed
performance.

Preparation of Activity C D,IA & AO C Activity Charts for all C Functional areas are ___ C Annual
Chart and Cash-flow senior officers are identified and made
Statement prepared & issued known to them
C D,IA & C Cash Flow Statements C Fund-flow is C Monthly
Accountant are prepared & sent planned ahead, and it
monthly to Provincial would avoid liquidity
Treasury crisis.
Office of the Infrastructure

Action / Responsibilities Achievement Complimenta


ry
Category Key Process Responsibility Time Frame
/ Co-
How Who with whom Output Outcome responsibility

General Leader Ship Set vision DCS & Senior Vision Statement prepared Long term Goal Chief As soon as
Manageme Management understood Secretary possible
nt Assess Organisational DCS & Senior Organizational value Shared orientation Chief As soon as
Environment and define Management statement prepared Secretary possible and
values review
annually

Apply NPC culture and DCS & Senior NPC value & identity NPC Identity known - Throughout
identity Management known the year
Define mission and Goals DCS & Senior Mission Statement Dept. Role & Chief As soon as
Management performance known Secretary possible and
review
annually
Formulate strategies DCS & Senior Strategy statement Priority actions set Chief As soon as
Management prepared Secretary possible and
review
annually
Define key success factors DCS & Senior Organization’s Good performance Chief As soon as
and indicators Management performance indicators achieved Secretary possible and
identified review
annually
Give feedback to staff DCS & Senior Situation updated to staff Better working - As and when
Management environment created required
Establish Learning DCS & Senior Enhanced knowledge Better performance - As and when
Environment. Management required
Develop team sprit DCS & Senior Working collectively Team work created - Regularly
Management
Motivate and Create opportunity for DCS & Senior Working collectively Better performance & Regularly
inspire collective action Management corporation
Facilitate collective action DCS & Senior Working collectively Better performance & As and when
Management corporation required
Mobilise Identify stakeholders and DCS & Senior Stakeholder and partner Stakeholder, Partner Chief As soon as
Support partners Management identified support could be Secretary possible and
planned review
annually
Formulate stakeholder DCS & Senior Working arrangement Better understanding Chief Annually
/partner working Management identified and working Secretary
arrangement environment created
Mobilise Review human resource DCS & Senior Cadre revision / ad-hoc Manpower Review by Annually
Resource requirement Management staff requirement known requirement identified Secretary/PPS
C
Review status of office DCS & Senior Review of assets position Requirement Annually
Equipment / vehicles / Management identified and asset
machineries / fixed and position updated
movable assets
Manage Define the organizational DCS & Senior Expectations identified Department staff - As soon as
performance and individual expectation Management aware what to be possible and
delivered review
annually
Define benchmarks and DCS & Senior Quarterly assessment Performance known - Annually
milestones Management reports
Prepare responsibility chart DCS & Senior Responsibility chart and Stakeholders Review by As soon as
Management duty list prepared understood role and Secretary possible and
responsibilities review
annually
Facilitate change DCS & Senior Reengineering Better performance As and when
management practices Management required
Motivate subordinates DCS & Senior Good performance with Stakeholder consensus Regularly
Management dedication on Departmental
Mission & Goals

Assess service delivery DCS & Senior Quarterly meeting reports Performance known - Quarterly
performance Management

Monitor contract DCS Circulars, instructions Good contract ICTAD, RDA, As and when
management procedures and adopting standard management Dept of required
contract documents. Buildings

Monitor Works DCS Adopting standard Better quality ICTAD, RDA, As and when
Specifications and Designs specifications achieved SLI, BSS required

Monitor tender procedures DCS Circulars Transparent uniform NPA, As and when
and procurement cell system practised Provincial required
procurement
cell

Monitor quality procedures DCS & Senior Circulars, instructions Better quality ICTAD, RDA As and when
and assure quality Management manuals & required
assurance. research
reports &
Training
Coordination Establish/Participate in inter- DCS Reports on Coordination Better relationship - Regularly
agency Co-ordination meetings at Provincial & reduction of gaps and
Arrangements at Provincial Department level avoid duplications
and Department Level

Establish/Conduct regular DCS Meeting minutes Better performance - Quarterly


staff meetings /monthly

Assist to implement Proper DCS Procurement guidance Good procurement - As and when
Procurement procedures practices ensured. required

Report to appropriate DCS Problems reported Support from Review by As and when
authorities in any management received Secretary required
emergencies

Manage Identify information needs DCS & Senior Periodic reports on inputs Facilitate review of Review by As and when
information and establish MIS Management and outputs relevant for performance Secretary required
performance

Provide information to DCS Periodic reports Partners/Stakeholders Review by Half yearly


Partners/Stakeholders Partners/Stakeholders aware of Department Secretary
activities

Provide Information to DCS Periodic report Beneficiaries /Client Review by Half yearly
Beneficiaries /Client Beneficiaries /Client aware of Department Secretary
activities

Institutional Review department DCS & Senior Updated Department Clarity of Secretary As soon as
development functions and organizational Management organization functions departmental possible and
structure and structure functions. review
annually
Adopt/review department DCS & Senior Availability of Department Streamline Review by As soon as
rules Management Rules Department activities Secretary possible and
review
annually

Establish staff supervision DCS & Senior Staff supervision and Better internal control Review by As soon as
and appraisal Management appraisal system Secretary possible and
review
annually

Capacity Provide updated DCS Skill Development Improvement of IESL, MDTD, Throughout
building information and enhance performance ICTAD, RDA the year when
the knowledge and skills of opportunity
employees arises

Provide facilities to DCS Skill Development Improvement of Secretary when


employees in career performance opportunity
development arises

Provide training in office DCS Skill Development Improvement of when


automation performance opportunity
arises

Provide opportunities for DCS Professional exposure Improvement of Secretary & when
local/foreign professional performance Chief opportunity
training. Secretary arises

Financial Budgeting Review Medium-term DCS & Senior Medium term forecast Clarity in medium Chief Annually
Manageme demand for service Management term requirement. Secretary,
nt provided by the department Secretary,
DCS(F), DCS
(P)
Assess/review recurrent DCS, & Recurrent needs identified Clarity in recurrent DCS(F), Annually
expenditure needs Accountant expenditure needs
Preparation of Departmental DCS, & Budget book Clarity in expenditure Chief Annually
Budget Accountant priorities and purpose Secretary,
Secretary,
DCS(F), DCS
(P)
Expenditure Establish Financial DCS & Senior Financial control system Improved Financial Chief As soon as
Management management system Management document Control Secretary, possible and
DCS(F) review
annually

Establish /review financial DCS & Senior Delegation statement Improved Secretary Annually
management delegation Management organizational
within department performance

Establish good Procurement DCS Procurement committee, Good financial Procurement As soon as
practices. TEC reports, no audit management cell, DCS (F) possible and
quarries review
annually
ll

Constitute Procurement DCS PC established System requirement Secretary Annually


Boards and transparency in
procurement

Issue circular instructions DCS, Accountant Clarity established Improved Financial As and when
and guide lines Control required
Maintain up-dated DCS, Accountant Expenditure statements Improved Financial Throughout
information on recurrent Control the year
and capital expenditure
Minimize cost overrun DCS Accountant , Updated progress reports Improved performance - Monthly
& task achievement

Ensure proper use of funds DCS, Accountant Financial statements Improved performance - Monthly
& task achievement

Monitoring and Review capital and DCS, & Monthly expenditure Financial performance DCS (F) Monthly
expenditure recurrent expenditure Accountant reports monitored.
review Review Bank DCS, & Monthly position known Better financial - Monthly
Reconciliation, Advance Accountant control.
Account activity, Advance
to public officers and
Deposit account.
Maintain financial DCS, & Less Audit clarification Better Financial - Throughout
discipline Accountant performance the year
Update information on DCS, & Updated financial Better Financial Monthly
General Treasury circulars Accountant management performance
and Inland Revenue
circulars for implementation
Review audit clarifications DCS, & Updated audit statements Better financial Secretary Monthly
Accountant discipline
Developme Service Delivery Review provincial DCS & Senior Strategy statement Priority actions set Secretary, Annually
nt guidelines on formulation , Management DCS (P)
Programme implementation, and
& Service coordination of plans for
provincial service delivery
Review sectoral service DCS & Senior Identified responsibilities Clarity in role and
delivery responsibility Management responsibility As soon as
possible and
review
annually
Review guidelines on DCS & Senior Updated sectoral guide Clarity in As soon as
formulation of sectoral Management lines responsibility possible and
service delivery plan review
annually

Review Medium Term DCS & Senior MDP identified Priorities identified
service delivery plan Management As soon as
possible and
review
annually
Review long term DCS Long term plan identified Priorities identified
investment plan As soon as
possible and
review
annually
Review annual DCS Delivery target Annually
implementation plan Annual plan identified identified
Development Mobilize Resource Support DCS Partner /Stakeholder Resource support Chief Annually
coordination, for financing Medium-term support programme commitment Secretary,
Service delivery plan DCS Planning

Review cash flow DCS Smooth cash flow ensured Smooth running of Chief Quarterly
project Secretary,
DCS (F)
Attend PCC review DCS Updated progress reports Improved performance Secretary Quarterly
meetings
Review project management DCS Bottlenecks identified Improved performance - Quarterly

Progress review Review implementation DCS & Senior Reports on the status of Better performance Quarterly/
& monitoring status and update service Management service delivery annually
delivery improvement plan

Monitor and review DCS & Senior Progress reports, meeting constraints identified contractor Once in two
progress Management minutes and cleared months
MOTOR TRAFFIC DEPARTMENT

Action / Responsibilities Achievement Complimenta


ry
Category Key Process Responsibility Time Frame
/ Co-
How Who with whom Output Outcome responsibility

General Awareness about Deputy Chief


Strength, weakness Annually/as
managemen Leader ship Environment Scanning Commissioner internal & external secretary
opportunities & threats required
t environment finance
Better understanding Deputy Chief
Vision to support for Vision Statement of our Annually/as
Commissioner about future Prospect secretary
Divisions organization required
of our organization finance
Clarification to staff Deputy Chief
Mission to all divisions and Annually/as
Commissioner Mission statements about direction to secretary
functions required
achieve vision finance
Well informed staff Deputy Chief
Goals and objectives to Qualified & Quantified Annually/as
Commissioner about qualified & secretary
divisions & Individuals statements required
Quantified targets finance
Deputy Chief
More Cooperate staff & No conflicts & more Annually/as
Ensure team sprit Commissioner secretary
teams satisfaction required
finance
Improved Deputy Chief
Making as learning Well in formed & well Annually/as
Commissioner performances & secretary
organization trained staff required
satisfaction finance
More concentration Deputy Chief
Define key Result areas & List of KRA & function Annually/as
Commissioner among the staff in secretary
indications wise required
KRA finance
Deputy Chief
Design best internal control Free form errors & Annually/as
Commissioner good feed back secretary
system good quality at work required
finance
Deputy Chief
Satisfaction & good Annually/as
Freedom for innovations Commissioner Innovation secretary
will required
finance
No error in
Deputy Chief
Better communication net communication and Annually/as
Commissioner Communication net work secretary
work smooth & speed required
finance
communication
Sustaining the human Personal Emolument Human Resource of Deputy Chief
Annually/as
Resources of Service Commissioner service delivery secretary
required
delivery system system sustained finance
Public Safly Issued 150
150,000
000 vehicle Incresed provincial
revenue Licenses Council Income Deputy Chief
Annually/as
Commissioner secretary
required
finance

General Mobilization of Medium Term Deputy Chief


Identify medium term Medium term forecast of Annually/as
Manageme Resource and Commissioner perspectives on secretary
divisions needs resource Needs required
nt assistant Resource Needs finance

Deputy Chief
Identify source for resource List of resources center / Quick Mobilization Annually/as
Commissioner secretary
supply suppliers for required resource required
finance

Deputy Chief
Arrange and allocate scare Resource Equal to Fulfillment of Annually/as
Commissioner secretary
and valuable resource Responsibility Reasonability required
finance
Deputy Chief
Identify staff & function to Clear understanding Annually/as
Delegation Commissioner List of staff & function secretary
be delegated about staff & function required
finance

Deputy Chief
Analyses of skill & Good decision making Annually/as
Commissioner List of Skill & Knowledge secretary
knowledge about delegation required
finance
Reference of circulars Awareness of Deputy Chief
Analyses of delegate Annually/as
Commissioner about appointing Power & delegation & secretary
authority required
authority appointment finance
Deputy Chief
Delegating authority & Posting & delegation of Better Perspectives at Annually/as
Commissioner secretary
Reasonability Function coordination required
finance
Sequence of
Analysis interdependency Clear understanding of Deputy Chief
interdependency and Annually/as
coordination of internal & External Commissioner interdependency of secretary
relationship
p between the q
required
Group Divisions finance
divisions
Easy & Clear
Organizational chart / understanding of Deputy Chief
Develop a structure to Annually/as
Commissioner structure & network of relation ship & secretary
coordinate required
function / Activity important of finance
contacts/activity
Delegation & Deputy Chief
Group responsibility Annually/as
communication based on Commissioner Hiracy / Scalar chain secretary
& Team spirit required
structure finance
Clarification
Deputy Chief
Conduct meeting at Meeting minutes & ,justification & Annually/as
Commissioner secretary
divisional or organizational solutions from Discussions adjustment into required
finance
Division & individuals
Set some Procedure / rules Deputy Chief
Standardization of Annually/as
to performances & Commissioner Guidelines & Circulars secretary
Coordination required
communications finance
Management Deputy Chief
Analysis the information to Nature of Valuable Clear Understanding Annually/as
Information Commissioner secretary
be managed information requirement of MIS required
System finance

Access & support


Decision making using Deputy Chief Annually/as
System analysis Commissioner System For MIS data & information as secretary required
required in future / finance
Present
Some Prominent database Better understanding Deputy Chief
Define database to be Annually/as
Commissioner with tables required field of features at secretary
maintained required
& features information/ data finance

Reporting & publication to Deputy Chief


Annually/as
stakeholders at their Commissioner Reports & Publication secretary
Transparency among required
q
required format finance
the stakeholders

Deputy Chief
Net Work, WebPages & Annually/as
Using updated IT Commissioner Improved MIS secretary
other accessories required
finance

Deputy Chief
Update & secure database Updated information with Improved decision Annually/as
Commissioner secretary
& acquire new IT best IT making model required
finance

Deputy Chief
Identifying Key results List of KRA functional Awareness about Annually/as
Control Process Commissioner secretary
areas wise KRA required
finance

Understanding of
Deputy Chief
Define Standards & target standard and Annually/as
Commissioner standards & target date secretary
date awareness of target required
finance
date
Acceptance of Deputy Chief
Annually/as
Define Evaluation tool Commissioner Evaluation tools / methods Evaluation Method / secretary
required
tools & motivation finance

Deputy Chief
Comparisons with Decision support Annually/as
Commissioner Deviation /Imbalances secretary
standard or other criteria's system required
finance

Correction & improvement Standard Performance Deputy Chief


Annually/as
action if needed at Progress Commissioner Correction /Improvement with Improvement and secretary
required
meeting Satisfaction finance

Awareness of Islan Deputy Chief


Institutional Review Division function Annually/as
Commissioner SWOT trend & organization secretary
Development with Island required
trend finance
Identifying needs to be Deputy Chief
Clear Concept for Annually/as
improved & threats to be Commissioner Internal / external Audits secretary
improvement / defense required
defended finance
Deputy Chief
Join design & performances Annually/as
Manage Commissioner Better understanding secretary
indicators required
Performance List of duties & indicators of job responsibility finance
Deputy Chief
Annually/as
Commissioner More suitable secretary
required
Define Skills & Knowledge Qualification profile for Jobplacement of staffs finance
Comparison & Deputy Chief
Annually/as
Commissioner More suitable appraisal decision making about secretary
required
Job evaluations jobs & staffs finance

Identifying necessary Deputy Chief


Annually/as
improvements to fulfill the Commissioner secretary
Better achievements & finance required
job
Necessary improvement satisfaction
Deputy Chief
Identifying needs of staffs Annually/as
Commissioner Supporting to decision secretary
to be fulfilled by the job required
Statement of Needs to be fu about motivations finance
Identify other factors Deputy Chief
Support to managing Annually/as
influencing employees Commissioner secretary
Performance required
performance List of factors finance

Deputy Chief
Develop strategies to ensure Strategies such as job Rota Annually/as
Commissioner secretary
performance tion, job enlargement, job Career developments required
finance
enrichments & better Performance
Identify needs & other Deputy Chief
Annually/as
factors influencing over the Commissioner Decision supporting to secretary
required
Motivation employee List of needs & other factor motivation finance
Deputy Chief
Annually/as
Prepare motivation Commissioner More satisfaction & secretary
required
strategies & theories Strategies & theories interest at work finance

Deputy Chief
Annually/as
Commissioner secretary
Fixing monthly and yearly Calendars for Statements Awareness at required
finance
Reporting reporting dates of revenue reporting

Deputy Chief
Decision support to Annually/as
Commissioner secretary
next year budget and required
finance
Analysis of revenue Revenue statement revenue management
Clarification of
Deputy Chief
Appointing audit observation and Annually/as
Commissioner secretary
Committee & Review Committee & Review corrective action for required
finance
Financial control meeting minutes improved system
Stores Introducing fixed assets Understanding of Deputy Chief
Annually/as
Management & Management/monitoring Commissioner important of secretary
required
Board of survey chart Chart & Guidelines management finance
Verification and final
Deputy Chief
action about Annually/as
Commissioner secretary
inventories and required
finance
Appointing board of survey Board guidance
Deputy Chief
Annually/as
Commissioner secretary
required
Review of progress Meeting Review &Correction finance
Forecasting next year Deputy Chief
requirement with Annually/as
Commissioner secretary
Developing Draft Estimate Preparation Purpose and at Priority finance required
Programme Budgeting for Financial statement Draft Estimate basis

Deputy Chief
Annually/as
Commissioner secretary
Preparation of Financial Allocation of required
finance
Statement Financial statement resources from DCS(f)
Advance A/C activities & Clarity of available Deputy Chief
Annually/as
Advance to PO budget Commissioner natural resources and secretary
required
preparation Budget for ad. A/c activitiesopportunities finance
Deputy Chief
Annually/as
Revised estimate Including Commissioner Re allocation of secretary
required
Supplementary/FR Revised Financial Statemen resource finance
Deputy Chief
Annually/as
Reporting for Fixing yearly reporting Commissioner Calendars for Statements Awareness at secretary
required
DCS dates & A/Cs reporting finance

Deputy Chief
Prepare accounts as Final and Quarter Confirmations of Annually/as
Commissioner secretary
required & reporting A/Cs(Appropriation A/C s, balances with more required
finance
relevant agencies Reconciliazation A/Cs) accuracy and tameness

Deputy Chief
Decision support to Annually/as
Commissioner secretary
next year budget and required
finance
Analysis of revenue Appropriation A/Cs revenue management

Deputy Chief
Stores Introducing fixed assets Understanding of Annually/as
Commissioner secretary
Management & Management/monitoring important of required
finance
Board of survey chart Chart & Guidelines management

Verification and final Deputy Chief


action about Annually/as
Commissioner secretary
inventories and required
finance
Appointing board of survey Board guidance
Deputy Chief
Annually/as
Commissioner secretary
required
Review of progress Meeting Review &Correction finance
Provincial Planning Secretariat

Action / Responsibilities Achievement Complimenta


ry
Category Key Process Responsibility Time Frame
/ Co-
How Who with whom Output Outcome responsibility

1.General Give Leadership Through brainstorming DCS- Planning Organization culture & Awareness & Guidelines Annually
Manageme Set Vision & sessions, define the with Chief identity of NPC transparency of PPS from Council,
nt Values organization culture & Secretary functions and system Governor,
id tit off NPC in
identity i respectt orientation
i t ti Chi f
Chief
of PPS Secretary,
Finance
Commission &
DCS-Finance

Apply NPC organization DCS-Planning Identification of roles, Development Chief Continuously


culture & identity in PPS with Secretaries functions & programs of PPS in Secretary,
program strategies & and Heads of responsibilities NPC framework value Secretaries &
operations Departments Heads of
Departments
Extend NPC identity & DCS-Planning Awareness & consensus Development Chief Continuously
culture in respect of PPS with Secretaries for stakeholders programs of Secretary,
program relation with and Heads of stakeholders in NPC Secretaries &
stakeholders Departments framework value Heads of
Departments
Through brainstorming DCS- Planning Vision and Value Effective system Chief Continuously
sessions, define vision and with Chief statements for PPS approaches and Secretary,
values of PPS Secretary process Secretaries
Provide directions & DCS-Planning Set of directions and Better coordination & Chief Continuously
guidance towards with Secretaries Guidance service provision by Secretary,
formulation of vision, and Heads of stakeholders Secretaries &
values &strategies to Departments Heads of
stakeholders Departments
Define Mission Through brainstorming Chief Secretary, Mission statement and Awareness, Secretaries and Annually ( if
& Goals sessions with relevant DCS-Planning & Goals of PPS transparency & heads of necessity
officials sector secretaries identification of departments arises)
and heads of objectives, functions
departments and systems of PPS
Apply mission & goals in Chief Secretary, Programmes for achieving More contribution Secretaries and Continuously
PPS programme strategy & DCS-Planning & mission and goal of PPS towards good heads of
operations sector secretaries governance departments
and heads of
departments
Extend PPS mission and Secretaries and Awareness to stakeholders More contribution Secretaries and Continuously
goals to program relation heads of & better coordination & towards good heads of
with stakeholders departments consensus. governance departments

Motivation Create opportunities for DCS-Planning, Best practices on group Collective action Governor, Continuously
collective action Project Directors process delineated and mobilized for Chief
of Donor funded adopted achieving mission and Secretary,
projects goals of PPS Secretary-
PPA PIP
Facilitate collective action Chief Secretary, Best practices on Effective service DCS-Planning, Continuously
DCS-Planning, collective action and team delivery DS-MDTD,
DS-MDTD approaches PIP

Mobilize Identify and Organize DCS with Chief Support and program for Stakeholder support Sectoral heads, Continuously
Resources and support for functions of PPS Secretary stakeholders contributions for PPS mission and District
support goals Planning Units
Allocate resources Governor, Resources Achievement of DCS-Finance Annually and
Finance mission and goals periodically
Commission,
Chief Secretary,
DCS-Planning
Create opportunities for DCS-Planning, Resources Achievement of Governor, Continuously
sharing resources Secretaries & mission and goals Chief
Project Directors Secretary,
of Donor funded Secretary-
projects, PIP PPA, PIP
Facilitate exchange/transfer DCS-Planning Updated sector based Exchange, transfer of Chief Continuously
of knowledge/technology with related resources knowledge, Secretary,
external and technology and Heads of
internal agencies networking central and
arrangements provincial
agencies
Initiate system Assessing organizational DCS-Planning, Reformed systems and Readiness to meet Heads of Continuously
reform and needs for system change Chief Secretary, change management future challenges Departments,
change Mobilize Consultants procedures Heads of
support District
Planning Units
National Attend National agencies, DCS-Planning, Coordination established Strengthening of Governor, Periodically
linkages, donor agencies meetings Director, Deputy with national and processes and Chief and upon
International Directors. international agencies, achievement of goals Secretary, invitations
linkages Mobilization of resources, DCS-Finance
Internalizing modern
Conduct PPC, Secretaries, DCS-Planning, Sector coordination, Solutions for issues Secretaries, Monthly ,
progress review meetings Secretaries and Identification of and constraints, GAA, PDs of quarterly
and special meetings heads of gaps,needs and constraints successful Donor funded
departments implementation of projects, heads
projects of departments

Attend meeting summoned DCS-Planning Regulation and change of Smooth functions and Chief On intimation
by the Presidential functions better service Secretary,
Secretariat, Prime Minister's provision Secretaries
office Ministers
Partner with Formulate program for DCS-Planning, Private sector Dynamic and thriving Governor, Annually
private sector promotion of private sector Chief Secretary, development/promotional private enterprises. Finance
Relevant Heads of programs Commission,
Departments and DCS-Finance
Leading
Entrepreneurs
Formulate partnership
DCS-Planning, Feasible Public-Private Increased Governor, Annually
program with private sector
Chief Secretary, sector Partnership employments, More Finance
for provision and
Relevant Heads of Program benefits to public, Commission,
coordination of services Departments and Enhanced contribution DCS-Finance
Leading from Private sector
Network with Informal and formal DCS-Planning, Better coordination and More benefits and GAA, District Quarterly
INGO/NGO meetings with NGO Chief Secretary, understanding of better service Planning Units
Consortium and INGOO Director, Deputy NGOO/INGOO activities deliveries to public and Divisional
Directors Planning Units

Partnership program with DCS-Planning, Better coordination and More benefits and GAA, District Annually
NGOO Chief Secretary, understanding of better service Planning Units
Heads of NGOO/INGOO activities deliveries to public and Divisional
NGOO/INGOO Planning Units
Maintaining INGO/NGO DCS-Planning, Identification of Reasonable GAA, District Annually
Profile Government development needs, gaps distribution of Planning Units
Agents of NEP, and constraints resources and Divisional
Director, Deputy Planning Units
Directors
Access Donor Establish formal/informal DCS-Planning Expression of Interest Development Department of Continuously
Support and contact with donors with Chief from donors cooperation with External
utilization Secretary donors Resources,
Donor
Agencies

Submission of Letter of Chief Secretary, Response from ERD Projects for donor Donor Continuously
Interest to ERD through DCS-Planning, funding Agencies
Chief Secretary Director, Deputy
Directors
Participate in project Chief Secretary, Reports, Issue of Concept papers Donor Continuously
preparation negotiations DCS-Planning, commitment letter Agencies
Director, Deputy
Directors

Initiation and coordination Chief Secretary, Better coordination Donor Continuously


for initial discussion with DCS-Planning, Agencies
executing agencies Director, Deputy
Directors

Request for Technical Chief Secretary, Technical Assistance for Perfect Project Donor Continuously
Assistance for Project DCS-Planning, Project Preparation proposals Agencies
preparation from ERD Director, Deputy
Directors

Validate MOU entered into Chief Secretary, Validated MOU Better coordination Donor Continuously
by Provincial Ministry/line DCS-Planning, between relevant Agencies
agency Director, Deputy agencies
Directors

Monitor and review of Chief Secretary, Better utilization of More benefits to Donor Continuously
project activities DCS-Planning, resources in implementing public Agencies
Director, Deputy projects
Directors

Fulfilling of accounting and Chief Secretary, Timely submission of Enhanced Donor Donor Continuously
reporting requirements of DCS-Planning, accounts and reports confidence Agencies
donors Project
Directors/Coordin
ators, Secretaries

Manage
Performance
Define Delegation of responsibility DCS-Planning, Job description chart Improved performance Chief Annually
responsibility & job description Director, Deputy standards Secretary,
Directors Secretary-PPA

Establish Assessing needs and present DCS-Planning, Streamlined service Better service delivery Chief Annually
processes trends PIP, Consultants processes Secretary,Head
s of
departments,
Heads of
Introduce change DCS-Planning, Streamlined service Better service delivery Chief Annually
management practices PIP, Consultants processes Secretary,Head
s of
departments,
Heads of
Set Procedures Assigning tasks/service DCS-Planning Streamlined works Effective works done Chief Annually ( if
responsibility In line with Secretary,Head necessity
procedures s of arise)
d
departments,
t t
Heads of
DPSs, PDs of
Donor funded
projects
Effective procedures Effective works done Chief Annually ( if
In line with Secretary,Head necessity
procedures s of arise)
departments,
Heads of
DPSs, PDs of
Donor funded
projects
Strengthening of Application of Learning All concerned Time management Quality improvement PIP, Continuously
code of conduct Organization Concept institutions Consultants,
(Internal & DS-MDTD
External)
Set standards for work DCS-Planning, Time management Quality improvement PIP, Continuously
conduct Director, Deputy Consultants,
Directors DS-MDTD

Keizen activities and 5 S DCS-Planning, Time management Quality improvement PIP, Continuously
activities Director, Deputy Consultants,
Directors DS-MDTD

Image building Strengthening good DCS-Planning Effective process for good Public satisfaction GAA, Sectoral If necessity
governance practices governance agencies,Head arise
s of DPSs,
Divisional
Planning Units

Implement Identify areas of policy Chief Secretary, Compiled issues and Strengthened good GAA, Sectoral If necessity
Devolution action required to DCS-Planning,
DCS Planning, policies government process agencies,Head arise
strengthen NPC governance GAA, Heads of s of DPSs,
in respect of planning Departments Divisional
activities Planning Units

Manage
Information

Provide Access Establishment of MIS Chief Secretary, MIS generated reports Support to effective PPS staff, Continuously
to Information DCS-Planning, decision making GAA,
PIP, Consultants Divisional
Planning
Units, sector
agencies
Provide Publications DCS-Planning, Release of Publications Awareness, Heads of Quarterly
Information Director, Deputy Dissemination of Sector
Institutional Directors information agencies,
Development GAA,
Divisional
Planning
Enhance Placement of PAA. DCS-Planning, Trained staff with specific Prompt response Chief Continuously
efficient delivery Specific trainings to PPS DDP,CIM tasks. Secretary,
system staff Consultants, PIP MDTD

Review HRM Assessing HRM needs DCS-Planning, Identified HRM gaps. Efficient and effective Chief Annually
system DDP,CIM utilization human Secretary,
Consultants, PIP resources. S/PPA
Request for HR
recruitment and
placement
Review HRM Placement of HR to PPS, DCS-Planning, Needed planning cadre Strengthened DPSs, PIP, CIM Annually
system district planning secretariats Directors/DDP of provided Provincial and Consultants,
and divisional planning DPSs. divisional Planning S/PPA
units Units

Review and monitoring of DCS-Planning, HRD Plan Achievement of PIP, CIM Continuously
tasks Director and immediate and short Consultants,
DDPs term objectives

Capacity
Building and
Training

Enhance Conduct trainings, DCS-Planning, Efficient and effective HR. Better service MDTD,PIP Continuously
knowledge, workshops. Project Directors delivery.
skills and of DFPs, DG-
attitude ERD
Sending to trainings, Quality circle meeting Quality services
workshops and study tour. regularly. rendered.

Enhance On the job training PPS Staff Updated knowledge Self motivated staff MDTD,PIP Continuously
aspirations
driven
knowledge
updation
Orient attitudes Campaign for financial DCS-Planning Financial Procedures Quality service. Chief Continuously
discipline and conduct followed. Less audit queries Secretary
among officials Improved conduct of
officials

Improve systems Discussion groups DCS-Planning Systems and procedures Better service output District heads Continuously
and procedures with Chief streamlined of line
Secretary and departments
staff
t ff off PPS andd andd supportt
heads of from other
departments institutions.
Financial Allocation of Preparation of budget DCS-Planning Statement as per Finance Guidelines April
Manageme resources for estimates. with Director, Commission’s guidelines from Chief
nt budgeting Discussion with Chief DDPs Secretary and
Secretary and Finance DCS-Finance
Commission
Assessment of Resources DCS-P with Chief Reliable Estimate Improved Service Annually
Secretary delivery

Expenditure Appointment of Tender DCS-Planning Tender Board formed


management Board with Chief
Secretary
Follow up tender DCS-Planning Proper procurement Less audit queries
procedures with relevant staff

Planning Programme/Proj Guiding and coordinating DCS-Planning, Sectoral programmes and Sectoral objectives Annually
and ect Planning with sector ministries and Director, DDP plans achieved
managemen departments with relevant
t of sectoral planning
developmen staff
t Progress review Designing, installation and DCS-Planning, Appropriate monitoring Streamlined progress Annually
programme and monitoring implementation of Director, DDPs system monitoring
s appropriate monitoring with Chief
system Secretary and
sectoral planning
staff
Conducting consultative DCS-Planning, Consultative and Review Timely Monthly
and review meetings Director, DDPs meetings implementation of
with relevant projects
sectoral planning
staff
Attending sectoral DDP with sectoral Timely Monthly
monitoring committee ministry and implementation of
meetings departments projects

Obtaining Progress reports DDPs with Progress reports Tracking of progress Key staff of Monthly
of major projects relevant project Respective
offices Project Offices

Planning & Devpt.


Manage Identify Collection of statistics from DDP & Publications (Statistical Reduction of gaps of
Statistics available Ministries, Departments, subordinate staff hand book, Vital information. Useful of
(provide statistics from Boards, Institutions with Sector, Statistics) future plans
information sectors, Districts Districts & Divisions by District &
& provide & Divisions and formats.Input into the Divisional heads
access of establish software
information database
) CS,DCS, GAA Annually
Identify Collect all DDP & Resource Profile hand Available resources
Resources resource detalis subordinate staff book identify for future
(Provide from Divisions with Divisional plans
distributed heads
resources at
bottem Collection of Resource
level Profile from Divisions CS,DCS,GAA Annually
Identify Collect NGOO Collection of NGO & DDP & NGOO &INGOO Understanding the Annually/
NGOO & & INGOO INGOO activities from subordinate staff performance profile. NGOO & INGOO Half a yearly
INGOO activities from Districts and enter into with District activities and avoid
activities at Divisions and software Planning the duplication
Divisions establish Secretariat CS,DCS,GAA
Identify Collect Collect CDAIP Programme DDP & District & Divisional Identify the work CS,DCS,GAA Annullay
Annual Divisional in Database from Division subordinate staff CDAIP Programme distribution in village.
Programe Annual & Districts with Divisional &
of Implementation District Planning
Divisions Programme from heads
Coordinatin Analyse meeting Inform the gap to the DDP & Identify the short falls Reducing the gaps Need on
g minutes and relavant sector subordinate staff requirment
Committee identfy the gaps with District
Meetings(D Planning heads &
DC) HODD CS,DCS,GAA
Sectoral
Manageme
nt
Revision of CIdentify the gap Issue the circulars DDP & staff with Circulars issued Better undestanding CS,DCS,Secre Depend on
of circular Sectoral heads Planning System & taries & requirment
received from Procedures HODD
Sectors

Revision of Analyse all ProduInviting new ideas from DDP & staff with New Procedures Better undestanding CS,DCS,Secre Depend on
Procedures sectors Sectoral heads Planning System & taries & requirment
Procedures HODD

Create new Analyse with Collect all infromation DCS, DDPP, & New web site Spread NP activities to CS, Secretaries&Depend on
Web site Sector & contact HODD all requirment
for NP with EP

Office Management

Administrat Collection of Meeting with staff and DCS, DDPP, AO Comprehensive report/ Easy function and DDPP, AO, Jan- Mar
ion report details from staff giving instructions and staff Document reference CC, DEO
Compile and
preparation

Updating Call for meeting Giving instruction and DCS, DDP Comprehensive report/ Easy dissemination of Heads of Quarterly
Sectoral the Ministries guidelines Document and Powerpoint details and Planning Units
Profiles and Departments slides information of Ministries
and
departments
Giving Written forms
guidelines

Calling reports Mail and T/P


Analyse and Data entry
compile

Produce profile preparation of Hard copy

Donor Requesting the Instructions and guidelines DCS,DDP Minutes and Reports Easy monitoring, Easy Project Quarterly/
Funded Sp. Projects for reference Directors, Monthly
Project Progress and DPD
other reports

Collection of Formats
Reports

Review and Letters and


Analyse if
necessary

Rearranging the
details and
information

Operational Infor and request Inform through Letter, T/P DDP, AO, Comprehensive Report Reference guide for Secretaries, Jan- May
Information the Sectoral fax Planning Heads and Document Policy makers amd AOO, Heads
secvretaries and Decision Makers of Planning
Heads of Depts Units
Collection
Establishm Preparation of Defining the importance DCS, CS,DDP Establishing separate Unit Easy handling of M/Env, cadre April- Jul
ent of new Drafts and Environmental matters Commission,
units rationale Finance
Commission
Environme
ntal Units

CIRM

Urban
Structural
Unit

Publishing Requesting Letters,, Internet, T/P DDP/DCS/CS Planning News Letter Reference guide, Secretary, Quarterly
Planning News articles Advertisement, Head of
News and items from Propaganda Departments,
S t l
Sectoral P f i l
Professionals
Planning
Medium Defining the Inform the sectors and Secretaries and Medium Term Pplan Guideline for Ministerial July- Oct
Term Plans mission, giving instruction and HOD, DDP, DCS Document Development Planning unit
objectives and formats programme heads and
needed resources Depts planning
Heads
Getting/ seeking Invite oplans
assistance from
sector
professionals
Analysing the Analise, sortout and
needs compile

Preparation of Reviewing literatures and


sectoral plans statistical reference
Produce plan Produce plans
Issuing plans to needy
stakeholders
Updating Preparation of Letters, T/P, fax DDP, Secretary, Updated profile on Easy reference, Secretary, Yearly may -
the Letters and LAA, environment guideline LAA, CLG, Sep
Environme Formats R/ACLG
ntal Action
Plan
Senting letters to Easy handling of
the LAA Environmental
Programme
Reminders and
requests
Collection
Updates Data entry
Produce
Sectoral Help to establish Letters, Meetings, DCS, DDP Meeting minutes reports Coordial relationship Ministerial
Coordinatio and coordinating Instructions and circulars Planning unit
n of committees heads and
Activities Depts Heads
andd planning
l i
Heads
Assist to conforme Smooth
conduct regular functioning
meetings
Collecting Understanding the
reports and stakeholders
minutes problems, issues and
constraints

Followup Easy followup and


activities performance
improvement
CapacityBu Assessing Needs DCS, DDP Needs assessment Guidelines and training Easy implementation Heads of Monthly/
ilding reports timetables of teraining District Quarterly
Training programme Planning Unit
Preparation of Training Calendar Directives for training DSS, PAA,
Programes and
Guidelines
Maintain Inventory on
Resource Resource Persons
Persons
inventory
Arranging Implementation
Preparatory
meeting
Arranging for Implementation
training
Preparation Preparation of Letters and Formats DCS, CS, DDP Estabilishing simple Easy and proper DCS,DDP, Yearly Janu-
of Activity Programes and introduce system system AOO Feb
handbooks Guidelines

Arrange meetings and


discussions
Database Preparation of Letters and Formats DCS, CS, DDP Estabilishing simple Easy and proper Sectoral and Apr- Aug
Programes andd introduce
i d DBMS S system system to S
Support Ministerial
i i i l
Guidelines Arrange meetings and Decision making Heads
discussions

AIP Requesting the Instructions and guidelines DCS,DDP Minutes and Reports Easy monitoring, Easy Se3cretaries, Quarterly/
Monitoring Sectors and reference DPD Monthly
and ministries for
preparation Progress and
of other reports
Highlights
of Collection of Formats
Performanc Reports
e Review and Letters and
Analyse if
necessary
Rearranging the
details and
information
Annual Preparation of Letters, T/P, fax DDP, Collection of AIP Easy reference, Secretary,And Yearly may -
Implementa Letters and Secretary,and guideline Head of Depts Sep
tion Formats Heads of Depts
Programme
( PSDG,
CBG, Collection of Letters, T/P, fax
HSDP, Reports
ESDP Review and Letters, T/P, fax
Analyse if
necessary
Rearranging the Letters, T/P, fax
details and
information
Getting Letters, T/P, fax
Approval
Memos and Letters, T/P, fax
Ammendments
PROVINCIAL TREASURY

Action / Responsibilities Achievement Complimenta


ry
Category Key Process Responsibility Time Frame
/ Co-
How Who with whom Output Outcome responsibility

General Leader ship


managemen D CS(F),D.B.,
Statement about Strength, Awareness about
t D.R, Annually/as
Environmental Research weakness opportunities & internal & external
D.ACC&PAY and required
threats environment
other senior staffs

D CS(F),D.B.,
Better understanding
Set a Vision to support for D.R, Vision Statement are Annually/as
about future Prospect
NPC & SL Vision D.ACC&PAY and prepared. required
of our organization
other senior staffs

D CS(F),D.B., Clarification to staff


D.R, Mission statements are about direction to Annually/as
Set Mission
D.ACC&PAY and prepared. achieve vision clearly required
other senior staffs understood.
D CS(F),D.B.,
Well informed staff
Set goals and objectives to D.R, Qualified & Quantified Annually/as
about qualified &
divisions & Individuals D.ACC&PAY and statements required
Quantified targets
other senior staffs

D CS(F),D.B.,
Attracted & motivated
Prepare a mottos to D.R, Remember able statement Annually/as
staff with out skill
affectionate the staffs D.ACC&PAY and to say day to day required
Deferent
other senior staffs

D CS(F),D.B.,
D.R, More Cooperate staff & No conflicts & more Annually/as
Ensure team sprit
D.ACC&PAY and teams satisfaction required
other senior staffs

D CS(F),D.B.,
Create learning DR
D.R, Well in formed & well Innovation and career Annually/as
environmental. D.ACC&PAY and trained staff development. required
other senior staffs

D CS(F),D.B.,
List of KRA & Indicators More concentration
Define key Result areas & D.R, Annually/as
by divisional & function among the staff in
indications D.ACC&PAY and required
wise KRA
other senior staffs

D CS(F),D.B.,
Design best intern al control D.R, Annually/as
Internal control systerm Less Audit Queries
system D.ACC&PAY and required
other senior staffs

D CS(F),D.B.,
D.R, Annually/as
Support for initiative Initiatives Best practice
D.ACC&PAY and required
other senior staffs
D CS(F),D.B., No error in
Better communication net D.R, communication and Annually/as
Communication net work
work D.ACC&PAY and smooth & speed required
other senior staffs communication
General mobilization of D CS(F),D.B.,
Manageme Resource and Medium term forecast of Medium Term Chief secretary
Identify state holders & D.R, Annually/as
nt assistant resource Needs, State perspectives on & other
partners. D.ACC&PAY and required
holders and partners. Resource Needs agencies
other senior staffs

D CS(F),D.B., Quick Mobilization


Identify source for resource
D.R, Better relationship & for required resource Annually/as
supply and establishing
D.ACC&PAY and contact and best dealing required
good relationship
other senior staffs without delay.

D CS(F),D.B.,
Collaboration with external
D.R, Agreement for External support & Annually/as
agencies and set some
D.ACC&PAY and collaboration resources. L required
q
working arrangement
arrangement.
other senior staffs

D CS(F),D.B.,
Less idle resources &
Arrange and allocate scare D.R, Resource Equal to Annually/as
less wastages of
and valuable resource D.ACC&PAY and Responsibility required
resources.
other senior staffs

Delegation
D CS(F),D.B.,
Identify staff & function to D.R, Clear understanding Annually/as
List of staff & function
be delegated D.ACC&PAY and about staff & function required
other senior staffs

D CS(F),D.B.,
Analyses of skill & D.R, Good decision making Annually/as
List of Skill & Knowledge
knowledge D.ACC&PAY and about delegation required
other senior staffs
D CS(F),D.B.,
List of reference of Awareness of
Analyses of delegate D.R, Annually/as
circulars about appointing delegation &
authority D.ACC&PAY and required
Power & authority appointment
other senior staffs

D CS(F),D.B.,
Delegating authority & D.R, Posting & delegation of Better Perspectives at Annually/as
Reasonability D.ACC&PAY and Function coordination required
other senior staffs
Coordination D CS(F),D.B., List of Sequence of
Analysis interdependency Clear understanding of
D.R, interdependency and Annually/as
of internal & External interdependency of
D.ACC&PAY and relationship between the required
Group Divisions
other senior staffs divisions

D CS(F),D.B., Easy & Clear


Organizational chart / understanding of
Develop a structure to D.R, Annually/as
structure & network of relation ship &
coordinate D ACC&PAY and
D.ACC&PAY required
function / Activity important of
other senior staffs
contacts/activity
D CS(F),D.B.,
Delegation &
D.R, Group responsibility Annually/as
communication based on Hiracy / Scalar chain
D.ACC&PAY and & Team spirit required
structure
other senior staffs

D CS(F),D.B., Clarification
Conduct meeting at
D.R, Meeting minutes & ,justification & Annually/as
divisional or organizational
D.ACC&PAY and solutions from Discussions adjustment into required
or Provincial Level
other senior staffs Division & individuals

D CS(F),D.B.,
Set some Procedure / rules
D.R, Standardization of Annually/as
to performances & Guidelines & Circulars
D.ACC&PAY and Coordination required
communications
other senior staffs
Resource
Managamant D CS(F),D.B.,
Assess the carder Carder list for Treasury of
D.R, Capable staffs to
requirement of office & Accountant carder for
D.ACC&PAY and perform duties.
Accountant Service NPC..
other senior staffs

D CS(F),D.B.,
Capable staffs for
Ensure availavility of D.R,
Required Carder list future and present
required manpower D.ACC&PAY and
functions.
other senior staffs

Capacity of
Building. D CS(F),D.B.,
Identify need of build D.R, List of needs of build Capacity for present &
Capacity of Staffs. D.ACC&PAY and capacity. future requirements.
other senior staffs

D CS(F),D.B.,
Create & Provide
D.R, Best capacity for
opportunity to develop List of opportunities.
D.ACC&PAY and staffs.
capacity of staffs.
other senior staffs

Management D CS(F),D.B.,
Information Analysis the information to D.R, List of Valuable Clear Understanding Annually/as
System be managed D.ACC&PAY and information requirement of MIS required
other senior staffs

D CS(F),D.B., Access & support


Define information needs & D.R, System For MIS/ Decision making using Annually/as
established MIS. D.ACC&PAY and DSS/OPS data & information as required
other senior staffs required in future /
Present
D CS(F),D.B.,
Some Prominent database Better understanding
Define database to be D.R, Annually/as
with tables required field of features at
maintained D.ACC&PAY and required
& features information/ data
other senior staffs
D CS(F),D.B.,
Reporting & publication to
D.R, Annually/as
stakeholders at their Reports & Publication
D.ACC&PAY and required
required format Transparency among
other senior staffs
the stakeholders

D CS(F),D.B.,
D.R, Net Work, WebPages & Annually/as
Using updated IT Improved MIS
D.ACC&PAY and other accessories required
other senior staffs

D CS(F),D.B.,
Update & secure database D.R, Updated information with Improved decision Annually/as
& acquire new IT D.ACC&PAY and best IT making model required
other senior staffs

Control Process D CS(F),D.B.,


Identifying
Id tif i Key
K results
lt DR
D.R, Li t off KRA functional
List f ti l A
Awareness about
b t Annually/as
A ll /
areas D.ACC&PAY and wise KRA required
other senior staffs

D CS(F),D.B., Understanding of
Define Standards & target D.R, standard and Annually/as
standards & target date
date D.ACC&PAY and awareness of target required
other senior staffs date

D CS(F),D.B.,
Acceptable of
D.R, Annually/as
Define Evaluation tool Evaluation tools / methods Evaluation Method /
D.ACC&PAY and required
tools & motivation
other senior staffs

D CS(F),D.B.,
Comparisons with D.R, Annually/as
Deviation /Imbalances Decision support
standard or other criteria's D.ACC&PAY and required
other senior staffs
D CS(F),D.B.,
Correction & improvement Standard Performance
D.R, Annually/as
action if needed at Progress Correction /Improvement with Improvement and
D.ACC&PAY and required
meeting Satisfaction
other senior staffs

Institutional
Development D CS(F),D.B.,
Review Department Awareness of world
D.R, Annually/as
function with world trend & SWOT trend & organization
D.ACC&PAY and required
other organization issues trend
other senior staffs

D CS(F),D.B.,
Identifying needs to be
D.R, Clear Concept for Annually/as
improved & threats to be Internal / external Audits
D.ACC&PAY and improvement / defense required
defended
other senior staffs

D CS(F),D.B.,
Define development
DR
D.R, D l
Development
t Process
P / IInstitutional
tit ti l Annually/as
A ll /
Process to survive and to
D.ACC&PAY and capacity Building Development required
grow at uncertainty world
other senior staffs
Manage D CS(F),D.B.,
Performance Join design & performances D.R, Annually/as
indicators D.ACC&PAY and Better understanding required
other senior staffs List of duties & indicators of job responsibility

D CS(F),D.B.,
D.R, Annually/as
D.ACC&PAY and required
More suitable
other senior staffs
Define Skills & Knowledge Qualification profile for Jobplacement of staffs

D CS(F),D.B.,
D.R, Annually/as
More suitable appraisal Comparison &
D.ACC&PAY and required
decision making about
other senior staffs
Performance appraisal. jobs & staffs
D CS(F),D.B.,
Identifying necessary
D.R, Annually/as
improvements to fulfill the
D.ACC&PAY and required
job Better achievements &
other senior staffs
Necessary improvement satisfaction

D CS(F),D.B.,
Identifying needs of staffs D.R, Annually/as
to be fulfilled by the job D.ACC&PAY and required
Supporting to decision
other senior staffs
Statement of Needs to be fu about motivations

D CS(F),D.B.,
Identify other factors
D.R, Support to managing Annually/as
attinfluencing employees
D.ACC&PAY and Performance required
performance
other senior staffs
List of factors

D CS(F),D.B.,
D.R, Annually/as
Best management practice Strategies such as job Rota
D.ACC&PAY and required
tion, job enlargement, job Career developments
other senior staffs
enrichments & better Performance
Motivation D CS(F),D.B.,
identify needs & other D.R, Annually/as
factors influencing over the D.ACC&PAY and Decision supporting to required
employee other senior staffs List of needs & other factor motivation

D CS(F),D.B.,
D.R, Annually/as
Prepare motivation D.ACC&PAY and required
strategies & theories other senior staffs Strategies & theories Motivation method.
Financial MaBudgeting
D CS(F),D.B.,
Clarity in Medium Chief secretary
D.R, Annually/as
Asses medium term term resource & other
D.ACC&PAY and required
Demand for services requirements agencies
other senior staffs
Provided by treasury Overview for Budget of trea&services
D CS(F),D.B.,
Forecasting next year Chief secretary
D.R, Annually/as
requirement with & other
D.ACC&PAY and required
Draft Estimate Preparation Purpose and at Priority agencies
other senior staffs
for Financial statement Draft Estimate basis

D CS(F),D.B.,
Chief secretary
D.R, Annually/as
Allocation of & other
D.ACC&PAY and required
Preparation of Financial resources from CF& agencies
other senior staffs
Statement financial statement FA at above basis

D CS(F),D.B.,
Chief secretary
D.R, Annually/as
Advance A/C activities & Clarity of available & other
D.ACC&PAY and required
Advance to PO budget natural resources and agencies
other senior staffs
preparation Budget for ad. A/c activitiesopportunities

D CS(F),D.B.,
Chief secretary
D.R, Annually/as
& other
D.ACC&PAY and required
Revised estimate Including Re allocation of agencies
other senior staffs
Supplementary/FR Revised Financial Statemen resource
Expenditure D CS(F),D.B.,
management for Delegation & Chief secretary
D.R, guidelines to be Annually/as
treasury & other
Preparation financial D.ACC&PAY and Delegation & Authority incurred annual required
agencies
delegation & guidelines other senior staffs chart expenditure
D CS(F),D.B.,
Chief secretary
D.R, Annually/as
& other
Review & collection of D.ACC&PAY and Management sheet & agencies required
reports other senior staffs Reports & Review cross checking

D CS(F),D.B.,
Chief secretary
D.R, Annually/as
& other
D.ACC&PAY and required
Reports & Information agencies
other senior staffs
MIS for finance MIS from MIS
Cash
D CS(F),D.B.,
Management Chief secretary
D.R, Annually/as
& other
D.ACC&PAY and required
Prepare annual imp rest Understanding of cash agencies
other senior staffs
Limit Impress limit statement flow

D CS(F),D.B.,
Review of shortage or Chief secretary
D.R, Annually/as
surplus and & other
D.ACC&PAY and required
Forecasting of cash flow Flash report & Bank Awareness of agencies
other senior staffs
/liquidation reconciliation Statement liquidation
Reporting
D CS(F),D.B.,
Chief secretary
D.R, Annually/as
& other
D.ACC&PAY and required
Fixing monthly and yearly Calendars for Statements Awareness at agencies
other senior staffs
reporting dates & A/Cs reporting
D CS(F),D.B.,
Chief secretary
DR
D.R, Cigas reports and relevant A
Annually/as
ll /
& other
Ensure CIGAS & E- D.ACC&PAY and statements from cigas required
agencies
reporting other senior staffs database Improved reporting
D CS(F),D.B.,
Chief secretary
Prepare accounts as D.R, Final and Quarter Confirmations of Annually/as
& other
required & reporting D.ACC&PAY and A/Cs(Appropriation A/C s, balances with more required
agencies
relevant agencies other senior staffs Reconciliazation A/Cs) accuracy and tameness
D CS(F),D.B., Decision support to Chief secretary
D.R, next year budget and Annually/as
& other
Analysis of expenditure and D.ACC&PAY and expenditure agencies
required
revenue other senior staffs Appropriation A/Cs management
Financial control D CS(F),D.B.,
Chief secretary
D.R, Awareness of Annually/as
& other
Fixing standard & progress D.ACC&PAY and standards and agencies
required
indicators other senior staffs Standards and Indicators indicators
D CS(F),D.B.,
Chief secretary
D.R, Awareness of progress & other Annually/as
Monitoring and review D.ACC&PAY and SOE/Mgt sheet/Progress and financial required
agencies
above other senior staffs meeting discipline

D CS(F),D.B.,
Clarification of Chief secretary
D.R, Annually/as
Appointing audit observation and & other
D.ACC&PAY and required
Committee & Review Committee & Review corrective action for agencies
other senior staffs
meeting minutes improved system
Procurement
D CS(F),D.B.,
process Awareness of Chief secretary
D.R, Annually/as
Publishing tender guidance procurement & other
D.ACC&PAY and required
and establishing guidelines and agencies
other senior staffs
procurement unit guidelines & Unit activities

D CS(F),D.B.,
Monitoring and Chief secretary
DR
D.R, Annually/as
guiding the & other
D.ACC&PAY and required
Appointing tender procurements with agencies
other senior staffs
boards/Technical board Board for TB/TEC transparency
Stores
D CS(F),D.B.,
Management & Chief secretary
D.R, Annually/as
Board of survey Introducing fixed assets Understanding of & other
D.ACC&PAY and required
Management/monitoring important of agencies
other senior staffs
chart Chart & Guidelines management

D CS(F),D.B.,
Verification and final Chief secretary
D.R, Annually/as
action about & other
D.ACC&PAY and required
inventories and agencies
other senior staffs
Appointing board of survey Board guidance

D CS(F),D.B.,
Chief secretary
D.R, Annually/as
& other
D.ACC&PAY and required
agencies
other senior staffs
Review of progress Meeting Review &Correction
Developing Budgeting for
Programme NPC D CS(F),D.B.,
Obtain annual/Sectoral Clarity in Medium Chief secretary
D.R, Annually/as
needs exam & Asses term resource & other
D.ACC&PAY and required
medium term Demand for requirements agencies
other senior staffs
services Provided by NPC Overview for Budget &services

Draft Estimate Preparation D CS(F),D.B.,


Chief secretary
for Financial statement D.R, Forecasting next year Annually/as
& other
submit draft & consultant D.ACC&PAY and requirement with required
agencies
Finance Commission with other senior staffs Purpose and at Priority
approved from Government. Draft Estimate basis

D CS(F),D.B.,
Chief secretary
D.R, Annually/as
Allocation of & other
D.ACC&PAY and required
Preparation of Financial resources from CF& agencies
other senior staffs
Statement & Institutions. Financial statement FA at above basis

D CS(F),D.B.,
Chief secretary
D.R, Annually/as
Advance A/C activities & Clarity of available & other
D.ACC&PAY and required
Advance to PO budget natural resources and agencies
other senior staffs
preparation Budget for ad. A/c activitiesopportunities

D CS(F),D.B.,
Chief secretary
D.R, Annually/as
& other
D.ACC&PAY and required
Revised estimate Including Re allocation of agencies
other senior staffs
Supplementary/FR Revised Financial Statemen resource
Expenditure
D CS(F),D.B.,
management for Chief secretary
D.R, Annually/as
NPC Delegation & guidelines to Awareness of & other
D.ACC&PAY and required
Preparation financial be incurred annual authority to implement agencies
other senior staffs
delegation & guidelines expenditure the budget

D CS(F),D.B.,
Clarity of expenditure Chief secretary
D.R, Annually/as
trend & awareness of & other
D.ACC&PAY and required
Review & collection of Management sheet & cross surplus & Shortage of agencies
other senior staffs
reports checking Imprest/allocation
D CS(F),D.B.,
Chief secretary
D.R, Annually/as
& other
D.ACC&PAY and required
agencies
MIS for finance other senior staffs MIS Improved decision mak
Cash D CS(F),D.B.,
Management Chief secretary
D.R, Annually/as
& other
Prepare annual imp rest D.ACC&PAY and Understanding of cash agencies required
Limit other senior staffs Impress limit statement flow
D CS(F),D.B., Awareness of shortage Chief secretary
D.R, or surplus and Annually/as
& other
Forecasting of cash flow D.ACC&PAY and Flash report & Bank Awareness of required
agencies
/liquidation other senior staffs reconciliation Statement liquidation
Reporting for D CS(F),D.B.,
NPC Chief secretary
D.R, Annually/as
& other
Fixing monthly and yearly D.ACC&PAY and Calendars for Statements Awareness at required
q
agencies
reporting dates other senior staffs & A/Cs reporting
D CS(F),D.B.,
Chief secretary
D.R, Cigas reports and relevant Annually/as
& other
Ensure CIGAS & E- D.ACC&PAY and statements from cigas required
agencies
reporting other senior staffs database Improved reporting
D CS(F),D.B.,
Chief secretary
Prepare accounts as D.R, Final and Quarter Confirmations of Annually/as
& other
required & reporting D.ACC&PAY and A/Cs(Appropriation A/C s, balances with more required
agencies
relevant agencies other senior staffs Reconciliazation A/Cs) accuracy and tameness
D CS(F),D.B., Decision support to Chief secretary
D.R, next year budget and Annually/as
& other
Analysis of expenditure and D.ACC&PAY and expenditure agencies
required
revenue other senior staffs Appropriation A/Cs management
Financial control D CS(F),D.B.,
for NPC Chief secretary
D.R, Awareness of Annually/as
& other
Fixing standard & progress D.ACC&PAY and standards and agencies
required
indicators other senior staffs Standards and Indicators indicators
D CS(F),D.B.,
Chief secretary
D.R, Annually/as
Awareness of progress & other
D.ACC&PAY and required
Monitoring and review SOE/Mgt sheet/Progress and financial agencies
other senior staffs
above meeting discipline

D CS(F),D.B.,
Clarification of Chief secretary
D.R, Annually/as
Appointing audit observation and & other
D.ACC&PAY and required
Committee & Review Committee & Review corrective action for agencies
other senior staffs
meeting minutes improved system
Procurement
process for NPC D CS(F),D.B.,
Awareness of Chief secretary
D.R, Annually/as
Publishing tender guidance procurement & other
D.ACC&PAY and required
and establishing guidelines and agencies
other senior staffs
procurement unit Guidelines & Unit activities

D CS(F),D.B.,
Monitoring and Chief secretary
D.R, Annually/as
guiding the & other
D.ACC&PAY and required
Appointing tender procurements with agencies
other senior staffs
boards/Technical board Board for TB/TEC transparency
Stores
D CS(F),D.B.,
Management & Chief secretary
D.R, Annually/as
Board of survey Introducing fixed assets Understanding of & other
D.ACC&PAY and required
NPC Management/monitoring important of agencies
other senior staffs
chart Chart & Guidelines management

D CS(F),D.B.,
Verification and final Chief secretary
D.R, Annually/as
action about & other
D.ACC&PAY and required
inventories and agencies
other senior staffs
Appointing board of survey Board guidance

D CS(F),D.B.,
Chief secretary
D.R, Annually/as
& other
D.ACC&PAY and required
agencies
other senior staffs
Review of progress Meeting Review &Correction
Revenue
D CS(F),D.B.,
Department for Chief secretary
D.R, Annually/as
NPC & other
D.ACC&PAY and required
Identifying Revenue Awareness about agencies
other senior staffs
Sources Revenue Source revenue sources

D CS(F),D.B.,
Chief secretary
D.R, Annually/as
& other
D.ACC&PAY and required
Clarity of next year agencies
other senior staffs
Budgeting the revenue Budget for revenue revenue collection

D CS(F),D.B.,
Confirmation of Chief secretary
D.R, Annually/as
balances and decision & other
D.ACC&PAY and required
Accounting & Reporting A/Cs for revenues from support for revenue agencies
other senior staffs
relevant stakeholders NPC management
Ministry of Agriculture

Action / Responsibilities Achievement Complimenta


ry
Category Key Process Responsibility Time Frame
/ Co-
How Who with whom Output Outcome responsibility

General Secretary with clear understanding Review by NP


Once in ten
Manageme Set vision Head of the Vision Statement about vision of the Secretaries
years
nt Departments institution. Committee

Asses Organizational Secretary with Organizational clear understanding Review by


Once in five
Environment and define Head of the environment Values about Organizational Sectoral
years
organizational values Departments Statement environment Values committee

clear understanding
about the
Secretary with Review by
Apply NPC culture and agriculture,Irrigation, Once in five
Head of the Sectoral
Give Leadership identity Departments
Culture and identity Animal production
committee
years
(Includes statement related to &helath, fisheries,
Vision, Values, irrigation practices. Land
Vision, Values,
Culture, clear understanding
Mission, about the agreement
Strategy, Key Secretary with on role (what Review by NP
Ministry Mission and Goal Once in three
success factors Define Mission and Goals Head of the stakeholders expect) Secretaries
statement years
and indicators Departments and performance committee
(what the department
deliver)

Secretary with Priority functions and Review by


Once in three
Formulate strategy Head of the Strategy Statement core activities Sectoral
years
Departments identified committee

Secretary with Organizational


Define key success factors Good performance Sectoral Once in three
Head of the Performance Indicators
and indicators agreed Committee years
Departments Statement

Staff attained clear As and


A d when
h
Secretary with understanding about required but
Give feedback to staff Head of the latest developments, -
at least
Departments issues and what is
Quarterly review meeting expected from them quartly

Secretary with Establishment of


Establish learning Best practices on Group
Head of the learning environment District Heads annually
Environment process delineated and of line
Motivate and Departments is ensured.
inspire adopted Departments
Statement on actions need Provincial
(Feedback to Directors,
Secretary with to be taken to develop
staff, Learning Development of Team District Heads
Develop team sprit Head of the team sprit and officers annually
Environment, sprit is ensured of line
Departments responsible for each
Team Sprit & Departments
Collective action
Review by
Action) Secretary with Secretary,
Create opportunity for Responsibilty fixed for Team work realized
Head of the M/Agriculture, annually
collective action team work by the staff group
Departments Provincial
Directors
Secretary with
Task identified to the timely action Sectoral
Facilitate collective action Head of the annually
Group improved committee
Departments

Attained clear As and when


Identify Stakeholders / Secretary with
Periodic meetings with Understanding about required but
Mobilize support Partners and create Head of the
Stakeholders and partners Stakeholders / Partner
-
at least twice
(National awareness Departments
expectation a year
linkage, Inter &
Intra Provincial Formulate Stakeholder / Secretary with
Linkages) Partner working
Partner working Head of the Partnership programme - Annually
arrangements planned
arrangements Departments

Attained clear
Secretary with
Review human resource Statement on updated understanding about
Head of the - Annually
requirement cadre requirement the institution's human
Departments
resource requirement.
i
Mobilize Attained clear
Resource understanding about
Review status of office Updated status report of
Secretary with the status of
equipment / vehicles / equipment / vehicles /
Head of the institution's office - Annually
machineries / fixed and machineries / fixed and
Departments equipment / vehicles /
movable assets movable assets
machineries / fixed
and movable assets.
General
Manageme Secretary with When
Manage Define service delivery Job description normes Quality of service
nt Head of the - necessity
Performance performance standards developed delivery is assured
con.. Departments arises
(Define
Responsibility;
Establish Secretary with Review by
Define the organizational Aware of organizaitonal work plan to achieve
Processes; Set Head of the Secretary, Quarterly
and induvidual expectation goaland work expectaiton goal
Procedures; Departments M/Agriculture
Standard of
Conduct; Tools for assessing
Oversee Special Define Benchmarks, Secretary with Statement describing Review by
service delivery
Instructions) Milestones Head of the Milestones, Benchmarks Secretary, Annually
performance are
Departments and Output Indicators M/Agriculture
identified.

Each staff in the


Secretary with Department Responsibility Review by
Prepare Responsibility Department is aware
Head of the Chart and Duty Lists of Secretary, Annually
Chart about what is expected
Departments Officers M/Agriculture
from him
Attained clear
understanding about
the pros and cons of
A report describing As and when
Manage Secretary with the current
Facilitate change strategies to reform the required but
Performance Head of the management practices -
management practices identified management at least once
Cont... Departments and ways to improve
practices. in two years
them and better
management practices
adopted.
Quarterly Assessment
Secretary with Report prescribing the Service delivery
Assess service delivery Sectoral
Head of the progress in terms of performance is Quarterly
performance Committee
Departments Milestones, Benchmarks assessed
and Output Indicators
Better relationship,
Establish / Participate inter- Secretary & Asst.
Reports on Coordination reduction of gaps and Review by
agency Coordination Secreary with
Meetings at Provincial and avoidance of Sectoral Quarterly
Arrangements at Provincial Head of the
Department level duplication are Committee
and Department Level Departments
ensured.
Better relationship
ensured by attaining
Reports on Beneficiaries' clear understanding
Secretary with
Establish / Conduct periodic decisions or requests or about the service At least
Head of the
meetings with Beneficiaries problems or complains and delivered, needs of Twice a year
Departments
suggestions beneficiaries,
problems faced and
Coordination ways to resolve them.
(Includes-- with Better relationship
the Public; Reports on Beneficiaries ensured by attaining
Secretary with
Image Irrigation; Establish / Conduct regular problems or complains or clear understanding
Head of the - Quarterly
Implement Staff Meetings requests and suggested about the problems or
Departments
Devolution; remedies needs of staff and
Mediate ways to resolve them.
Conflicts; A report describing the
Handle -) actions need to be taken to
ensure proper Proper implementation
Assist to implement Secretary with Review by
implementation of of National level
national level programmes Head of the Sectoral Quarterly
national level programmes programmes and
and activities Departments committee
and activities and officers activities are ensured.
responsible for each
action.
Appropriate
resolve the crisis or
authorities attained
Report to appropriate Secretary with actions need to be taken or Review by When
clear understanding
authorities in any Head of the any assistance or Sectoral necessity
about the crisis and
emergencies Departments instructions required from committee arises
thereby appropriate
the appropriate authority.
actions are ensured.
Gen Secretary Periodic Reports on Input Facilitate easy and
Manageme Identify Information Needs data and Output speedy access for Review by
.Asst.secretary
nt cont…. and Establish / Maintain information relevant to information and Secretary, Quarterly
with Head of the
MIS identified information thereby helps to make M/Agriculture
Departments
needs timely decisions
Secretary Periodic Reports to Partners /
Provide Information to .Asst.secretary Partners /Stakeholders, Stakeholders attained
clear understanding - Quarterly
Partners / Stakeholders with Head of the providing information
Departments required by them. about the progress of
Manage department activities
Manage
Information Public are made aware
(Includes about the department's
Secretary
Provide activities in a Review by
Provide Information to .Asst.secretary , Public news letters /
Information; transparent manner Secretary, Quarterly
public news letters with Head of the publets
Provide Access and it helps to build M/Agriculture
Departments
to Information public confident over
department's activities.

Beneficiary / Clients
District Heads
attained clear
Secretary Periodic Reports to of line
understanding about
Provide Information to .Asst.secretary , Beneficiary / Client, Departments &
the progress of Bi-annually
Beneficiary / Client with Head of the providing information support from
department's service
Departments required by them. other
delivery activities
institutions.
relevant to them.
Attained clear
understanding about
Secretary institutional hierarchy,
Review Organization Review by
.Asst.secretary , Updated Department basis for sharing Once in three
Structure to suite Secretary,
with Head of the Organization Structure authority and years
Department's Functions M/Agriculture
Departments responsibility and
basis for resource
distribution,
Institutional Secretary with
updated Ministry / Review by
Development Review delegation of Senior clarity departmental
department organization Secretary, Annually
(Includes functions Management functions.
funcions and structure M/Agriculture
Delineate Team
organizational Secretary with Ministry rules Department Each staff in the
Action System; Define and adopt Ministry is aware Review by
Senior Rules, Circular As and when
Delineate HRM Institutional administration about the rules, Secretary,
Management instructions and guide required
System) standards regulations and M/Agriculture
Team lines
procedures to be
Secretary with Review by
Establish Staff Supervision Senior Staff supervision and Better internal control MDTD & Review
and Appraisal Management appraisal system and staff utilization Secretary, annually
Team M/Agriculture
Secretary
Improved Review by
Formulation of Succession .Asst.secretary ,
Succession plan statement organizational Secretary, Annually
Plan with Head of the
performance M/Agriculture
Departments
Providing updated Secretary
information and enhancing .Asst.secretary , Training Programmes, As and when
Improved Performance MDTD
the knowledge and skills of with Head of the Workshops & Field Trips required
employees Departments
Secretary
Capacity .Asst.secretary , A statement illustrating, Review by
Building and Provision of the facilities to with list of facilities to be MDTD and
Training As and when
employees for career Administrative provided and name of Improved Performance Secretary,
(Includes - required
development officer and Head officers or agency M/Public
Knowledge and of the responsible. Administration
skills, Orient Departments
Attitudes; Secretary
Improve .Asst.secretary ,
Systems and P idi Training
Providing T i i in i office
ffi
with Training Programmes Improved Performance MDTD Quarterly
Procedures) automation
Administrative
officer and Head
Secretary
Provide opportunities for Secretary,
.Asst.secretary , Department professional Professionalization of As and when
Local /Foreign professional M/Agriculture
with Head of the development programme the Department required
training MDTD
Departments
Financial Budgeting Attained clear guidelines
Manageme (Include Assess Medium-term Secretary with
Medium-term Forecast of understanding about from chief
nt Demand for Services Head of the Annually
Allocate service Delivery Needs the medium-term secretary, DCS
Provided by the Department Departments
Resources) resource requirements (Finance)

Attained clear
Secretary with Secretary,
Assess / review recurrent Forecast of recurrent understanding about
Head of the M/Agriculture, Annually
expenditure needs expenditure Needs the recurrent activities
Departments DCS (Finance)
to be carried out.
Attained clear
Secretary with Secretary,
Preparation of Ministry understanding about
Head of the Budget Book M/Agriculture, Annually
Budget the expenditure
Departments DCS (Finance)
priorities and purposes

Preparation of Documents Attained clear Secretary,


Secretary with Project Concept Papers, understanding about
for obtaining allocation of M/Agriculture As and when
Head of the Project Feasibility Study the priority of work
fund for development Donor required
Departments Report items and capital
activities agencies
investment
Expenditure
Secretary with Deputy Chief
Management Establish Financial Financial Control System Improved Financial Review
Head of the Secretary
(Include Manage Management System Documents Control annually
Departments (Finance)
Expenditure)
Each officer in the
Establish / review financial Secretary with A report giving the details Department is aware Review by
management delegation Head of the of financial management about their authority Secretary, Annually
within department Departments delegation andd responsibility
ibilit with
ith M/Agriculture
regard to financial
The staff involved in
Secretary with Procurement circulars, procurement is aware Secretary,
Establish good Procurement As and when
Head of the Procurement guidelines, about the rules, M/Agriculture,
practices. required
Departments Procurement training. regulations and DCS (Finance)
procedures to be
Each staff in the
Define and adopt Secretary with Secretary,
Circular instructions and Department is aware As and when
Expenditure Management Head of the about the rules, M/Agriculture,
guide lines required
standards Departments regulations and DCS (Finance)
procedures to be
Maintain Up-dated Secretary with Secretary,
Efficient management
Information on Recurrent Head of the Financial Statements M/Agriculture, Monthly
of funds ensured
and Capital Expenditures Departments DCS (Finance)

Secretary with Secretary,


Efficient management
Minimize cost overrun Head of the Updated progress report M/Agriculture, Monthly
of funds ensured
Departments DCS (Finance)
Secretary with Secretary,
Efficient management
Ensure proper use of funds Head of the Financial Statements M/Agriculture, Quarterly
of funds ensured
Departments DCS (Finance)

Secretary with Secretary,


Review of Recurrent and Financial performance
Head of the Expenditure Report M/Agriculture, Monthly
Capital Expenditure monitored
Departments DCS (Finance)

Review bank reconciliation, Secretary with Secretary,


Monthly summary of Efficient management
Advance to public officers Head of the M/Agriculture, Monthly
accounts of funds ensured
Monitoring and and deposit account Departments DCS (Finance)
Expenditure
Review
Secretary with Secretary,
(Monitor Maintain Financial
Head of the Audit Reports Efficient use of funds M/Agriculture Regularly
Implementation discipline
p
Departments DCS (Audit)
Progress)
The staff involved in
Providing updated financial management
Secretary with
information about General Treasury are aware about the Secretary,
Head of the
government policy on Circulars and Inland latest developments in M/Agriculture Regularly
Departments &
financial management for Revenue Circulars govt. policy and this DCS (Finance)
Senior Team
implementation ensures prompt
implementation.
Developme clear understanding
nt A summarized report about provincial
Programme Review provincial Secretary
Secretary with describing the vital points strategies with regard
& Service guidelines on formulation, with Head of
Head of the in the provincial guide to formulation,
implementation and the Annually
Departments & lines, to be considered implementation and
coordination of plans for Departments &
Senior Team while preparing sectoral coordination of plans
provincial service delivery Senior Team
Service service delivery plans. for provincial service
Delivery delivery
(Includes Policy Department staff and
Secretary,
Planning Frame Secretary with stockholders clearly
M/Agriculture,
work Formulate Review Sectoral Service Head of the Statement of Service understood about their Review
Deputy Chief
Implementation Delivery Responsibilities Departments & Delivery Responsibly roles and annually
Secretary
Plans) Senior Team responsibilities in
(Planning)
service delivery
clear understanding Secretary,
Secretary with
Update guidelines on Updated guidelines on about the updated M/Agriculture,
Head of the
formulation of sectoral formulation of sectoral criteria for Deputy Chief Annually
Departments &
service delivery plan service delivery plan formulation of sectoral Secretary
Senior Team
service delivery plan (Planning)
Attained clear
Secretary with understanding about
Prepare Medium-term Head of the Medium-term Service the priorities of work Secretary,
Annually
Service Delivery Plan Departments & Delivery Plan items included in the M/Agriculture
Senior Team Medium-term service
delivery plan.
Attained clear
Secretary with understanding about
Service Delivery Prepare long term Head of the Long - term Service the priorities of work Secretary, Once in five
(Includes Policy investment plan Departments & Delivery Plan items included in the M/Agriculture years
Planning Frame Senior Team Long-term service
work Formulate delivery plan.
Implementation
Allocation of
Plans) Secretary,
Resouces and
Prepare Annual Secretary with Annual Service Delivery M/Agriculture, Review
Improved
Implementation Plan DDP Implementation Plan DCS annually
Organizational
(Planning)
perfomance
Each staff in the
Review by
Review delegation of Secretary with A report giving the details Department is aware
Secretary, Annually
functions Senior Team of delegation of functions about their authority
M/Agriculture
and responsibility.
Identify Stakeholders / Attained clear As and when
Secretary with Understanding about
Partners for Development Periodic meetings with required but
Head of the -
activities and create Stakeholders and partners Department and at least twice
Departments Stakeholders / Partner
awareness a year
expectation
Provincial
Formulate Stakeholder / Secretary with Planning
Partner working
Partner / Beneficiary Head of the Partnership programme Twice a year
arrangements planned Committee
working arrangements Departments Project
Coordinating
Provincial
Mobilize Resource Support Secretary with Allocation of funds Planning
Project acceptance letter As and when
for financing Medium-term Head of the for implementation of Committee
from the funding agency required
Service delivery plan Departments project is confirmed. Project
Coordinating
Contractor and
Developme Department are
Provincial
nt encoraged to show
Development Planning
Programme Coordinate with the funding Secretary with high progress as
coordination Committee
& Service agency / Project for Head of the Cash Flow Statement funding agency / Monthly
Project
cont…. maintaining cash flow Departments Project, assured the
Coordinating
release of imprest
Committee
according to the
agreed schedule.
Contractor and
Secretary,
Secretary with Department are aware
Coordinate with the M/Agriculture, As and when
Head of the Award letter & Agreement their roles,
contractor Funding required
Departments responsiblities, rights
Agency
and obligations.
Department Staff,
Meeting Minutes
Contractor and
describing
Attend review meetings Secretary with Beneficiary attained
recommendations or As and when
with contractors and Head of the clear understanding -
suggestions or solutions required
beneficiaries Departments about the status of
for the problems
project
discussed.
implementation.
Implementation of
Minutes of the meeting
Secretary with project as per the
Review contract with contractor As and when
Head of the terms and conditions -
management log entry, Instruction required
Departments of agreement is
letters to contractor
ensured.
Department Staff,
Stockholders and Chief
Review Implementation
Secretary with Contractor clearly Secretary, NP.
Progress Review Status and Update Service Updated Service Delivery Quarterly,
Head of the understood the status Secretary,
Developme and Monitoring Delivery Implementation Implementation Plan Annually.
Departments of implementation and M/Agriculture,
nt (Includes Plan
agreed on the revised NP.
Programme Monitor
plan.
& Service Implementation;
cont…. Review clear understanding
Secretary,
Performance) Secretary with about the actions to be
Monitor and review M/Agriculture,
Head of the Progress Reports taken to eliminate the Monthly
progress Funding
Departments factors affecting the
Agency
progress
clear understanding
Secretary with about the time frame
Preparation of activity chart Activity Chart and Cash Funding
Head of the of each activity and Monthly
and cash flow statement Flow Statement Agency
Departments amount of monthly
imprest requirement.
Department of Agriculture

Action / Responsibilities Achievement Complimenta


ry
Category Key Process Responsibility Time Frame
/ Co-
How Who with whom Output Outcome responsibility

1. General Give Leadership

Set Vision & Assist Secretary to define Provincial NPC vision and value Awareness of NPC District & Continuously
Manageme Values the culture & identity of Director with statements in respect of System Orientation range officers
nt NPC in respect of Secretary Agriculture
Agriculture

Apply NPC culture & NPC value framework for


identity in agriculture agriculture program
sector/program strategies &
operations

Extend NPC identity & Provincial NPC value framework for Definition of District &
culture to program relation Director with stakeholder relations agriculture sector range officers
with stakeholders Deputy Director program orientation
and Asst. Director
of Agriculture
Define vision and values of Provincial Vision & value statement Stakeholder consensus
Department Director with for Agriculture Dept on NPC system
Asst. Director of orientation
Agriculture

Provincial Awareness of
Director with agriculture sector
Asst. Director of system orientation
Agriculture

Define Mission Assist Secretary to define Provincial Department mission and Awareness of District & Annually
& Goals the mission & goals of the Director and Asst. goal statements Department Mission range officers
Agriculture Department Director of & Goals
Agriculture
Apply Agriculture mission Provincial Agriculture program Definition of
& goals in agriculture sector Director with Mission and Goal agriculture program
programme strategy & Deputy Director statement Mission & Goals
operations

Extend NPC mission & and Asst. Director District &


goals to agricultural of Agriculture range officers
programs in relation with
stakeholders

Define mission and goals of Provincial Mission and Goal Stakeholder consensus
Agricultural Department & Director & Asst. framework for stakeholder on Department
sub units Director of relations Mission & Goals
Agriculture

Provincial Mission and goal Awareness of


Director & Asst. statements of Department Department /Sub unit
Director of & sub units Mission & Goals
Agriculture

Motivation Create opportunities for Provincial Best practices on Group Collective action Provincial Continuously
collective action Director through process delineated and mobilized for Director and
Deputy Director adopted achieving Department Asst. Director
and Asst. Director Mission and Goals of Agriculture
of Agriculture
Facilitate Collective Action Provincial Best Practices on Group Stakeholders Segment AO Continuously
Director with Action understand role and Range AI
Asst. Director of responsibilities
Agriculture
Mobilize Organize support for Provincial Program for canvassing Stakeholder support Segment AO, When
Resources & Department / Sub units Director with stakeholder contributions for Department /Sub Range AII required
Support Mission & Goals Asst. Director of to Department / Sub units units Mission & Goals
Agriculture Missions & Goals
Agriculture based
partnership policy
Agriculture programs for
exchange/ transfer of
knowledge/ technology
Create opportunities for Provincial Stakeholder
sharing of resources Director with partnerships
Asst. Director of
Agriculture

Facilitate exchange/ transfer Provincial Agricultural


of knowledge/ technology Director with technology transfer &
Deputy Director knowledge networking
and Asst. Director arrangements
of Agriculture

Mobilize Conduct Agriculture Sector Provincial Minutes of meetings Intra-sectoral Quarterly


Support meetings Director with circulated complementarities of
National Asst. Director of activities
Linkages Agriculture
Implement activities on Provincial Implementation Centre – Province
behalf of national agencies Director with programmes and reports partnership
(programmes, projects, Deputy Director
activities & events) and Asst. Director
of Agriculture
Partner with Establish programme for Provincial NPC/Ministry/ line Role of private sector District and Continuously
Private Sector
promotion of private sector Director with Departments private sector in agric development range officers
in agricultural activities Asst. Director of development agric. in NP
Agriculture programmes
Establish agricultural Provincial NPC public-private sector Opportunities for
programmes for partnership Director with partnership agric . public-private sector
with the private sector for Asst. Director of programmes partnerships in NP
provision of provincial Agriculture development
services
Network with Assist Secretary in Provincial NGO/INGO agricultural Re-enforce NGO District Quarterly
INGO/NGO/Civ convening NGO consortium Director with programmes reviewed partnership actions in officers
il Society Secretary agriculture NGOs/INGOs/
GAA

Enter into MOUs Provincial Partnership with Establish NGO NGOs/INGOs/ Continuously
Director with NGOs/INGOs in partnerships in Segment AO
Asst. Director of agricultural activities agricultural activities
Agriculture
Access Donor Establish formal/informal Provincial Donor expression of Donor development of Donor Continuously
Support contact with donors Director interest cooperation agencies
Participate in project Provincial Reports on NPC/Ministry/ Partnership Donor Continuously
preparation negotiations Director with ine Departments on negotiations fruitful agencies
Asst. Director of commitments and benefits
Agriculture
Validate MOU entered into Provincial Issue of commitment Donor partnerships Donor Continuously
by provincial/Ministry/ line Director with letters on behalf of the established agencies/GAA
Department agencies Asst. Director of Ministry Causes for
Agriculture delays/slippage identified
and corrected
Monitor and review Provincial Timely utilization of Project Continuously
progress of project activities Director with funds Directors
in agriculture Accountant, &
ADA(Hqrs)
Manage
Performance
Define Delegation of Provincial Job description charts Improved performance District & Annually
Responsibility Responsibility & job Director with prepared standard range officers
description Asst. Director of
Agriculture
Establish Initiation of change Provincial Streamlined service Effective service Annually
Processes management practices Director with process process
Asst. Director of
Agriculture

Set Procedures Defined work/ service Provincial Streamlined work Effective work done in Support of the Annually
responsibility Director with line with procedures Chief
Asst. Director of Secretary
Agriculture
Standards of Application of 5 S system All Provincial Time management Work standard Annually
Conduct Set standard for work Director office improved
Oversee Special conduct staff & Asst.
Institutions Director of
A i lt
Agriculture
Coordination Establish mobile Service Provincial Close liaison with public Developed public and Support from Continuously
Liaising with the public days and personal Director with improved personnel rapport other
public visit Asst. Director of ministries and
Agriculture Departments

Image Building Highlighting success Provincial Presentation of successful Public awareness on Support from Continuously
interventions in mass media Director with interventions successful other
Asst. Director of interventions institutions
Agriculture

Implement Delegation of service Provincial Service responsibility Service responsibility Continuously


Devolution responsibility Director with frame work Decision delegated
Asst. Director of frame work circulated
Agriculture
Define decision making Decision devolved to
frame work line of administration
Mediate Discussion Groups Provincial Amicable solution Conflict solved Continuously
Conflicts Director with
Asst. Director of
Agriculture
Handle Counseling Provincial Grievance Minimized Motivated Staff Continuously
Grievances Director with
Asst. Director of
Agriculture
Manage
Information

Provide
agriculture
Information

Provide Access Establishment of Provincial Required Agricultural Improved Support from Continuously
to Agricultural Agricultural Information Director with information documented Agricultural other
Information management unit Asst. Director of management institutions
Agriculture information system

Institutional Establishment of Agricultural Agricultural planning Resources effectively Training


Development Agriculture Planning Provincial resource management unit utilized resource :
Delineate Resource Management Unit Director with established 1. MDTD
organizational Department/ 2. Central
action System planning staff DOA
Delineate HRM Establishment of HRM unit Provincial Relevant unit established Better service Support from Continuously
System Director and rendered other
HRM Staff institutions

Capacity Conduct quality circle Provincial Quality circle meetings Quality service Support from Continuously
Building and meeting Training Exposure Director with regularly held rendered other
Training visit Provincial institutions
Enhance Director office
Knowledge and staff and Asst.
Skills, Orient Director of
attitudes Agriculture
Improve systems Discussion groups Provincial Systems and procedures Better service output Continuously
& procedures Director with streamlined
Provincial
Director office
staff and Asst.
Director of
Agriculture
2. Financial Budgeting Assess resource allocations Provincial Reliable estimate Expenditure Financial Annually
based on local needs Director with produced Management
Accountant and regularized by
Asst. Director of accountants
Agriculture
Manageme Allocate Define criteria for capital Provincial Non bias fund apportion Regularized Annually
nt resources fund apportion between the Director with between districts
districts Accountant and
Asst. Director of
Agriculture
Assessment and Provincial Capital expenditure Funds available Annually
recommendation of capital Director & properly allocated according to needs
expenditure requirement Accountant

Preparation of submission Provincial Financial statement Capital expenditure Annually


of department financial Director with approved fully utilized
statement for approval Accountant FR properly
maintained

Expenditure Exercise supervision based Provincial Funds utilized in time Financial management Monthly
on monthly expenditure Director office properly maintained
planning Accountant and
district Assistant
Director
Management Delegation of financial Provincial Funds released in line with Audit queries Annually
Manage authority Follow up tender Director office FR minimized
expenditure procedure Accountant and FR properly maintained
district Assistant
Director
Ensure cash flow to local Provincial Funds released in time Allocation fully Continuously
units Director office utilized
Accountant and
district Assistant
Directors
Budget Design a monitoring system Provincial Monitoring system Expenditure properly Monthly
Monitoring and for agric Development Director and designed utilized in time
Expenditure activities service delivery Accountant
Review
Monitor Procurement Provincial Procurement done in time Procurement done in Annually
Implementation Director and time efficiently
Progress Accountant

Conduct preview meeting to Provincial Preview meetings held Financial expenditure Continuously
monitor financial Director with regularly effectively carried out
expenditure Accountant and
A t Directors
Asst. Di t off
agriculture
3.Project Programme/Proj Preparation of Northern Provincial Segment level
Manageme ect Planning Agricultural Policy Director with officers should
nt of Policy Planning framework & strategy Asst. Director of send their
Developme Framework Agriculture respective
nt reports about
Formulate Preparation of annual Asst. Director of Segment level
Implementation implementation plan Agriculture with officers should
plans range AI send their
respective
views about
their segments
Development DAC, DCC ,DRCC GAA with local
Coordination meetings to be attended line department
and partnership regularly heads
Coordinate with
Government
agencies
PTWG Meeting Conduct PTWG
meeting regular
Crop Coordinator meeting Attend crop Research
coordinator oriented
meeting regularly towards
Agricultural Revenue Attend
meeting Agricultural
revenue
meetings,
seasonal
conference
regular
Agricultural Exhibition Holding
Agricultural
Exhibition
Provincial Director Attend Provincial
Coordination meeting Directors
coordination
meeting
Special meeting Attend special
meetings
conducted by the
central DOA
meeting
conducted by
control DOA
Coordinate and integrate Local line
programmes of local departments with
authority local authority
staff

Evolve private sector Provincial


participation Director with
local heads and
district heads
Progress Review Establish accountability & Provincial
and Monitoring responsibility in programme Director & Asst.
Monitor implementation Director of
Implementation Agriculture

Review Set standard for Provincial


performance professional performance Director & Asst.
Director of
Agriculture
Department of Irrigation

Action / Responsibilities Achievement Complimenta


ry
Category Key Process Responsibility Time Frame
/ Co-
How Who with whom Output Outcome responsibility

Director
Attained clear
(Irrigation) with Review by NP
understanding about Once in ten
Set vision Senior Vision Statement prepared Secretaries
vision of the years
Management committee
institution.
Team
Director
Attained clear
Asses Organizational (Irrigation) with Organizational Review by
understanding about Once in five
Environment and define Senior environment Values Sectoral
Organizational years
organizational values Management Statement prepared. committee
environment Values
Team
Director Attained clear
Give Leadership Culture and identity
(Irrigation) with understanding about Review by
(Includes Apply NPC culture and statement related to Once in five
Senior the traditional Sectoral
Vision, Values, identity Management
irrigation practices
irrigation and committee
years
Culture, prepared.
Team agricultural practices
Mi i
Mission,
Director
Strategy, Key Attained clear
(Irrigation) with Review by NP
success factors Mission and Goal understanding about Once in three
Define Mission and Goals Senior Secretaries
and indicators statement prepared. the Mission and Goal years
Management committee
of the institution.
Team
Director
(Irrigation) with Priority functions and Review by
Strategy Statement Once in three
Formulate strategy Senior core activities Sectoral
prepared. years
Management identified committee
Team
Director
(Irrigation) with Organizational Review by
Define key success factors Good performance Once in three
Senior Performance Indicators Secretary,
and indicators agreed. years
Management Statement prepared. M/Agriculture
Team
Director Staff attained clear As and when
((Irrigation)
g ) with g understanding about
Periodic Review meetings required
q but
Give feedback to staff llatest ddevelopments,
l -
Deputy Directors conducted. at least
(Irrigation) issues and what is quartly
expected from them
Director
Appropriate actions to Review by
(Irrigation) with
Establish learning establish learning Learning environment Secretary,
Senior annually
Environment environment are identified is established. M/Agriculture,
Management
and implemented. MDTD
General Motivate and Team
Manageme inspire Director
nt (Feedback to Appropriate actions to Review by
(Irrigation) with
staff, Learning Develop team sprit develop team sprit are Team Sprit is Secretary,
Senior annually
Environment, identified and developed. M/Agriculture,
Management
Team Sprit & implemented. MDTD
Team
Collective
Director Appropriate actions to
Action)
(Irrigation) with create opportunity for Opportunity for Review by
Create opportunity for
Senior collective action are collective action is Secretary, annually
collective action
Management identified and created. M/Agriculture
Team implemented.
Director
Appropriate actions to
(Irrigation) with Collective action is Review by
facilitate collective action
Facilitate collective action Senior facilitated to improve Secretary, annually
are identified and
Management timely action. M/Agriculture
implemented.
Team
Director Attained clear As and when
Identify Stakeholders / (Irrigation) with Periodic meetings with
Understanding about required but
Mobilize support Partners and create Senior Stakeholders and partners
Stakeholders / Partner
-
at least twice
(National awareness Management conducted.
expectation. a year
linkage, Inter & Team
Intra Provincial Formulate Stakeholder / Director
Linkages) (Irrigation) with Partnership programme Partner working
Partner working - Annually
Deputy Directors formulated. arrangements planned.
arrangements
(Irrigation)
Director
Attained clear
(Irrigation) with
Review human resource Statement on updated understanding about
Senior - Annually
requirement cadre requirement the institution's human
Management
resource requirement.
Team
Attained clear
Director understanding about
Mobilize Review status of office Updated status report of
(Irrigation) with the status of
Resource equipment / vehicles / equipment / vehicles /
Senior institution's office - Annually
machineries / fixed and machineries / fixed and
Management equipment / vehicles /
movable assets movable assets
Team machineries / fixed
and movable assets.
Director
Creating opportunity for (Irrigation) with Sources of resources for Efficient utilization of
- Annually
sharing resources. Deputy Directors sharing are identified. resources ensured.
(Irrigation)
Director Attained clear
Circulars, Guide lines, understanding about When
Define service delivery (Irrigation)
Technical notes etc. the rules, regulation - necessity
performance standards Deputy Directors
prepared. and norms to be arises
(Irrigation)
adopted to ensure
Director Departmental staff are
Review by
Define the organizational (Irrigation) Quarterly Review aware about what is to
Secretary, Quarterly
and individual expectation Deputy Director meetings conducted. be delivered by the
M/Agriculture
(Irrigation) institution.
Director Statement describing Tools for assessing
(Irrigation) with Review by
Define Benchmarks, Milestones, Benchmarks service delivery
Senior Secretary, Annually
Manage Milestones and Output Indicators performance are
Management M/Agriculture
Performance prepared. identified.
(Define Team
Responsibility; Director Each staff in the
Department Responsibility Review by
Establish Prepare Responsibility (Irrigation) Department is aware
Chart and Duty Lists of Secretary, Annually
Processes; Set Chart Deputy Director about what is expected
Officers prepared. M/Agriculture
Procedures; (Irrigation) from him.
Standard of
Conduct; Attained clear
Oversee Special understanding about
Director A report describing
I t ti )
Instructions) the pros and cons of As and when
(Irrigation) with strategies to reform for
Facilitate change the current required but
Senior better identified -
management practices management practices at least once
Management management practices
and ways to improve in two years
Team identified.
them for better
management practices.

Periodic Assessment
Director Report prescribing the
Service delivery Review by
Assess service delivery (Irrigation) progress in terms of
performance is Secretary, Quarterly
performance Deputy Director Milestones, Benchmarks
General assessed. M/Agriculture
(Irrigation) and Output Indicators
Manageme prepared.
nt
Establish / Participate inter- Director Reports on Coordination Better relationship,
con..
agency Coordination (Irrigation) Meetings at Provincial and reduction of gaps and Review by
avoidance of Secretary, Quarterly
Arrangements at Provincial Deputy Director Department level
duplication are M/Agriculture
and Department Level (Irrigation) prepared.
ensured
Director Reports on Beneficiaries'Better relationship
Establish / Conduct periodic (Irrigation) decisions or requests or ensured by attaining District At least
Agriculture
meetings with Beneficiaries Range Deputy problems or complains andclear understanding Twice a year
Directors about the service Committee
suggestions prepared.
(Irrigation) delivered needs of
Better relationship
Director
Reports on Staff's ensured by attaining
(Irrigation) with
Establish / Conduct regular problems or complains or clear understanding
Coordination Senior - Quarterly
Staff Meetings requests and suggested about the problems or
(Includes-- with Management
remedies prepared. needs of staff and
the Public; Team
ways to resolve them.
Image Irrigation;
Implement A report describing the
Agreement was
Devolution; actions need to be taken to
Director reached on the most
Mediate ensure proper
Assist to implement (Irrigation) with appropriate actions Review by
Conflicts; implementation of
national level programmes Senior need to be taken for Secretary, Quarterly
Handle -) national level programmes
and activities Management proper implementation M/Agriculture
and activities and officers
Team of National level
responsible
ibl ffor each
h action
i
programmes.
prepared.
A report describing the
crisis and the actions that
Appropriate
have been taken to resolve
Director authorities attained
Report to appropriate the crisis or actions need Review by When
(Irrigation) clear understanding
authorities in any to be taken or any Secretary, necessity
Deputy Director about the crisis and
emergencies assistance or instructions M/Agriculture arises
(Irrigation) thereby appropriate
required from the
actions are ensured.
appropriate authority
prepared.
Director Periodic Reports on Input Easy and speedy
Identify Information Needs (Irrigation) with data and Output access for information Review by
and Establish / Maintain Senior information relevant to and thereby helps to Secretary, Quarterly
MIS Management identified information make timely decisions M/Agriculture
Team needs prepared was facilitated
Director Periodic Reports to Partners /
Provide Information to (Irrigation) Partners /Stakeholders, Stakeholders attained
clear understanding - Quarterly
Manage Partners / Stakeholders Deputy Directors providing information
(Irrigation) required by them prepared. about the progress of
Information
department activities
( l d
(Includes Public are made aware
Provide about the department's Review by
Provide Information to Director Public news letters
Information; activities in a Secretary, Quarterly
public news letters (Irrigation) published.
Provide Access transparent manner M/Agriculture
to Information and it helps to build
Beneficiary / Clients
attained clear
Director Periodic Reports to
understanding about Review by
Provide Information to (Irrigation) Beneficiary / Client,
the progress of Secretary, Bi-annually
Beneficiary / Client Deputy Directors providing information
department's service M/Agriculture
(Irrigation) required by them prepared.
delivery activities
relevant to them.
Attained clear
understanding about
Director
institutional hierarchy,
Review Organization (Irrigation) with Updated Department Review by
basis for sharing Once in three
Structure to suite Senior Organization Structure Secretary,
authority and years
Department'ss Functions
Department Management formulated. M/Agriculture
responsibility
ibili and d
Team
basis for resource
distribution,
Director
Each staff in the
(Irrigation) with A report giving the details Review by
Review delegation of Department is aware
Senior of delegation of functions Secretary, Annually
functions about their authority
Management prepared. M/Agriculture
and responsibility.
Team
Each staff in the
Department is aware
Institutional about the rules,
General
Development Director regulations and
Manageme
(Includes Define and adopt (Irrigation) with Department Rules, procedures to be Review by
nt As and when
Delineate Institutional administration Senior Circular instructions and adopted in attending Secretary,
con.. required
organizational standards Management guide lines prepared. administration matters M/Agriculture
Action System; Team and this ensures
Delineate HRM uniform, consistent
System) approach within the
institution
Agreed on a good
Staff supervision and Review by
Establish Staff Supervision Director system for Better Review
appraisal system Secretary,
and Appraisal (Irrigation) internal control and annually
established. M/Agriculture
staff utilization

Review by
Formulation of Succession Director Succession plan statement Successor aware his
Secretary, Annually
Plan (Irrigation) prepared. role and responsibility
M/Agriculture

End users very well


Review by
Create end user awareness Director Citizen Charter statement aware about the
Secretary, Annually
on service provision (Irrigation) prepared. services available for
M/Agriculture
them.

Providing updated Director


(Irrigation) with Training Programmes, Knowledge and skills.
information and enhancing As and when
Senior Workshops conducted & of employees MDTD
g and skills of
the knowledge required
q
M
Management t Field Trips arranged.
arranged enhanced
employees
Capacity Team
Building and Director Review by
Facilities to be provided to
Training Provision of the facilities to (Irrigation) with MDTD and
employees for career Employees career As and when
(Includes - employees for career Senior Secretary,
development are identified developed. required
Knowledge and development Management M/Public
and implemented.
skills, Orient Team Administration
Attitudes; Director
Improve (Irrigation) with Knowledge and skills
Providing Training in office Training Programmes
Systems and Senior in office automation MDTD Quarterly
automation conducted.
Procedures) Management enhanced.
Team
Provide opportunities for Department professional Knowledge and skills Secretary,
Director As and when
Local /Foreign professional development programme of the profession M/Agriculture
(Irrigation) required
training formulated. enhanced. MDTD
Director
Clear understanding is
(Irrigation) with Secretary,
KRA / SRA statements attained about the
Identify SRA / KRA Senior M/Agriculture, Annually
prepared. KRA / SRA of the
Management DCS (Finance)
institution..
Team
Director
(Irrigation) with Clear understanding is Secretary,
Prepare Budget Budget performance plan
Senior attained about the M/Agriculture, Annually
performance plan prepared.
Management priority of activities. DCS (Finance)
Team
Director
Prepare budget estimates (Irrigation) with Budget estimates for Secretary,
for discussion with finance Senior discussion with finance M/Agriculture, Annually
commission. Management commission prepared. DCS (Finance)
Team
Director
Integrated budget for Secretary,
Prepare integrated budget (Irrigation) with
Budgeting allocation of resources M/Agriculture, Annually
Financial for allocation of resources. Senior
(Include Management prepared. DCS (Finance)
Manageme
Allocate Team
nt Director
Resources) Attained clear
Assess Medium-term (Irrigation) with Secretary,
Medium-term Forecast of understandingg about
Demand for Services S i
Senior M/Agriculture Annually
M/Agriculture,
service Delivery Needs the medium-term
Provided by the Department Management DCS (Finance)
resource requirements
Team
Director Attained clear
(Irrigation) with Secretary,
Assess / review recurrent Forecast of recurrent understanding about
Senior M/Agriculture, Annually
expenditure needs expenditure Needs the recurrent activities
Management DCS (Finance)
to be carried out.
Team
Director Attained clear
Secretary,
Preparation of Department (Irrigation) with understanding about
Senior Budget Book M/Agriculture, Annually
Budget the expenditure
Management DCS (Finance)
priorities and purposes
Team
Preparation of Documents Director Attained clear Secretary,
Project Concept Papers,
for obtaining allocation of (Irrigation) with understanding about M/Agriculture As and when
Senior Project Feasibility Study the priority of work
fund for development Donor required
Management Report items and capital
activities agencies
Team investment
Director Attained clear
Deputy Chief
Establish Financial (Irrigation) Financial Control System understanding about Review
Secretary
Management System Accountant Documents prepared. the Financial annually
(Finance)
(Irrigation) Management System.

Director
The lapses and
Establish Internal Audit (Irrigation) Internal Audit Reports
shortcomings detected
System Accountant received.
and awareness created.
(Irrigation)

Director Each officer in the


Establish / review financial A report giving the details Department is aware Review by
(Irrigation)
management delegation of financial management about their authority Secretary, Annually
Accountant
within department delegation prepared. and responsibility with M/Agriculture
(Irrigation)
regard to financial
The staff involved in
procurement is aware
about the rules,
Director Procurement circulars, regulations and
(Irrigation) with Procurement guidelines procedures to be Secretary,
Establish good Procurement As and when
Senior prepared and Procurement adopted in attending M/Agriculture,
practices. required
Management training programme procurement matters DCS (Finance)
Team conducted. and this ensures
uniform, consistent
Expenditure approach within the
Management institution
(Include Manage
Expenditure) Each staff in the
Department is aware
about the rules,
Director
regulations and
Define and adopt (Irrigation) with Secretary,
Circular instructions and procedures to be As and when
Expenditure Management Senior M/Agriculture,
guide lines prepared, adopted in expenditure required
standards Management DCS (Finance)
management and this
Team
ensures uniform,
Financial consistent approach
Manageme within the institution
tC
nt Con..
Director
Maintain Up-dated Expenditure Secretary,
(Irrigation) Updated Financial
Information on Recurrent Management is M/Agriculture, Monthly
Accountant Statements prepared.
and Capital Expenditures monitored DCS (Finance)
(Irrigation)
Director
(Irrigation) Expenditure Secretary,
Updated progress report
Minimize cost overrun Deputy Directors Management is M/Agriculture, Monthly
prepared.
(Irrigation) monitored. DCS (Finance)
Accountant
Director
Expenditure Secretary,
(Irrigation) Financial Statements
Ensure proper use of funds Management is M/Agriculture, Quarterly
Accountant prepared.
monitored DCS (Finance)
(Irrigation)
Director
(Irrigation) Secretary,
Review of Recurrent and Expenditure Report Financial performance
Deputy Directors M/Agriculture, Monthly
p
Capital p
Expenditure pprepared.
p monitored
(I i ti )
(Irrigation) DCS (Finance)
Accountant
Director
Review bank reconciliation, (Irrigation) Secretary,
Monthly summary of Financial performance
Advance to public officers Deputy Directors M/Agriculture, Monthly
accounts prepared. monitored
Monitoring and and deposit account (Irrigation) DCS (Finance)
Expenditure Accountant
Review Director
(Irrigation) Secretary,
(Monitor Maintain Financial Financial Reports
Deputy Directors Efficient use of funds M/Agriculture Regularly
Implementation discipline prepared.
(Irrigation) DCS (Audit)
Progress)
Accountant
Director The staff involved in
Providing updated (Irrigation) financial management
General Treasury
information about Deputy Directors are aware about the
Circulars and Inland
government policy on (Irrigation) latest developments in - Regularly
Revenue Circulars
financial management for Accountant govt. policy and this
circulated.
implementation (Irrigation) ensures prompt
implementation.
Attained clear
A summarized report understanding about
Review provincial Director describing the vital points provincial strategies
guidelines on formulation, (Irrigation) with in the provincial guide with regard to
implementation and Senior lines, to be considered formulation, - Annually
coordination of plans for Management while preparing sectoral implementation and
provincial service delivery Team service delivery plans coordination of plans
prepared. for provincial service
delivery .
Department staff and
Director Secretary,
stockholders clearly
(Irrigation) with Statement of Service M/Agriculture,
Review Sectoral Service understood about their Review
Senior Delivery Responsibly Deputy Chief
Delivery Responsibilities roles and annually
Management prepared. Secretary
responsibilities in
Team (Planning)
service delivery.
Director Updated guidelines on Attained clear Secretary,
Update guidelines on (Irrigation) with understanding about M/Agriculture,
f
formulation
l ti off sectoral
t l
formulation of sectoral Senior the updated criteria for Deputy Chief Annually
service delivery plan
service delivery plan Management formulation of sectoral Secretary
prepared.
Team service delivery plan (Planning)
Attained clear
Director
understanding about
Service Delivery (Irrigation) with
Prepare Medium-term Medium-term Service the priorities of work Secretary,
Developme (Includes Policy Senior Annually
Service Delivery Plan Delivery Plan prepared. items included in the M/Agriculture
nt Planning Frame Management
Medium-term service
Programme work Formulate Team
delivery plan.
& Service Implementation
Plans) Attained clear
Director
understanding about
(Irrigation) with
Prepare long term Long - term Service the priorities of work Secretary, Once in five
Senior
investment plan Delivery Plan prepared. items included in the M/Agriculture years
Management
Long-term service
Team
delivery plan.
Departmental staff,
Director Stockholders and
(Irrigation) with Annual Service Delivery beneficiaries are
Prepare Annual Secretary, Review
Senior Implementation Plan aware about what is to
Implementation Plan M/Agriculture annually
Management prepared. be delivered by the
Team Department for that
year.
Director Plans, BOQ, Estimate, Attained clear
(Irrigation) with Specification, Invitation understanding about Before
Prepare Tender Documents for bids, Instructions to scope of work, time -
Deputy Directors inviting bids
(Irrigation) bidders, Conditions of frame, resource
Contract Agreement requirement
Director
Each staff in the
(Irrigation) with A report giving the details Review by
Review delegation of Department is aware
Senior of delegation of functions Secretary, Annually
functions about their authority
Management prepared. M/Agriculture
and responsibility.
Team
Director Attained clear
Identify Stakeholders / As and when
(Irrigation) with Periodic meetings with Understanding about
Partners for Development required but
Senior Stakeholders and partners Department and -
activities and create at least twice
Management conducted. Stakeholders / Partner
awareness a year
Team expectation.
Director Provincial
Formulate Stakeholder / Planning
(Irrigation) with Partnership programme Partner working
Partner / Beneficiary Twice a year
Deputy Directors formulated. arrangements planned Committee
working arrangements Project
(Irrigation)
Coordinating
Director Provincial
Mobilize Resource Support Allocation of funds Planning
(Irrigation) Project acceptance letter As and when
for financing Medium-term for implementation of Committee
Deputy Directors from the funding agency required
Service delivery plan project is confirmed. Project
(Irrigation)
Coordinating
Director Contractor and Provincial
Coordinate with the funding (Irrigation) Department are Planning
Cash Flow Statement
agency / Project for Deputy Directors prepared. encouraged to show Committee Monthly
maintaining cash flow (Irrigation) high progress as Project
Accountant funding agency / Coordinating
Director
(Irrigation) Contractor and
Development Secretary,
Deputy Directors Department are aware
coordination & Coordinate with the (Irrigation)
Award letter & Agreement
their roles,
M/Agriculture, As and when
Implementation contractor Accountant
prepared.
responsibilities, rights
Funding required
Agency
(Irrigation) and obligations.

Department Staff,
Meeting Minutes
Contractor and
Director describing
Attend review meetings Beneficiary attained
(Irrigation) recommendations or As and when
with contractors and clear understanding -
Deputy Directors suggestions or solutions required
beneficiaries about the status of
(Irrigation) for the problems discussed
project
prepared.
implementation.
Implementation of
Director Minutes of the meeting
project as per the
Review contract (Irrigation) with contractor, log entry, As and when
terms and conditions -
management Deputy Directors Instruction letters to required
of agreement is
(Irrigation) contractor prepared.
Developme ensured.
nt Clear understanding is
Programme Director Action plan for attained about the
& Service Establish working
(Irrigation) coordination and integrity working arrangements As and when
arrangements with local -
Deputy Directors of activities with local with local government required
government
(Irrigation) government is prepared. based on reform
circulars.
Director A statement illustrating, Secretary,
Establish mechanism for (Irrigation) methodologies to be Good progress review M/Agriculture, Review
progress review Deputy Directors adopted to review the mechanism agreed Funding annually
(Irrigation) progress. Agency
Department Staff,
Director Stockholders and Chief
Review Implementation
(Irrigation) Contractor clearly Secretary, NP.
Status and Update Service Updated Service Delivery Quarterly,
Deputy Directors understood the status Secretary,
Delivery Implementation Implementation Plan Annually.
(Irrigation) of implementation and M/Agriculture,
Plan
agreed on the revised NP.
plan.
Attained clear
Director
understanding about Secretary,
(Irrigation)
Progress Review Monitor and review the actions to be taken M/Agriculture,
Deputy Directors Progress Reports Monthly
and Monitoring progress to eliminate the Funding
(Irrigation)
(Includes factors affecting the Agency
Monitor progress
Implementation; Attained clear
Review Director
understanding about
Performance) Preparation of activity chart (Irrigation) Activity Chart and Cash the time frame of each Funding
Deputy Directors Monthly
and cash flow statement Flow Statement activity and amount of Agency
(Irrigation)
monthly imprest
requirement.
Director Adoption of design
(Irrigation) standards and quality
Laboratory test reports As and when
Quality Control Deputy Directors of construction as per -
Inspection reports required
(Irrigation) the set standards are
ensured.
Director Adoption of design
(Irrigation) standards and quality
Evaluation mechanism As and when
Evaluation of key process Deputy Directors of construction as per -
identified. required
(Irrigation) the set standards are
ensured.
Department of Land Administration

Complementa
ry Activities
Subject/Sector Processes Activity Responsibility Achievements &
Responsibiliti
es Time Frame

Category Key Processes How Who with whom Outputs Outcomes

1. General MGive Leadership Set vision Provincial Land Vision Statement prepared Attained clear vision Review by NP Regularly &
(Includes vision Commissioner of the Institution Secretaries Annually
& values; with Management committee
Mission
Mi i & St ff
Staff
Goals; Assess organizational Provincial Land Organizational values Shared orientation of Review by NP Regularly &
Motivation; Environment and define Commissioner statement prepared enviornmental value Secretaries Annually
Resources & organizational values with Management committee
Support) Staff
Apply NPC Culture and Provincial Land Framework for the sector Sector working culture Review by NP Regularly &
identity Commissioner and programmes identified organized Secretaries Annually
with Management committee
Staff
Define Mission and Goals Provincial Land Mission and Goal Attained clear Review by NP Regularly &
of the organization Commissioner statement prepared understanding about Secretaries Annually
with Management vision and mission committee
Staff
Formulation of strategy Provincial Land Strategy Statement Priority actions Review by Regularly &
Commissioner Formulated identified for the Dept. Secretary Annually
with Management and core functions Ministry of
Staff Agriculture &
Lands NP
Define key success factors Provincial Land Organization's Good Performance Review by Regularly &
and Indicators Commissioner Performance Indicator agreed Secretary Annually
with Management identified Ministry of
Staff Agriculture &
Lands, NP
Create Learning Provincial Land Learning enviorments are Enviorment for Review by Regularly &
Environment Commissioner identified and actions learning created Secretary Annually
with Management Implemented Ministry of
Staff Agriculture &
Lands, NP
Develop team sprit Provincial Land Team work formulated Team work concept Review by Regularly &
Commissioner realised Secretary Annually
with Management Ministry of
Staff Agriculture &
Lands, NP
Motivate and Create opportunity for Provincial Land Best practice on group Collective action Review by Regularly &
Inspire collective action Commissioner action adopted mobilized Secretary Annually
with office and Ministry of
field staff Agriculture &
Lands NP
Facilitate collective action Provincial Land Tasks identified Timely improved Review by Regularly &
Commissioner action Secretary Annually
with office and Ministry of
field staff Agriculture &
Lands NP
Give Feed back to staff Provincial Land Frequent Review meeting Clear understanding of Review by Regularly &
Commissioner held latest development Secretary Annually
with Management attained Ministry of
Staff Agriculture &
Lands NP
Mobilize Review human resource Provincial Land Statement of cadre Human resource Review by Annually
resource requirement Commissioner updated requirement assessed Secretary
with Management Ministry of
Staff Agriculture &
Lands NP
Review status of office Provincial Land Updated status report Status of the Review by Annually
equipment/ vehicles/ Commissioner institution assessed Secretary
machineries/ fixed and with Management Ministry of
movable assets Staff Agriculture &
Lands NP
Manage Define Service Delivery Provincial Land Job description developed Effective Service Review by Regularly &
Performance Standards Commissioner process adopted Secretary Annually
(Define with Management Ministry of
Responsibility; Staff Agriculture &
Establish Lands NP
Processes; Set Define the organizational Provincial Land Quarterly Review Departmental staff Secretary Quarterly and
Procedures; and Individual expectation Commissioner meetings held awareness of what is Ministry of Annually
Standards of with Management to be delivered Agriculture &
conduct; Staff Lands, NP
Oversee special Prescribe milestones, Provincial Land Quarterly Progress Aware of our progress Secretary Quarterly
Institutions) Benchmarks and output Commissioner Reports prepared Ministry of
milestones with Management Agriculture &
St ff
Staff L d NP
Lands,

Preparing the Responsibility Provincial Land Department service Department staff Review by the Quarterly and
chart and Duty lists Commissioner responsibility and duty awareness of what is secretary Annually
with Management lists of officers prepared expected Ministry of
Staff Agriculture &
Lands, NP
Facilitate change Provincial Land Change management focal Organized to meet Review by the Annually
management practises Commissioner points identified future challenges secretary
with Management Ministry of
staff Agriculture &
Lands, NP
Motivate Subordinates Provincial Land Motivated Performance assessed Review by the Regularly &
Commissioner secretary Annually
with Management Ministry of
staff Agriculture &
Lands, NP
Assess service delivery Provincial Land Performance report Improved Review by the Quarterly
performance Commissioner prepared performance secretary
with senior Ministry of
Management Agriculture &
team Lands, NP
Coordination Establish, Participate in Provincial Land Reports on Coordination Better relationship, Review by the Regularly
(Includes Inter-agency coordination Commissioner meetings at Provincial and reduction of gaps are secretary
Liaising with the arrangements at Provincial with Management Divisional Level prepared assured Ministry of
Public; Image and Divisional Level. Staff Agriculture &
Building; Lands, NP
Implement Establish/conduct periodic Provincial Land Reports on beneficiaries Beneficiaries Review by the Regularly
Devolution; meetings with Beneficiaries Commissioner problems prepared problems understood secretary
Mediate with Management Ministry of
conflicts; Staff Agriculture &
Handle Lands, NP
Grievances)
Establish/conduct regular Provincial Land Reports on staff problems Better relationship Review by the Quarterly
staff meetings Commissioner and needs prepared ensured secretary
with Management Ministry of
Staff Agriculture &
Lands, NP
Report to appropriate Provincial Land Report describing actions Appropriate action Review by the Regularly
authorities in any Commissioner to be taken prepared ensured secretary
emergencies with Management Ministry of
Staff Agriculture &
Lands, NP
Having Progress review Provincial Land Meeting minutes prepared Improved performance Review by the Quarterly
meetings at district level Commissioner ensured secretary
with Management Ministry of
Staff Agriculture &
Lands, NP
Management Identify information needs Provincial Land Periodic Reports on inputs Review of Review by the Quarterly
Information and Establish / maintain Commissioner and outputs relevant for performance secretary
(Includes MIS with Management performance prepared Facilitated Ministry of
Provide Staff Agriculture &
Information, Lands, NP
id A
Provide Access Provide Information to Line Provincial Land Periodic reports prepared Aware of department Review by the Quarterly
to information) Ministries and Provincial Commissioner and furnished activities. secretary
Ministries & departments with Management Ministry of
Staff Agriculture &
Lands, NP
Provide information to news Provincial Land News letters published Aware of department Review by the Quarterly
letters Commissioner Performance secretary
with Senior Ministry of
Management Staff Agriculture &
Lands, NP
Provide Information to Provincial Land Department development Beneficiaries aware Review by Annually
beneficiaries Commissioner Programmes department service Secretary
with Management delivery activities Ministry of
Staff Agriculture &
Land NP
Maintaining database and Provincial Land Progress Reports prepared Improved Secretary Monthly
updating the physical Commissioner development Ministry of
Progress of works with Management Agriculture &
Staff Land, NP &
DS
Institutional Review department Provincial Land Updated department Clarity of Secretary Annually
Development Functions and organization Commissioner organization structure. departmental function Ministry of
(Includes structure with Management Agriculture &
Delineate Staff Land, NP
organizational
Action system Review delegation of Provincial Land Report on delegation of Staff aware of their Review by Annually
Delineate HRM functions Commissioner function resposibilities Secretary
system) with Senior Ministry of
Management Staff Agriculture &
Land NP
Issue circular instruction Provincial Land Department circulars Awareness of Review by Regularly
and guidelines Commissioner department function Secretary
with Management Ministry of
Staff Agriculture &
Land NP
Adopt/ Review department Provincial Land Code of conduct adopted Department activities Secretary As and when
Rules & Regularizations Commissioner and responsibilities Ministry of required
with Management streamlined Agriculture &
Staff Land, NP
Establish staff supervision Provincial Land Staff supervision and Better control and Secretary Annually
and appraisal Commissioner appraisal system adopted staff utilization Ministry of
with Management established Agriculture &
Staff and Land, NP
Divisional
Secretaries
Formulate succession plan Provincial Land Succession plan statement Improved Review by Regularly &
Commissioner developed organizational Secretary Annually
with Management performance Ministry of
Staff Agriculture &
Land NP
Capacity Providing updated Provincial Land Skill and Knowledge of Training programmes Dept. with Regularly
Building and information and enhance Commissioner employees enhanced and workshops other
Training
T i i the
h kknowledge
l d and d skills
kill off with
ihM Management conducted
d d organization
i i
(Includes employees. Staff and
Enhance Divisional
Knowledge and Providing facilities to Provincial Land Skill and Knowledge Capacity of the staff Dept. with As and when
Skills orient employees for career Commissioner development facilities strengthened. other required
Attitudes; development with Management identified organization
Improve systems Staff
and procedures.) Provide training in office Provincial Land Training Programmes and Knowladge and skill Review by Regularly
automation Commissioner workshops improved Secretary
with MDTD Ministry of
Agriculture &
Land NP
Provide opportunities for Provincial Land Awareness of Skills and Professionalization Secretary As and when
local / Foreign professional Commissioner Knowledge development skill transferred Ministry of required
training Training Agriculture &
Land, NP
2. Financial M Budgeting Prepare budget estimate for Provincial Land Statemnet of expenditure Expenditure needs Review by Annually
(Include discussion with the finanace Commissioner needs completely prepared Secretary
Allocation Commission with Accountant Ministry of
Resources) Agriculture &
Land, NP &
DCS Finance
Assess Medium term Provincial Land Medium term forecast of Medium term Secretary Quarterly and
demand for service Commissioner service delivery needs resources Ministry of Annually
provided by the department with Management identified requirements prepared Agriculture &
Staff Land, NP &
DCS Finance
Assess/ review recurrent Provincial Land Needs assessed Needs Clarified Review by Annually
expenditure needs Commissioner Secretary
with Accountant Ministry of
Agriculture,
NP
Preparation of department Provincial Land Budget book prepared Expenditure priorities Deputy Chief Quarterly and
budget. Commissioner and purpose clarified Secretary Annually
with Accountant Finance.
Preparation of documents Provincial Land Supporting documents Requests justified Deputy Chief Annually
for obtaining allocation of Commissioner prepared Secretary
fund for department with Accountant Finance.
activities
Identify SRA/KRA Provincial Land SRA/KRA Identified Attained clear Secretary Quarterly and
Commissioner understanding about Ministry of Annually
with Management the SRA/KRA Agriculture &
Staff Land, NP

Prepare budget performance Provincial Land Budget performance plan Attained clear Secretary Annually
plan Commissioner prepared understanding about Ministry of
with Accountant the service Agriculture &
performance plan Land, NP

Expenditure Design and establish Provincial Land Financial control system Improved Financial Deputy Chief Quarterly
Management Financial control system Commissioner document prepared control system Secretary
(Include Manage with Accountant Finance.
Expenditure)
Establish/ review financial Provincial Land Statement of financial Delegated functions Review by Annually
management delegation Commissioner delegation Secretary
within department with Accountant Ministry of
Agriculture &
Land, NP
Establish good procurement Provincial Land Procurement committee Streamlined Review by Regularly
practices Commissioner formulated procurement Secretary
with Accountant Ministry of
Agriculture &
Land, NP
Constitute procurement Provincial Land Procurement board Proper system adopted Review by Annually
board Commissioner established Secretary
with Accountant Ministry of
Agriculture &
Land, NP
Issue circulars Provincial Land Department circulars Department staff Review by Regularly
Commissioner awareness of what is Secretary
with Accountant expected Ministry of
Agriculture &
Land, NP
Instruction and guidelines Provincial Land Department rules and Efficient expenditure Review by Regularly
Commissioner regulations management Secretary
with Accountant Ministry of
Agriculture &
Land, NP
Maintain updated Provincial Land Updated financial Expenditure Deputy Chief Monthly &
information on recurrent Commissioner statement prepared management Secretary Quarterly
and capital expenditures with Accountant monitored Finance.
Minimize cost overrun Provincial Land Updated progress report Efficient management Review by Regularly
Commissioner of funds ensured Secretary
with Accountant Ministry of
Agriculture &
Land, NP
Ensuring the proper Provincial Land Financial statements Improved Performance Review by Half yearly
utilization of funds Commissioner prepared and achievements Secretary
with Accountant Ministry of
Agriculture &
Land, NP
Establish an Internal Audit Provincial Land Financial discipline Corruption minimized Review by Regularly
System Commissioner maintained Secretary
with Accountant Ministry of
Agriculture &
Land, NP
Monitoring and Review of recurrent and Provincial Land Monthly expenditure Financial Performance Deputy Chief Monthly &
Expenditure capital expenditure Commissioner statements prepared monitored Secretary Quarterly
Review with Accountant Finance.
(Monitor Review bank reconciliation, Provincial Land Monthly summary of Efficient management Review by Regularly
Implementation Advance account activity, Commissioner accounts prepared of funds ensured Secretary
Progress) Advance to public officers with Accountant Ministry of
and Deposit accounts Agriculture &
Land, NP
Design a monitoring system Provincial Land Monitoring system Funds properly Secretary Regularly
for development activities Commissioner designed utilized Ministry of
service delivery with Accountant Agriculture &
Land, NP
Providing updated Provincial Land General Treasury circulars Staff aware about the Review by Regularly
information about Commissioner and Inland Revenue latest developments Secretary
government policy on with Accountant circulars Govt. Policy and Ministry of
financial management for prompt Agriculture &
Implementation implementation Land, NP
ensured
Review Audit statements Provincial Land Audit reports Proper utilization of Secretary Monthly
Commissioner funds ensured Ministry of
with Accountant Agriculture &
Land, NP
3.Develop Service Delivery Review provincial Provincial Land Updated checklist, Attained clear Review by Regularly
ment guidelines on formulation Commissioner guidelines for service understanding in the Secretary
Programme implementation and with Management delivery service delivery Ministry of
services coordination of plans for Staff Agriculture &
Provincial service delivery Land NP
Review sectoral service Provincial Land Statement of Service Clarity in service , Secretary Quarterly
delivery responsibility Commissioner delivery responsibilities delivery role and Ministry of
with Management prepared responsibilities Agriculture &
Staff Land, NP

Updated guideline on Provincial Land Updated guideline for Attained clear Review by Regularly
formulation of sectoral Commissioner sector service delivery understanding in the Secretary
service delivery plan with Management plan prepared service delivery Ministry of
Staff Agriculture &
Land NP
Prepare medium term Provincial Land Medium term service Attained clear Review by Quarterly
service delivery plan Commissioner delivery plan prepared understanding in Secretary
with
ihM Management medium
di term service
i Mi
Ministry
i off
Staff delivery Agriculture &
responsibilities Land NP
Prepare long term Provincial Land Long term investment plan Long term service Review by Annually
investment plan Commissioner prepared delivery Secretary
with Management responsibilities Ministry of
Staff prioritized Agriculture &
Land NP
Prepare Annual Provincial Land Annual Implementation Awareness of what is Review by Annually
Implementation Plan Commissioner Plan prepared to be delivered for Secretary
with Management next year Ministry of
Staff Agriculture &
Land NP
Review delegation of Provincial Land Statement of delegation Limits of functions Review by Annually
functions Commissioner function prepared understood Secretary
with Management Ministry of
Staff Agriculture &
Land NP
Development Co- Mobilize Resource support Provincial Land Bottle neck and short Delays avoided and Secretary Quarterly
ordination for financing medium term Commissioner coming Identified interaction developed Ministry of
(Includes co - service delivery Plan with Accountant Agriculture &
ordinate with Land NP
Government
Agencies) Co-ordinate with the Provincial Land Cash flow statement Cash flow ensured Secretary Quarterly
Provincial Treasury for Commissioner prepared Ministry of
maintaining cash flow with Accountant Agriculture &
Land, NP &
DCS Finance
Attending Sectroal Provincial Land Updated progress reports Improved performance Secretary Quarterly
Committee meetings Commissioner prepared Ministry of
with Accountant Agriculture &
Land, NP

Establishing Village Provincial Land Landless peasants needs Systemetic Secretary Regularly
Expansion Schemes Commissioner ful filled development of state Ministry of
with Management land ensured Agriculture &
staff Land NP
Construction and Provincial Land Colony Roads kept in Infrastructure facilities Secretary Annually
Maintenance of Colony Commissioner good condition provided Ministry of
Roads with Management Agriculture &
staff Land NP
Supply of planting materials Provincial Land Planting materials Fruit cultivation Secretary Annually
Commissioner supplied steped up in the Ministry of
with Management province Agriculture &
staff Land NP
Action Plan for working Provincial Land Action Plan prepared Administrative reform Secretary Annually
with Local bodies Commissioner achchived Ministry of
with Management Agriculture &
staff Land NP
Progress Review Review Implementation Provincial Land Reports on the status of Implementation Chief Quarterly
and Monitoring status and update service Commissioner service delivery prepared strategy developed Secretary and
(Includes delivery improvement plan with Management Secretary
Monitor staff Ministry of
Implementation Agriculture &
Review Lands NP
f )
performance) Monitor and review Provincial Land Updated Progress report. Improved performance Secretary Quarterly
progress Commissioner Ministry of
with Management Agriculture &
staff Land, NP and
Divisional
Secretaries.
Preparation of Activity Provincial Land Activity chart and cash Proper Management Divisional Regularly
chart and cash flow Commissioner flow statement prepared established Secretaries and
statement with Accountant Accountant

Establish mechanism for Provincial Land Progress monitoring Improved performance Secretary Annually
Progress monitoring Commissioner mechanism designed and achievements Ministry of
with Management Agriculture &
staff Land NP

Provincial Land Secretary Annually


Commissioner Ministry of
with
ihM Management Agriculture
A i l &
Evaluation of key Process staff Evaluation report prepared Target Achchieved Land NP
Ministry of Education, Cultural Affairs and Sports

Action / Responsibilities Achievement Complimenta


ry
Category Key Process Responsibility Time Frame
/ Co-
How Who with whom Output Outcome responsibility

1. General Give Leader 1. With Secretary define the


Manageme Ship cuture
nt & (Includes Vision and Polcy Identity of
IInterperson
t & Mission,
Mi i NPC in
al Goals,Mativatio respect of Secretary with
n and Education,Culture Assistant NPC Vision,Mission, Clearly understand the Review by the
Review
Sports, and youth Affairs Secretary and Goals & Value statement Vision.Mission and Secretary of
Annually
and Headof the of the sectors goal statement the MOE
Setting the Vision, Departments
Mission,
&Goals,

2. Apply the National


Secretary with
Sectoral Frame work for Education Awarenes of the Review by the Periodical and
Senior
Principles to the Culture,Sports & Youth Sector Systems in Secretary and Annual
Management
formulation of Affairs. NPC. Sector Heads. review
Team
sector strategies
Secretary with
3. Develop/Establish Review by the Periodical and
PDE, AD Sports , Learning Enviornment is
Learning Better performance Secretary and Annual
AD Culture and created
Enviornment Sector Heads. review
Zonal Directors
Secretary with
Maintain efficiency & Review by the
4. Formulate Plan of PDE, AD Sports ,
Action Plan Document effectiveness in the Secretary and Once a Year
Action. ADCulture and
activities Sector Heads.
Zonal Directors

Secretary with Best practices on group


Review by the
5. Develop Team Spirit SAS,AS,and process decided and Better Performance Quarterly
Secretary
Department Heads adopted

Secretary with
6. Create oppurtunities of Better usages of scarce Practise of partner Give feed back
Department and Annually
resources resources ship among units to staff
unit Heads

Secretary with
Improvement of Review by the Monthly
7. Give feed back to Staff Department and Quartaley review meetings
Activities Secretary
y /Quarterly
Q y
unit Heads

1. Provincial, and National


Level
Secretary with
Meeting ,Work Viable stake holders
Mobilizeand PDE, AD Sports , Minutes and Reports of SE & Relevant Monthly
Shops/Seminar to and partners
Resource ADCulture and the Meetings officers /Quarterly
Identify Stake holders identified.
support.(Include and Zonal Directors
s National partners
Lingages, 2. Programmes for Facilitate
Partener ship Secretary with Better under
Facilitate/Exchange/Transfe /Exchange/Transfer of
with private Head of standingof the net Line Staff Perodical/Ann
r of knowledge /Technology
sector , Net Departments working arrangements ual Review
knowdgle/Technology cinducted
work with
INGO/NGO/civi Opportunities to
l society and 3. Establish programme for Ministry, Line
Projects implement wherever SE & DD(Pl) Annualy
Access to Donar implemention of projects agencies &Donors
necessary
support
Priority of Action
Secretary &
4. Develop sectoral plans Action Plans identified for the SE & DD(Pl) Annualy
Heads Department
MOE

Priority of Action
5. Produce Statistical Data Planning unit Statistical handbook identified for the SE & DD(Pl) Annualy
MOE

Motivating
Secretary, Heads Priority of Action
1. Set for participatory
Department & Best Team formed identified for the SE & DD(Pl) Annualy
actions
Units head MOE

Chief Secretary,
2. Acquire & Allocate Sector allocation Sector Achievement
Line Agency, SE & SAS Annualy
Resources completed
p increased
Donner Agency

3. Assign tasks and guide to Secretary & team with acquired skill &
Better Performance SE & SAS Regularly
acomplish Heads Department knowledge

Liaisoning
external &
1. Self developed network Acknowledgements Quality manted SE & SAS Regularly
internal networks

Socialising
internal & when
2. Perform social & legal
external Ceremonies Output exhibited SE & SAS necessity
duties
customers arises

Organising As soon as
1. Develop Organization Improve the efficiency Review by
Secretary & Organization Structure possible and
Chart with and effectivnss of Secretary
Heads Department desinged reviewannual
division task M/Education
y
Ensure the As soon as
Review by
2. Allocate Function with Secretary & Organizational possible and
Responsibility Chart Secretary
responsibility Heads Department responsibilities of the reviewannual
M/Education
Staff y
Review by
As soon as
3.Inaccodence with legal Secretary &
Secretary & Applied standard of possible and
E_Code & System Developed Chief
Heads Department behaviour review
FR Accountant
annualy
M/Education
Review by
Secretary & Support of improving Secretary &
4. Perfomance Plan Perfomance Plan Twice a Year
Heads Department Peformance SAS
M/Education

Review by
Secretary,Heads
Perfomance standards Support of improving Secretary &
pp
5. Appraisal and review p
Department & Annualy
y
identified Peformance SAS
Staff
M/Education

Review by
Secretary,Heads
6. Human Resource Efficient and effective Secretary &
Department & HRD Plan Continuously
Development utilization of Staff SAS
Staff
M/Education

Review by
Secretary & Improve the work Secretary &
7. Job Analysis & OD Effective Service Annualy
Heads Department performance SAS
M/Education
Appointing Review by
authority Secretary & when
Gap in procedure Secretary &
1. Step by step manual Heads Department Effective delivery necessity
reduced DDE
with PPSC arises
M/Education

Review by
2. Scheme of recruitment/ when
Line minstry, More staff employed Secretary &
Service Appointmnets necessity
Province &PPSC to schools DDE
minutes arises
M/Education
Review by
officers eligible for Secretary &
3. Set Procedure MoE & PPSC Confirmed Annualy
further benefits DDE
M/Education

Review by
Secretary/E,PPA, Secretary &
4. Set procedure Promoted Mativation the officers Annualy
PPSC DDE
M/Education

Review by
Secretary/E,PPSC Transfer scheme is Secretary &
5. Transfer policy Teachers transferred Annualy
Managing .PDE,ZDEE achieved Transfer Board
People M/Education

Review by
6. Application of best Secretary &
Improve Service and SAS, A.S, AO
management Heads Department Quality improved Monthly
routing works & DDE
practices
i with
i h PPSC
Adminirstation
Coordinator
Chief Secretary,
Review by
DCS Finance, Inter Sectoral
Resolve the issued & Secretary,SAS
1. Co-ordination Meeting DCS Planning & complementarites Monthly
dicisions &DDE
Secretary & of activities
Planning
Heads Department

Promotor
Chief Secretary,
Review by
DCS Finance,
2. Upholding stranded and Better service to the Expect a better Secretary &
DCS Planning & Annualy
success beneficiaries contribution in future. All Staff
Secretary &
M/Education
Heads Department

Review by
Secretary & Best relationship with Better Quality Secretary &
3. Mobile Service Annualy
Heads Department public Achievement All Staff
M/Education
Monitor Review by As soon as
Secretary & Easy access of data
1. Establish of Information Secretary & possible and
Heads Department MIS & Database and information for
Management unit DD(Pl) review
Zonal Heads stakeholders
M/Education annualy
Disseminator Review by
(E.Administrator Secretary, Units
Quarterly report News Achievement Secretary &
) 1. Transmit information Head and Quarterly
letter Annual report exhibited DD(Pl)
Planning units
M/Education

Review by
Easy access of data
Secretary &
2. Web page for ministry MIS unit Webdesigned and information for Continuously
DD(Pl)
stakeholders
M/Education

Review by As soon as
Secretary, Units Shows the history of Secretary & possible and
3. Prepare sector profile Sector profile
Head the institution. ( )
DD(Pl) review
M/Education annualy

Review by As soon as
Information Secretary & Institutional development strength & weakness Secretary & possible and
4. Asses group
al Heads Department plan identified. DD(Pl) review
M/Education annualy
Controlig Review by
1.Setting performace Secretary, Units Compare the output Effective service Secretary &
Annualy
standard Head with standard process DD(Pl)
M/Education

Review by
Secretary, Units Secretary &
2. Providing feed back Resolving Problem Faster Activity Monthly
Head DD(Pl)
M/Education

Review by
3. Rectify with correct Secretary, Units increase the fiedelty of Secretary &
Better product Annualy
decision Head the instituion DD(Pl)
M/Education
4. Review meetings :
Review by
Sectoral, Inter Sctoral
Secretary &
Projects, PPC, Minutes with decision complementarites of Monthly
DD(Pl)
Secretaries and activities
M/Education
HG Conference Stakeholders
Accounting Review by
officer As soon as
Secretary &
Secretary & possible and
1. Delegation of authority Delegated authority FR properly adhered Chief
Heads Department review
Accountan
annualy
M/Education
Review by
Financial Mnagement As soon as
Secretary ,Heads Secretary &
regularized by line possible and
2. Preparation of estimates of Department& Estimate Chief
departmental review
CA Accountan
accountants annualy
M/Education
Review by
Secretary ,Heads
Heads Secretary &
Clarity in expenditure
3. Cashflow of Department& Imprest Chief Monthly
priorities and Purposes
CA Accountan
M/Education
Review by
Secretary ,Heads Secretary &
Better pratices in
4. Accounting of Department& Summary &SOE Chief Monthly
accounting
CA Accountan
M/Education
Review by
Secretary ,Heads Secretary &
5. Procurement procedure of Department& Tender boards Chief Regularly
CA Accountan
M/Education
Review by
Secretary ,Heads Secretary &
6. Reply to queries of Department& Audit report Proper use of Funds Chief Regularly
CA Accountan
M/Education
Review by
Secretary,
Chief
Secretary ,Heads
7. Audit mangement Accountan
of Department& Minutes Proper use of Funds Monthly
committee M/Education
CA
& Dputy Chief
Secretary
(Audit)
Review by
Secretary ,Heads Secretary &
Proper use of Funds
8. Board of suvey of Department& Report Chief Annualy
and others assets
CA Accountan
M/Education
Expenditur Entreprenuer
e
Secretary with A new office
Manageme 1. Technology transfer New out fit
Engineering Staff enviornment is found
nt

Service delivery Review by


Secretary & Improve School Secretary &
1. Grading school Sector performance Annualy
Heads Department Development SAS
M/Education
Review by
Improve Students
Secretary & Secretary,
2. Resource allocation Attendance Education through Annualy
Heads Department PDE & ZDEE
School Development
M/Education
Review by
Improve Students
3. Secretary & Secretary,
Results Education through Annualy
Physical,Human&Financial Heads Department PDE & ZDEE
School Development
M/Education
Review by
Improve Students
Secretary & Use of quality input in Secretary,
4. Quality input Education through Annualy
Heads Department teaching - learning process PDE & ZDEE
School Development
M/Education
Review by
Improve Students
Secretary & Secretary,
5. Openning of schools Best schools Education through Annualy
Heads Department PDE & ZDEE
School Development
M/Education
Review by
Secretary & Secretary,
6. Clustering schools Resources are shared Better performance Annualy
Heads Department PDE & ZDEE
M/Education
Review by
Schools with lower Use the same
Secretary & Secretary,
7. Closing schools attendence in urbon area resources for another Annualy
Heads Department PDE & ZDEE
closed school.
M/Education
Negotiator Review by
Secretary & reduce the Secretary & As and when
1. Litigation Cases
Heads Department malpractices SAS required
M/Education
Review
R i byb
Secretary & Human rights of Secretary & As and when
2. HRC Cases
Heads Department officers maintained SAS required
M/Education

Review by
Increase the focus of
Secretary & Secretary & As and when
3. Complaints hearing officers on their
Heads Department SAS required
subjects
M/Education
Provincial Department of Education

Action / Responsibilities Achievement Complimenta


ry
Category Key Process Responsibility Time Frame
/ Co-
How Who with whom Output Outcome responsibility

1. General Provide Leader Define Mission & Vision Awareness and clear Chief As soon as
Manageme ship through values and Provincial understanding of Secretary,Secr possible and
nt Preparation of objectives Director of Vision, Mission Statement etary PMOE
Vision, Mission, review
Booklet for set Education with statements and Finance annually
Vision, Mission Secretary PMOE Commission
Statements Provincial
Director of Chief
Identify Organizational Staff Structure & List of Structured work
Education, Addl. Secretary,Secr
Environment responsibilities system
PDE and Chief etary PMOE
Accountant
Provincial Chief
Director of List of Goals and Awarenees and clear Secretary &
Education, Addl. objectives understanding Secretary
PDE Chief PMOE
Define goals and objectives Accountant and
Provincial Chief
Director of Identified proper
Secretary &
Education, Addl. List of strategies actions & for
Secretary
PDE Chief functions
Adopts strategies PMOE
Accountant and
Provincial Chief
Responsibility for
Director of List of responsibilities Secretary &
performance accepted
Education, Addl. rules & regulations Secretary
by the teams
Establish institutional environPDE , and AO PMOE

Provincial Chief
Director of Monitoring and review Needs to be identified Secretary &
Education, Addl. meeting reports and to continue it Secretary
Provide feed back and feed foPDE , and AO PMOE
Resource Chief
Allocation and Review the Organizational
Sector - based partnership Stakeholder Secretary &
Support and Individual requirements PDE /Addl. PDE
policy Partnership Secretary
and sharing of resources with ZDEE
PMOE

Chief
Creating opportunities for
Best Practices on Group Collective action Secretary &
Motivation collabrative action and PDE /Addl. PDE
Processes mobilized Secretary
y
facilitate
facilitate. with ZDEE
PMOE
Mobilize Participating Education, Chief
Support Development Committee PDE with Support for Education
Attended Meetings and Secretary &
Organize Meetings at Line Ministry Provincial Sector mission and
follow-up actions Secretary
lLinkages and and Provincial Education Secretary and objectives
PMOE
Liason at Ministry Secretary MOE
National level Chief
Participating Finance
Provincial and PDE,Chief Attended Meetings and Support for School Secretary &
Commission Committee
Zonal level Accountanat follow-up actions Development Secretary
Meetings
PMOE

Chief
Provincial Sensitization of
Participating Attended Meetings and Secretary &
Director of Education Sector
Hon.Governor's Meeting follow-up actions Secretary
Education issues
PMOE

Chief
Participating / Conducting PDE with Support for ESDP
Attended Meetings and Secretary &
Steering Committee Secretary and development
follow-up actions Secretary
Meetings ZDEE programme
PMOE
Chief
Participating Provincial
PDE,DE Planning Attended Meetings and Support for Education Secretary &
Planning Committee
with Secretary follow-up actions Programmes need Secretary
Meeting
PMOE

Maintain Linkage with Chief


National College of PDE, DDE Attended Meetings and Standadized activities Secretary &
Education and Teachers Development follow-up actions in education Secretary
Training colleges PMOE
Network with Collect Annual
Chief
INGOO/NGOO Implementation Programme INGOO/NGOO Annual Opportunities for
PDE /DE Secretary &
from INGOO/NGOO Implementation implement wherever
through MOE Planning with Secretary
Programmes necessary
NGOO PMOE

Designing programme Approval from the Chief


through MOE for education INGO/NGO and Secretary &
activities PDE / DDE Concept
p Paper
p Document
implement the projects Secretary
Planning
needed location PMOE
Monitoring the quality of Efficient and effective Chief
the NGOO activities in the programme Secretary &
Zonal Level Ensure quality assurance
PDE with ZDEE implementation at Secretary
Zonal level PMOE
Other Sector Joint venture with Health Chief
Support Sector regarding the School PDE with Support for Student Secretary &
level Health Programmes Secretary Health Health Programme
Health activities Secretary
Sector PMOE
General Manage Review meeting with PDE with officers Chief
Manageme Performance PDE's Officers. Ensure monitoring
Performance & Secretary &
nt Review and activities at Provincial
Achievement Report Secretary
Monitoring and Zonal Level
PMOE
Review meeting with Zonal PDE with ZDEE Chief
Directors and Addl. PDEE. & Addl. PDEE Ensure monitoring
Secretary &
Meeting Minutes activities at Provincial
Secretary
and Zonal Level
PMOE
Coordination Coordination with Line Chief
liaising with Ministry regarding supply PDE with Supply of goods and Support to teaching Secretary &
National Level of Educational Equipments Provincial & service in time learning activities Secretary
MOE Secretary
& Goods PMOE

Chief
PDE with Addl Ensure the relation
Meeting with Trade Unions Secretary &
PDE, ZDEE & Meeting minutes ship between trade
and other organization Secretary
Trade Union union and staff
PMOE

Chief
Investigate into public Reports on Public Resolve the public Secretary &
PDE with ZDEE
complaint Complaints problems Secretary
PMOE

Chief
Appeal before courts and
PDE/AO with Ensure and safeguard Secretary &
Human rights cases of Submission of Report
Legal
g consultant legal
g basis of actions Secretary
y
inquiry
PMOE

Chief
Progress review meeting at Timely utilization of
Secretary &
the Zonal Level and resolve PDE with ZDEE Resole the barriers fund and work
Secretary
any disputes completed
PMOE
Manage Creation of network system PDE with ZDEE Chief
Information within the Organization Established network Provide information Secretary &
system for stake holders Secretary
PMOE
Update the Data Base of Chief
the Education Sector Readily available for Secretary &
PDE with ZDEE Updated Data Base
uses Secretary
PMOE

Chief
Establish a website for Secretary &
PDE with ZDEE Established website
Education Sector Secretary
PMOE
Update the Information, Chief
News in the Web Site Easy access of data
Secretary &
PDE,DE,Planning Updated Website and information for
Secretary
stakeholders
PMOE
Identify information needs Chief
and establish MIS Reports on inputs & Designed frame work Secretary &
PDE,DE,Planning
outputs for MIS Secretary
PMOE
The Annual Report Chief
( Data and Information) Desire frame work for Secretary &
PDE with ZDEE Annual Report
implement actions Secretary
PMOE
Sector Statistical Hand Chief
Book Efficiency usage for
Secretary &
PDE with ZDEE Statistical Hand Book stakeholders and
Secretary
y
researchers
PMOE
General Institutional Review department PDE with APDE, Updated function & Clarity of departmental Chief
Manageme DevelopmentDel functions and organization DE, Planning , structure Secretary &
nt ineate Action structure DE, Secretary
System & HRM Administration PMOE
System of the
institution Adopt department rules PDE with APDE, List of Rules Understanding the rules Chief
DE, Planning , Secretary &
DE, Secretary
Administration PMOE
Establish staff supervision anPDE with APDE, Staff supervision and Better internal control a Chief
DE, Planning , appraisal system Secretary &
DE, Secretary
Administration PMOE
Formulation of succession pl Frame work for plan Improved organizationa Chief
Secretary &
PDE
Secretary
PMOE
Monitoring of disciplinary Report of disciplinary Work standard
PDE with ZDEE
control staff actions improve

Delineate the roles and


Establish sectoral service PDE with responsibilities of sub Inter organizational
delivery net work APDEE & ZDEE ordinal, managerial and interactions
support organization
Delineated
Ensure the
Attend to establishment
Letters of delication organizational
matters interms of delicated PDE with ZDEE
authority responsibilities of the
authority
staff

PDE,ZDEE,Secret Support to improving


Performance Appraisal Report of PPA
y MOE,, PPA
ary pperformance

Capacity
Building & Support efficient and
Identify resources for
Training PDE with ZDEE Statement of HRM inputs effective staff
supply of HRM need
( included performance
organization ,
personnel Provision of updated Line Ministry,
development) information & enhance of Improvement of NIE
PDE, APDE,AO Skill development
knoweldge skills of the performance ,Secretary,
employees MOE,MDTD
Line Ministry,
Provision of facilities to
Improvement of NIE
employees to carrier PDE, APDE,AO Skill development
performance ,Secretary,
development
MOE,MDTD
Line Ministry,
Providing training in office Improvement of NIE
PDE, APDE,AO Skill development
automation performance ,Secretary,
MOE,MDTD
Line Ministry,
Provide opportunities
Professionalisation of NIE
local/foreign proffessional PDE Skill development
the department ,Secretary,
training
MOE,MDTD

Provide training Line Ministry,


programmes for education Professionalisation of NIE
PDE, APDE,AO Skill development
officers on modern the department ,Secretary,
technology MOE,MDTD

Identify needs of supportive Enrichment of


PDE with ZDEE Attractive institutions
educational insrtitution working Environment

Improve the efficiency


Providing, Necessary of PDE with Chief
Set of Equipments and effectiveness of
Equipments accountant
work task

Identification of the training


Director MDTD,
programme in local for the Improve the work
SLIDA, NIE, Selection of Officers
suitable officers in this performance
MOE, NICORD
sector
Financial Budgeting Clarity in
Manageme Allocate Preparation of Annual PDE with Chief
understanding of
nt Resource Based Expenditure requirements Accountant & Expenditure requirement
expenditure
D CS, Finance
on Local needs (Based on local needs) DDE Planning
requirement
Review criteria for
allocation of Capital funds PDE with Chief
Equity in allocation of
& recurrent fuinds among Accountant & Priority requirments DCS, Finance
resources
educational Zones ( Based DDE Planning
on priority requirments)
PDE, Chief
Assess and recommended Accountant list of Understanding of
capital expenditure capital List of capital expenditure DCS, Finance
expenditure budget
requirements to the PDE expenditure

Statement of NPC
Preparation of Report for Secretary,PDE, Readiness to present
expenditure needs as per
budget discussion with the Chief Accountant/ NPC expenditure DCS, Finance
Finance Commission
DCS Finance DCS Finance needs
Guidelines

Preparation and submission PDE, Chief


Expenditure and
of Education financial Accountant,DCS Approved document by the
financial report Governor
statement for approval of Finance Governor
maintaining
Secretary
Manage PDE, Chief
Expenditure Delication financial Chief
Accountant,DCS Determine clear
authority & cash List of deligation Secretary,
Finance accountability
y
management DCS Finance
DCS,

Formulate procurement Issuing of


PDE, Chief Approval
System Annual Procurement Determine clear
Accountant letters to
- Appoint Tender Boards Programme accountability
- Chair Tender Boards relevant
officers - Chief
Audit Programme Provide
Facilitate audit of the PDE, Annual Audit necessary
Economy, Efficiency
Provincial and Central Chief Accountant Improvement Programme documents and
and Effectiveness in
funds Provincial Audit Audit Monitoring Information's -
use of resources
- Monitor follow - up on & Central Audit Programme Chief
audit queries and reports Accountant

Ensure cash flows to donor PDE, Secretary / Action


funded projects Submit re - Chief Monthly cash flow Minimize cash flow followed -
imbursement claims for Accountant/Secret Statements problems Chief
donor funded projects - ary finance Accountant
Submit requests for Commission
Budgeting Action
Monitoring and Expenditure Statements PDE, Chief Monthly expenditure
Efficiency use of followed -
Expenditure submitted to the Provincial Accountant statement & Annual
resources Chief
Review Treasury Expenditure
Accountant

Chief Accountant Action


Conducting Annual Board , Store Keeper / Verification followed -
Annual BOSS Report
of Survey BOSS Committee Government Property Chief
Chairman Accountant

PDE / Chief Action


Conduct review meeting
Accountant/ followed -
with Accountants by Meeting Minutes Ensure monitor action
Accountants Chief
quarterly
Zones Accountant

Developme Programme/
nt Project/ Clarity in service
Review service delivery PDE with APDE, Statement of service
Programme Planning delivery role and
responsibilities DDE Planning delivery responsibilities
Includes policy responsibilities
planning frame
work and
Prepare guidelines for the Efficiency and Secretary ,
implementation PDE with DDE Updated Guidelines for
Annual Implementation effectiveness in the Review
plans Planning service delivery planning
Plans, 5 year plan delivery of services committee

PDE,DDE
Prioritization of sub Suitable Project
Planning with List of Prioritization
projects for urgent needs implemented
ZDEE

Guide all ZDEE to


PDE, DDE Guidelines to implement Improved
implement the AIP
Planning & / ZDE the AIP development
Programme.
Progress Review
and Monitoring Identified and defined PDE, DDE
Monitor, standard progress review Activity chart Improved performance
Planning & / ZDE
Implementation and monitoring procedures
& Review
Developme Performance
nt To collect monthly progress PDE, DDE
Programme Zonal progress reports Updated programmes
reports from ZDE's offices Planning & ZDE
Reporting

To update development PDE, DDE Provincial monthly


Feed back provided
work progress by monthly Planning & ZDE progress reports

Conduct steering committee PDE,DDE


Review the AIP progress To ensure the
meeting by quarterly with Planning , ZDE,
& Action taken to solve completion of works
g
ZDE's Engineers & g
Engineers &
the problems with in the timeframe
Accountants. Accountants.
Attend Provincial Treasury PDE , Chief
Back to office & follow up Support for Education
Meetings & Finance Accountant, DDE
action Sector Programme
Commission Meetings Planning

Secretary, PDE,
To ensure the
Conduct steering committee Team Co-
Provincial Progress Report completion of works
meeting with Secretary ordinator, Chief
with in the timeframe
Accounatant
Department of Sports

Action / Responsibilities Achievement Complimenta


ry
Category Key Process Responsibility Time Frame
/ Co-
How Who with whom Output Outcome responsibility

1.General 1.Give With Assistant


Manageme Leadership Commissioner to define the
nt (Includes Vision culture & Policy identity of National & NPC Vision, As soon as
& Values; NPC in respect of Sports Mission, Goals and Value Clearly understand of Review by possible and
Mission & Development & setting AD with DSO statement in respect of vision mission & goals secretary of review
Goals;Motivatio vision, mission & goals &SOO Sports sector statement the ministry. annually.
n;Resources &
Apply National &
Support
International Sports As soon as
principles through Review by possible and
sector/program strategies & AD with DSO NPC value framework for Awareness of Sports secretary of review
operations &SOO Sports sector development sector system in NPC the ministry. annually.

As soon as
AD with DSO, Review by possible and
Develop / Establish learning SOO, Sports Club Creating learning secretary of review
environment Members environment Better Performance the ministry. annually.
AD with DSO, Review by
Formulate strategy or plan SOO, Sports Club Plan of action / Strategy Efficiency regular secretary of Once in one
of actions Members paper work the ministry. year

Best practices on Group Review by


AD with DSO process delineated and secretary of
Develop Team Sprit &SOO adopted Better cooperative the ministry. Quarterly

As soon as
AD with DSO, Stakeholders Review by possible and
SOO, Sports Club Best Practices on Group understand role and secretary of review
Facilitate Collective Action Members Action responsibilities the ministry. annually.

As soon as
AD with DSO, Review by possible and
Create opportunities for SOO, Sports Club Sports societies based Stakeholder secretary of review
sharing of resources Members improvement activities partnerships the ministry. annually.

AD with DSO, Review by


SOO, Sports Club secretary of As and when
Give feedback to staff Members Resolving problems Faster activities the ministry required
2. Mobilize &
Resource Provincial & National level
Support meetings & seminars AD with DSO, Relevant National
(Includes (Identify Stakeholders & SOO, Sports Club Meeting minutes and Ministries, Related
National Partners) Members reports Departments and GAA institution Quarterly
Implement National relief &
Linkage; Development program on
Partnership with behalf of National agencies, AD with DSO,
Private Civil INGO, NGOs & other SOO, Sports Club Centre – Province Coordinate centre & Related As and when
Society; Access donors Members partnership provincial partnership institution required
Donor
Support)Sector; Better technology As soon as
Network with AD with DSO, Sports programs for transfer & knowledge possible and
INGO/NGO/ Facilitate exchange/ transfer SOO, Sports Club exchange/ transfer of networking review
of knowledge/ technology Members knowledge/ technology arrangements Line staff annually.
AD with DSO, Promote of Sports
Establish program for SOO, Sports Club Sports sector development sector with other As and when
promotion of Sports sector Members programs organization required

Enter into Memorandum of AD with DSO, Partnership through Sports Promote Sports sector Review by
Understanding to develop SOO, Sports Club sector activity with other with other secretary of As and when
Sports sector Members organization organization the ministry required

Establish formal/informal Sponsor expression of Sponsor development Donor


contact with donors AD interest of cooperation agencies Continuously

Reports on NPC /
Ministry/ Line
Participate in project AD with DSO Departments on Partnership Donor
preparation & negotiations &SOO commitments and benefits negotiations fruitful agencies Continuously

Monitor and review Causes for delays/ Review by


progress of project activities AD with DSO slippage identified and Timely utilization of secretary of
in Sports &SOO corrected funds the ministry Continuously
3.Manage
Performance
(Define Delegation of
Responsibility; Responsibility & job Availability of job Improved performance
Establish description AD with DSO description standard Annually
Processes; Set
Procedures;
Standards of Job description chart Clarify of
Conduct; Preparation of list of duty AD with DSO prepared responsibility Annually
Oversee Special
Institutions)

Initiation of change AD with DSO Streamlined service Effective service


management practices &SOO process process Line staff Annually
Support of
Defined work/ service Effective work done in NPC
responsibility AD with DSO Streamlined work line with procedures administration Annually

Application of
Administration Regulation ,
Financial Regulation & AD with DSO & Time management & Work standard
Other innovative procedure other office staff Discipline improved All staff Continuously

AD with DSO,
SOO, Sports Club Time management & Effective work
Maintain quality standard Members Discipline standard All staff Continuously

Secretary, AD, Individual performance


Performance appraisal DSO,SOO appraisal reports Improve performance Secretary, PPA Half year

Monitoring departmental Secretary, AD, Quarterly progress reports


function DSO,SOO & completion reports Achieve targets Quarterly

As soon as
Create awareness of the Awareness of Review by possible and
servicing rendering by Co- AD with DSO Provide marketing facility marketing and secretary of review
operative organizations &SOO & dissemination reports Sustainable the ministry. annually.

Empowerment of rural
Overseas activity of Sports sector & formation & Uplift / Sports As and when
Sector Secretary, AD strengthening of Clubs Development AD required
4.Coordination
(Includes Support from
Liaising with the Conduct Workshop, AD with DSO, other
Public; Image Seminars & Meetings & SOO, Sports Club Close liaison with public Developed public and ministries &
building; awareness programs Members improved personnel rapport Departments Continuously
building;
Implement
Devolution; Public awareness on Support from
Mediate Highlighting success AD with DSO Presentation of successful successful other
Conflicts; interventions in mass media &SOO interventions interventions institutions Continuously
Handle
Grievances)
Public awareness on Support from
AD with DSO Presentation of successful successful other
Annual celebration &SOO interventions interventions institutions Continuously

Delegation of service Service responsibility Service responsibility Support from


responsibility AD with DSO frame work delegated other Continuously

institutions
Support from
Define decision making Decision frame work Decision devolved to other
frame work AD with DSO circulated line of administration institutions Continuously

AD with DSO, Amicable solution &


SOO, Sports Club arriving to suitable DSO & Sports
Group discussion Members decision Conflict resolved Committee Continuously

Amicable solution&
arriving to suitable DSO & Sports
Arbitration procedure AD with DSO decision Conflict resolved Committee Continuously
5.Managing
Information(Incl
udes Provide
Information; Preparation of Database, AD with DSO & Necessary information Grater public DSO & Sports
Provide Access maintain and update SOO saved & released governance Committee Continuously
to Information)

AD with DSO Fixing carder, promotion, Better HRM DSO & Sports
Establish & develop HRM &SOO transfer & retiring management Committee Continuously
Establish MIS
(Management Information Secretary, AD, DSO & Sports
System) DSO,SOO Database creation Information & quickly Committee Continuously

Develop HRM of Sports CCD with ACCD Fixing cadre for societies Better HRM in Sports DSO & Sports
sector & CDOO & Training of such cadre organization Committee Continuously

Awareness on co-
operative sector
AD with DSO Annual implementation activities of the
Preparation of annual plan &SOO plan prepared current year Continuously
6.Institutional
Development
(Includes
Delineate
D li t Establishment of District Role & responsibility on Inter organizational
Organizational Offices AD with DSO micro level interaction Line staff Continuously
Action System;
Delineate HRM
System) Establishment of Sports AD with DSO Career Development DSO ,SOO &
Centre &SOO New skills & knowledge & Effective service Coach Continuously
Better people’s
organization for the
development &
Organizing & Registering AD with DSO delivery of services to DSO & Sports
of Sports Club &SOO Sports club registered the country Committee Continuously

Rural Sports activities & Sports


other Sports Association Sustainable Sports Officers &
Monitoring & supervision Secretary with in Involved in Sports Service Standard of Sports Club
of Sports Services AD and DSOO Services Competitions Members Continuously

Review and progress Monitoring & follow up


meeting AD with DSO action Effective service Continuously
Indicate the financial Awareness of
position & performance financial position & AD with
Audit, investigation & Secretary with improvement of Sports performance of Association
inquiries AD Sector Association President Continuously

AD with DSO
Coaching &SOO Experience share Effective service Continuously

Review by
AD with DSO Smooth organization secretary,
Good working environment &SOO More productivity function M/Education Annually

Review by
Establish staff supervision AD with DSO Staff supervision & Better internal control secretary,
& appraisal &SOO appraisal system & staff utilization M/Education Annually
7.Capacity
Building and
Training AD with DSO,
(Includes SOO, Sports Club
Enhance Conduct training program Members New skills & knowledge Effective service Continuously
Knowledge and
Skills, Orient
Attitudes; Conduct quality circle AD with DSO & Identify Problem &
Improve System meeting other office staff corrective action Quality service Line staff Continuously
& Procedures)

Identify issues, problems Whenever


Exposure visit AD with DSO & corrective action Quality service Line staff Necessary

AD with DSO & DSO &


Provide learning facilities other office staff New skills & knowledge Quality service Trainers Continuously
AD with national
Creating new systems institution New skills & knowledge Quality service Planning staff Continuously

AD with DSO & Systems and procedures


Group discussion other office staff streamlined Better service output Planning staff Continuously
2. Financial 1.Budgeting
Manageme (Include
nt Allocate
Resources) Assess resource allocations AD with DSO & Reliable estimate Expenditure
based on local needs Accountant produced Regularized DCS Finance Annually

Define criteria for capital


fund apportion between the AD with Non bias fund apportion Funds available
districts Accountant between districts according to needs DCS Finance Annually

Assessment and
recommendation of capital AD with Capital expenditure Capital expenditure
expenditure requirement Accountant properly allocated fully utilized DCS Finance Annually

Preparation of submission
of department financial
statement for approval AD with Financial statement FR properly
(Prepare budget) Accountant approved maintained DCS Finance Annually
2.Expenditure
Management
(Include Manage Exercise supervision based
Expenditure) on monthly expenditure AD with DSO & Financial management
planning Accountant Funds utilized in time properly maintained DCS Finance Monthly

Delegation of financial Funds released in line with


authority AD FR FR properly adhered DCS Finance Annually
Better financial
Review of Audit quires AD Proper financial control control Internal Audit Monthly

AD with DSO & Audit queries


Follow up tender procedure Accountant FR properly maintained minimized DCS Finance Continuously

AD with DSO & Better financial


Ensure proper use of funds Accountant Proper financial control control DCS Finance Continuously

Ensure cash flow to local AD with DSO &


units Accountant Funds released in time Allocation fully utilize DCS Finance Monthly
3.Budget
Monitoring and
Expenditure Design a monitoring system
Review for Sports Department AD with Monitoring system Expenditure properly
(Monitor activities Accountant designed utilized in time DCS Finance Annually
Implementation Review bank reconciliation,
Progress) Advance account activity,
Advance to public officer & AD with Monitoring system Expenditure properly
Deposit account Accountant designed utilized in time DCS Finance Annually

service delivery AD with DSO & Procurement done in


Procurement Accountant Procurement done in time time efficiently DCS Finance Continuously

Conduct preview meeting to


monitor financial AD with DSO & Preview meetings held Financial expenditure
expenditure Accountant regularly effectively carried out DCS Finance Quarterly
3.Project 1.Programme Segment level
Manageme /Project All activities officers should
nt of planning Manual on Sports policy streamlined in send their
Developme (Include Policy Preparation of strategy and framework & strategy accordance to Sports respective
nt Programs Planning Frame framework AD with DSO prepared policy framework reports about Annually
Segment level
work; Formulate officers should
Implementation Awareness on Sports send their
Plans) Preparation of annual Annual implementation activities of the respective
implementation plan AD with DSO plan prepared current year views about Annually

Review by
Review the present service Problem analysis & secretary,
delivery / activities AD with DSO evaluate Better performance M/Education Quarterly
2.Development
Programme and
Partnership Rapport between Central
(I l d
(Includes Provincial Commissioner Remedies to common central and provincial Provincial
Coordinate with meeting N/AD,P/ADD issues improved ADD Monthly
Government
Agencies) Rapport between
Provincial Ministers M/Secretary, P/M/ Remedies to common central and provincial
meeting Secretary issues improved Quarterly

Rapport between
M/Secretary, P/M/ Remedies to common central and provincial Where ever
National meeting Secretary issues improved necessary

Whenever
AD,DSO, INGO To address current Urgent issues Necessary
Special meeting & NGOO special urgent issues addressed promptly required

With other
Provincial Coordination ministry & To address current Urgent issues
Committee meeting Department special urgent issues addressed promptly Quarterly
All activities
Manual on Sports policy streamlined in Review by
Prepare Long term framework & strategy accordance to Sports secretary,
investment plan AD with DSO prepared policy framework M/Education Annually

AD, DSO with Review by


related national Problem analysis & secretary,
Review project management organization evaluate Better performance M/Education Quarterly

Evolve private sector Private sector participation Strain on government


participation AD with DSO promoted resources reduced Continuously
3.Progress
Review and
Monitoring Establish accountability & Departmental
(I l d
(Includes responsibility in program Accountability & programs efficiently
Monitor implementation AD with DSO responsibility established carried out Line staff Annually
Implementation;
Review AD, DSO with Quality maintained in
Performance) Review performance of related national Standards for professional departmental
development Sports sector organization Performance established programs Line staff Continuously

AD, DSO with Review by


related national Problem analysis & secretary,
Monitor & review progress organization evaluate Better performance M/Education Quarterly
Ministry of Health & IM

Action / Responsibilities Achievement Complimenta


ry
Category Key Process Responsibility Time Frame
/ Co-
How Who with whom Output Outcome responsibility

1. General Leadership Set Vision Secretary/Health Availability of Vision Sector wise direction Chief Immediately
Manageme & Senior Statement made known Secretary & as soon as
nt Management Shared Orientation Provincial possible
Team council Review
officials. Annually
Assess Organizational Secretary/Health, Statement on Organisation Conducive Working Hon. Governor Immediately
environment and define & Senior Values Environment & Chief as soon as
values Management Strength, Weakness, Defined Strategic Minister possible
Team Opportunity and Threats Plan Review
identified. Annually
Apply NPC culture & Secretary/Health, Culture identity Disciplined staff. Hon. Governor Immediately
identity & Senior maintained Oriented in NPC & Chief as soon as
Management identity & culture. Minister possible
Team Review
Annually
Define Mission & Goals Secretary/Health, Availability of Mission Shared Orientation Chief Minister Early as
& Senior statement Agreement on goals & WHO possible
Management Agreed Goals and performance Review
Team Annually
Formulate Strategies Secretary/Health Strategy Statement Sector priority known Ministry of Early as
& Senior available Health, possible
Management Secretaries Review
Team Committee, Annually
Treasury and
Finance
Commission
Define Key success factors Secretary/Health Key success factors and Abled to use tools as Ministry of Early as
& indicators & Senior Indicators identified. key factors and Health, possible
Management indicators. Secretaries Review
Team Committee, Annually
Treasury and
Finance
Commission
Give feedback to Staff. Secretary/Health, Review Meetings Gaps identified and Heads of Quarterly
PDHS, PDIM & conducted regularly duplications avoided Institutions
AOO MOOH & MO
I/C
Establish learning Secretary/Health Knowledgeable and Improve capacity of Ministry of As early as
environment & Senior motivated staff staff Health, MDTD possible
Management Human Resource & Chief Continuously
Team Development Secretary

Develop team spirit Secretary/Health Established team sprit. Able to work as team Chief Soon as
& Senior Secretary & possible
Management Secretaries Continuously
Team Committee
Motivate and Create opportunity for Chief Secretary, Identified Opportunities Team Spirit Ministry of Continuously
inspire collective action Secretary/Health Better understanding Health,
& Senior among staff INGOO &
Management NGOO
Team
Facilitate collective action Chief Secretary, Common facilities made Better interaction Ministry of Continuously
Secretary/Health available between staff Health &
& Senior INGOO
Management
Team
Mobilize Identify stakeholders & Chief Secretary, List of Stakeholders Optimum utilization of Review As and when
Support Partners Secretary/Health, identified Resources meetings with required
PDHS, PDIM & Donors and
DPDHS Partners

Formulate Stake holders / Chief Secretary, MoU / Agreement Improved Health Donors / As and when
Partner working Secretary/Health, available Facilities Partners required
arrangement PDHS & PDIM

Mobilize Review Human resource Secretary/Health, Staff appropriately Optimum utilization of Chief Annually
Resource requirement PDHS & PDIM distributed available Human Secretary,
Cadre filled and revised Resources DPDDHS,
regularly Head of
Institutions &
Treasury
Review status of office, Secretary/Health, Redistribution of Optimum utilization of Head of Annually &
Equipment / Vehicles / Head of Equipments / Vehicles / Assets Departments, When ever
Machineries / Fixed & Departments, Assets Needs satisfied Head of necessary
movable assets. BME, Director Sufficient logistics made Logistics Institutions,
Works & Chief available Improved Health INGOO &
Accountant facilities Donor
Agencies
Manage Define services delivery Secretary/Health, Reduce MMR by three Achieve Millennium Head of Continuously
Performance performance standard. PDHS & DPDHS quarters, reduce IMR by Development Goal, Departments,
two thirds and reduce Low WHO's Goal, Head of
Birth Weight by 50% by Ministry of Health Institutions,
2015 Goals and Northern MOOH, PHII,
Combat HIV/AIDS and Province goals PHMWW,
Malaria UNICEF,
Reduce Dengue, TB and WHO,
Mental Illness Ministry of
Health &
Donors

Define organizational & Secretary/Health, Set Organisational and Better Image Head of Continuously
individual expectations. PDHS, PDIM & Individual expectations Self satisfied staff Departments,
DPDHS and targets Head of
Institutions &
MOOH
Define benchmarks & Secretary/Health, Reduce MMR by three Achievement of Head of Continuously
milestones. PDHS, PDIM & quarters National Standards Departments,
DPDHS Reduce IMR by two thirds and WHO Standards Head of
Reduce Low Birth Weight Satisfied Stakeholders Institutions,
in 2015 MOOH, PHII
Combat HIV/AIDS and & PHMWW
Malaria
Set Benchmark and
Milestone

Prepare responsibility chart Secretary/Health, Job Description and Job Accountability and AOO & Early as
PDHS, PDIM & Responsibility Chart Effective Performance Planning Unit possible
DPDHS available Review
Annually

Facilitate change Secretary/Health, Modern Management Effective Management Chief Early as


management practices PDHS, PDIM, System Established (Web Process Secretary, possible
DPDHS & Senior based management, DCS Planning Review
Management Electronic computerised & DCS Annually
Team system established) Finance
Motivate Subordinates Secretary/Health, Motivated Staff Better Performance Head of Continuously
PDHS, PDIM & Departments,
DPDDHS Head of
Institutions &
MOOH
Assess service delivery Secretary/Health, OPD waiting time Satisfied Customers, Head of As soon as
performance PDHS, PDIM & minimized Clients and Institutions, possible and
DPDHS Waiting for Clinics and Stakeholders Specialists, Continuously
Operations minimized Nationally and MOOH, MOO
Quality Health Services Internally recognised I/C, MOO and
provided services Health Staff
Public complaints
minimised
Coordination Establish / Participate in Secretary/Health, Inter sectoral co- Improved Inter Chief Immediately
inter agencies coordination PDHS, PDIM & ordination meetings Sectoral relationship Secretary and and
Arrangements at provincial DPDDHS arranged Improved national Provincial Continuously
& department level. Provincial and National level and Provincial Secretaries
Meetings, Workshops and level co-ordination Committee
Seminars attended
Establish / conduct periodic Secretary/Health, Hospital development Improved Public All Quarterly
meetings with beneficiaries PDHS, PDIM & Committee Meetings Relations Stakeholders
/ clients. DPDDHS MOOH Meetings on Less complaints by
awareness in preventive Media
diseases
Public Days Meetings
headed by Head of
Departments
Establish / conduct regular Secretary/Health, Regular Meetings with Better coordination All As soon as
staff meetings. PDHS, PDIM, staff arranged at all levels established Stakeholders possible and
DPDDHS, HDC, Sectoral Committee Satisfied Trade Continuously
MOOH & MO I/C Meetings arranged Unions
Assist to implement Secretary Health National level programmes Improved coordination Chief As soon as
national level programms & Line Ministry, and activities implemented and relationship at Secretary and possible and
activities. DGHS Line satisfactorily National level Line Ministry Continuously
Ministry, Satisfied national level Officials
Secretary Health, Health Authorities
PDHS, DPDDHS
& MOOH

Report to appropriate Secretary/Health, Better coordination with Efficient coordination Chief As soon as
authorities in any PDHS, PDIM, Authorities established at Strategic level Secretary and possible and
emergencies DPDHS & Emergencies attended Well prepared to Secretaries Continuously
MOOH immediately and attend any Committee
satisfactorily emergencies and National
disasters Authorities
Manage Identify information needs Secretary Health Periodic Reports on inputs Facilitate review of Review by Quarterly
Information & establish MIS and Senior and outputs relevant for Performance Secretary
Management Performance Health and
Team PDHS

Provide information to Secretary/Health, Periodic reports to Partners / Review by Quarterly


partners / Stake holders PDHS, PDIM & Partners / Stakeholders Stakeholders aware of Chief
DPDHS Department activities Secretary,
Secretary
Health, PDHS
& PDIM
Provide information to Secretary/Health, Periodic News and Improved Public Review by Quarterly
public news letters PDHS, PDIM, Information available to Image Secretary
DPDDHS & the Public Health, PDHS
MOOH & PDIM
Provide information to Secretary/Health Periodic reports to Beneficiaries / Clients Review by Annually
beneficiaries / clients. and Head of Beneficiaries / Clients aware of service Secretaries
Departments Direction boards, delivery activities Committee
Handouts, Public Meeting
addressing system
Institutional Review department Secretary/Health Updated Ministry and Clarity of Ministry Review by As soon as
Development functions and organizational and Head of Department functions and and Department PHC and possible and
structures. Departments structures functions Sectoral reviewed for
Meeting annually

Review delegation of Hon. Governor, Departmental functions Established authority Review by Bi Annually
functions Chief Secretary, delegated and reviewed of functions PHC and
Secretary/Health, regularly Sectoral
DGHS and Senior Meeting
Management team

Issue circular instructions Secretary/Health Circulars and guidelines Stream line Review by Bi Annually
and guide lines. and Head of issued regularly departmental activities PHC and
Departments Sectoral
Meeting

Adopt / review department Chief Secretary, Departmental Rules Stream line Review by Bi Annually
rules Secretary/Health reviewed regularly departmental activities PHC and
and Senior Sectoral
Management team Meeting

Establish staff supervision Secretary/Health, Staff supervision and Acieved better Review at As soon as
& appraisal. Head of appraisal system available Internal Control and Sectoral possible and
Departments, Staff utilization. Committee reviewed for
MOOH & MO I/C Meeting annually

Formulate Succession Plan Secretary/Health Succession Plan and Ensured sustainability Review at Annually
and Senior Statement prepared. and continuity. Sectoral
Management team Committee
Meeting

Capacity Provide updated Secretary Health Skill team developed. Improvement of MDTD, As and when
Building information and knowledge and Senior Performance Ministry of required
and skills of employees. Management Health &
Team WHO
Provide facilities to Secretary Health Skill Development Improvement of Chief Immediately
employees in career and Senior Performance Secretary, Review
development Management Improved Career PPA, MDTD annually
Team Prospects & Line
Ministry of
Health
Provide training in office Secretary Health Training of office staffAbled to utilize th MDTD & PPA Immediately
automation. and Senior provided. machineries. Review in 6
Management Skill Development and Improvement of months
Team Office system automated.Performance
Efficient Office
Provide opportunities for Line Ministry of Department Professional Professionalization of Ministry of Continuously
local/foreign professional Health, Chief development programmes the Department Health, Chief
training. Secretary & established updated knowledge Secretary,
Secretary Health and skills Secretary
Health &
MDTD
Governance and Formulate Human Resource Secretary Health Policies and Plans Efficient officers to Ministries and Annually
good practices Development Policy and Senior handle the activities Client
Management effectively Departments
Team

2. Financial Budgeting Assess medium term Secretary Health Medium-term Forecast of Clarity in medium- Review by Annually
Manageme demand for service and Senior Service delivery needs term resource Secretary
nt provided by the department. Management requirements Health and NP
Team Deputy Chief
Secretary
(Finance)

Assess / Review recurrent Secretary Health Recurrent expenditure Performance Improved Chief Annually
expenditure needs. and Chief statement Secretary &
Accountant DCS Finance
Preparation of departmental Secretary Health Budget Book Clarity in expenditure Deputy Chief Annually
budget. and Senior priorities and purposes Secretary
Management (Finance)
Team

Prepare documents for Secretary Health Estimates and BOQQ Improved Client Half Yearly
obtaining allocation of and Senior Development Departments
funds for development Management and Ministries
activities. Team

Expenditure Establish financial Secretary Health Accounting Manual Improved financial Deputy chief Annually
Management management system. and Senior management - Cash Secretary
Management Management, Finance
Team Financial Information
System Planning /
Establish / Review financial Secretary Health Financial Reports Implement the Ministries and Monthly /
management delegation and Senior Financial Management Client Quarterly
within department. Management effectively Departments
T
Team

Establish good procurement Secretary Health Annual Procurement Streamline Ministries and Annually
practices. and Senior Programme Procurement Client
Management Departments
Team

Constitute procurement Secretary Health Annual Procurement Avoid waste, Ministries and Annually
boards. and Senior Programme corruption and abuses Client
Management in the procurement Departments
Team

Issue Circular Secretary Health Updated Circulars for Effectiveness and Deputy chief Periodically
and Senior Service delivery Efficiency in the Secretary
Management delivery of service Finance
Team

Instructions and guidelines. Secretary Health Financial Statements Through up to date Deputy chief Periodically
and Senior reliable accounting Secretary
Management (more effective Finance
Team expenditure control)
Maintain up-dated Secretary Health Statement of Expenditure Internal control and Deputy chief Monthly /
information on recurrent and Senior performance Secretary Quarterly
and capital expenditure Management measures, opportunity Finance
Team cost of capital and
time value of money
Minimize cost overrun Secretary Health Financial Progress Reports Improved performance Deputy chief Monthly
and Senior and Task Secretary
Management achievements Finance
Team

Ensure proper use of funds. Secretary Health Financial Statements Efficient Management Deputy chief Monthly
and Senior of Funds Secretary
Management Finance
Team

Monitoring and Review capital and Secretary Health Expenditure Reports More effective Deputy chief Monthly /
Expenditure recurrent expenditure and Senior expenditure control Secretary Quarterly
Review Management Finance
T
Team

Review bank reconciliation, Secretary Health Relevant Financial Ensuring a proper Deputy chief Monthly /
Advance account activity, and Senior Reports / Statements Financial Management Secretary Quarterly
Advance to public officers Management Finance
and deposit account. Team

Maintain financial Secretary Health Audit Reports Ensuring the clean and Deputy chief Periodically
discipline. and Senior healthy financial Secretary
Management administration Finance
Team Deputy Chief
Secretary
Audit
Update information on Secretary Health Financial Policies and Facilitate smooth Ministries and Periodically
general treasury circulars and Senior Plans functioning - fairly, Client
and inland revenue circulars Management uniformly and Departments
for implementation. Team courteously
Strengthening Performance Secretary Health Performance Reports Motivated Officers Ministries and Annually
Appraisal System for the and Senior updated / reviewed. based on Merit and Client
officers Management Reward System Departments
Team

3.Develop Service Delivery Review provincial Secretary Health, Provincial guidelines on Updated information Chief Immediately
ment guidelines on formulation, PDHS, PDIM & formulation and are being shared and Secretary, PPA & Annually
Programme implementation and DPDDHS implementation of plan desiminated by staff. & DCS
& Service coordination of plans for reviewed. Planning
provincial service delivery
Review sectoral service Secretary Health, Service delivery Established assigned Chief As soon as
delivery responsibility. PDHS, PDIM & responsibility chart responsibilities. Secretary possible &
DPDDHS reviewed / updated. Annually

Update guidelines on PDHS, PDIM & Guidelines on formulation Effective service Secretary As soon as
formulation of sectoral DPDDHS of sectoral service delivery delivery plan Health possible &
service delivery plan. plan. Annually

Prepare long term Secretary Health, Long term investment plan Strategy defined Chief 1 Year
investment plan PDHS, PDIM & available Secretary &
MO Planning DCS Planning

Prepare annual Secretary Health, Annual implementation Strategy defined Chief As soon as
implementation plan PDHS, PDIM & plan available Secretary & possible &
MO Planning DCS Planning Yearly

Review delegation of Hon.Governor, Functions delegated Established system Chief As soon as


functions. Chief Secretary & Secretary & possible &
Secretary Health DCS Planning Yearly

Development Mobilize Resource Support Secretary Health Partner / Stakeholders Resource support Secretary Annually
Coordination for Financing Medium-term Support Programme commitments Health & DCS
Service delivery plan. Planning
Coordinate with the client Secretary Health, Cash Flow Statement Reduction of Clients Monthly
for maintaining cash flow. PDHS, PDIM, Wastages
Chief Accountant
& Accountants

Attend sectoral review Secretary Health, Updated Progress Reports Improved Performance Secretary to Once in two
meetings. PDHS & PDIM relevant months
Ministry

Review Project Secretary Health, Availability of accurate Better monitoring Partners / Continuously
Management. PDHS, PDIM, progress reports Stakeholders
DPDDHS & Head
of Institutions

Progress Review Review implementation Secretary Health, Reports on the status of Oversight of service Chief Quarterly,
and Monitoring status and update service PDHS & PDIM service delivery delivery improvement Secretary & Annually
delivery improvement plan. Secretary
Health

Monitor and review Secretary Health, Progress regularly Target achieved Chief Continuously
progress PDHS, PDIM & monitored Secretary &
MO Planning Secretaries
Committee

Preparation of activity chart Secretary Health, Activity Bar Chart and Financial Management Chief Regularly
and cash flow statement. PDHS, PDIM, Statement of cash flow. Secretary &
Chief Accountant DCS Finance
& PD Accountant
Provincial Director of Health Services.

Action / Responsibilities Achievement Complimenta


ry
Category Key Process Responsibility Time Frame
/ Co-
How Who with whom Output Outcome responsibility

1. General Leadership Set Vision PDHS, DPDDHS Availability of Vision Sector wise direction Secretary and Immediately
Manageme & Statement made Senior as soon as
nt Senior known Shared Management possible
Management Orientation Team Review
Team Annually
Assess Organizational PDHS, DPDDHS Statement on Organisation Shared and Hon. Governor Immediately
environment and define & Values, Strength, dessiminated among & Chief as soon as
values Senior Weakness, Opportunity staff. Minister possible
Management and Threats identified. Defined Strategic Review
Team Plan. Annually
Apply NPC culture & PDHS, DPDDHS Culture identity Disciplined Staff. Hon. Immediately
identity & maintained Oriented staff in NPC Governor, as soon as
Senior culture and identity. Chief Minister possible
Management & Chief Review
Team Secretary Annually
Define Mission & Goals PDHS, DPDDHS Availability of Mission Shared Orientation Chief Minister Early as
& statement Agreement on goals & WHO possible
Senior Agreed Goals and performance Review
Management Annually
Team
Formulate Strategies PDHS, DPDDHS Strategy Statement Sector priority known Ministry of Early as
& available Health, possible
Senior Secretaries Review
Management Committee, Annually
Team Treasury and
Finance
Commission
Define Key success factors PDHS, DPDDHS Identified key factors and Abled to use the key Ministry of Early as
& indicators & Indicators identified. factors and indicators. Health, possible
Senior Secretaries Review
Management Committee, Annually
Team Treasury and
Give feedback to Staff. PDHS, DPDDHS Review Meetings Gaps identified and Heads of Quarterly
& conducted regularly duplications avoided Institutions
Senior MOOH & MO
Management I/C
Team
Establish learning PDHS, DPDDHS Knowledgeable and Improve capacity of Ministry of As early as
environment & motivated staff staff Health, MDTD possible
Senior Human Resource & Chief Continuously
Management Development Secretary
Team
Develop team spirit PDHS, DPDDHS Established team sprit. Able to work as team Chief Soon as
& Secretary & possible
Senior Secretaries Continuously
Management Committee
Team
Motivate and Create opportunity for PDHS, DPDDHS Identified Opportunities Team Spirit Ministry of Continuously
inspire collective action & Better understanding Health,
Senior among staff INGOO &
Management NGOO
Team
Facilitate collective action PDHS, DPDDHS Common facilities made Better interaction Ministry of Continuously
& available between staff Health &
Senior INGOO
Management
Team
Mobilize Identify stakeholders & PDHS, DPDDHS List of Stakeholders Optimum utilization of Review As and when
Support Partners & identified Resources meetings with required
Senior Donors and
Management Partners
Team
Formulate Stake holders / PDHS, DPDDHS MoU / Agreement Improved Health Donors / As and when
Partner working & available Facilities Partners required
arrangement Senior
Management
Team
Mobilize Review Human resource PDHS with senior Staff appropriately Optimum utilization of Chief Annually
Resource requirement team and distributed available Human Secretary,
DPDDHS. Cadre filled and revised Resources DPDDHS,
regularly Head of
Institutions &
Treasury
Deployment / Recruitment PDHS with senior Availability of staff Better office Secretary and Whenever
team and management Chief required
DPDDHS. Secretary

Review status of office, PDHS with senior Redistribution of Optimum utilization of Head of Annually &
Equipment / Vehicles / team and Equipments / Vehicles / Assets Institutions, When ever
Machineries / Fixed & DPDDHS. Assets Needs satisfied Agencies necessary
movable assets. Sufficient logistics made Logistics
available Improved Health
Manage Define services delivery PDHS with senior Reduce MMR by three Achieve Millennium Head of Continuously
Performance performance standard. team and quarters, reduce IMR by Development Goal, Institutions,
DPDDHS. two thirds and reduce Low WHO's Goal, MOOH, PHII,
Birth Weight by 50% by Ministry of Health PHMWW,
2015 Goals and Northern UNICEF,
Combat HIV/AIDS and Province goals WHO,
Malaria Ministry of
Reduce Dengue, TB and Health &
Mental Illness Donors

Define organizational & PDHS with senior Set Organisational and Better Image Head of Continuously
individual expectations. team and Individual expectations Self satisfied staff Institutions &
DPDDHS. and targets MOOH

Define benchmarks & PDHS with senior Reduce MMR by three Achievement of Head of Continuously
milestones. team and quarters National Standards Institutions,
DPDDHS
DPDDHS. Reduce
R d IMR by
b two thirds
hi d and
d WHO S Standards
d d MOOH
MOOH, PHII
Reduce Low Birth Weight Satisfied Stakeholders & PHMWW
in 2015
Combat HIV/AIDS and
Malaria
Set Benchmark and
Milestone

Prepare responsibility chart PDHS with senior Job Description and Job Accountability and AOO & Early as
team Responsibility Chart Effective Performance Planning Unit possible
available Review
Annually

Performance appraisal PDHS with senior Established system for Better administration Secretary and Continuously
team performance appraisal. Chief
Secretary.
Facilitate change PDHS with senior Modern Management Effective Management Chief Early as
management practices team and System Established (Web Process Secretary, possible
DPDDHS. based management, DCS Planning Review
Electronic computerised & DCS Annually
system established) Finance
Motivate Subordinates PDHS with senior Motivated Staff Better Performance Head of Continuously
team Departments,
Head of
Institutions &
MOOH
Assess service delivery PDHS with senior OPD waiting time Satisfied Customers, Head of As soon as
performance team and minimized Clients and Institutions, possible and
DPDDHS. Waiting for Clinics and Stakeholders Specialists, Continuously
Operations minimized Nationally and MOOH, MOO
Quality Health Services Internally recognised I/C, MOO and
provided services Health Staff
p
Public complaints
minimised
Coordination Establish / Participate in PDHS with senior Inter sectoral co- Improved Inter Chief Immediately
inter agencies coordination team and ordination meetings Sectoral relationship Secretary and and
Arrangements at provincial DPDDHS. arranged Improved national Provincial Continuously
& department level. Provincial and National level and Provincial Secretaries
Meetings, Workshops and level co-ordination Committee
Seminars attended
Establish / conduct periodic PDHS with senior Hospital development Improved Public All Quarterly
meetings with beneficiaries team and Committee Meetings Relations Stakeholders
/ clients. DPDDHS. MOOH Meetings on Less complaints by
awareness in preventive Media
diseases
Establish / conduct regular PDHS with senior Regular Meetings with Better coordination All As soon as
staff meetings. team and staff arranged at all levels established Stakeholders possible and
DPDDHS. HDC, Sectoral Committee Satisfied Trade Continuously
Meetings arranged Unions
Assist to implement PDHS and National level programmes Improved coordination Secretary/Heal As soon as
national level programmes DPDDHS and activities implemented and relationship at th, Chief possible and
& activities. satisfactorily National level Secretary and Continuously
Satisfied national level Line Ministry
Health Authorities Officials

Report to appropriate PDHS and Better coordination with Efficient coordination Chief As soon as
authorities in any DPDDHS Authorities established at Strategic level Secretary, possible and
emergencies Emergencies attended Well prepared to Secretary/Heal Continuously
immediately and attend any th and
satisfactorily emergencies and Secretaries
disasters Committee
National
Authorities
Manage Identify information needs PDHS and Periodic Reports on inputs Facilitate review of Review by Quarterly
Information & establish MIS DPDDHS and outputs relevant for Performance Secretary
Performance Health and
PDHS

Provide information to PDHS and Periodic reports to Partners / Review by Quarterly


partners / Stake holders DPDDHS Partners / Stakeholders Stakeholders aware of Chief
Department activities Secretary,
Secretary
Health &
Provide information to PDHS and Periodic News and Improved Public Review by Quarterly
public news letters DPDDHS Information available to Image Chief
the Public Secretary,
Secretary
Health &
Provide information to PDHS and Periodic reports to Beneficiaries / Clients Review by Annually
beneficiaries / clients. DPDDHS Beneficiaries / Clients aware of service Secretaries
Direction boards, delivery activities Committee
Handouts, Public Meeting
addressing system
Institutional Review department PDHS and Updated Ministry and Clarity of Ministry Review by As soon as
Development functions and organizational DPDDHS Department functions and and Department PHC and possible and
structures. structures functions Sectoral reviewed for
Meeting annually
Review delegation of Hon. Governor, Departmental functions Established authority Review by Bi Annually
functions Chief Secretary, delegated and reviewed of functions PHC and
Secretary/Health, regularly Sectoral
DGHS and Senior Meeting
Management team
Issue circular instructions PDHS and Circulars and guidelines Stream line Review by Bi Annually
and guide lines. DPDDHS issued regularly departmental activities PHC and
Sectoral
Meeting

Adopt / review department Chief Secretary, Departmental Rules Stream line Review by Bi Annually
rules Secretary/Health reviewed regularly departmental activities PHC and
and Senior Sectoral
Management team Meeting

Establish staff supervision PDHS with senior Staff supervision and Better Internal support Review at As soon as
& appraisal. team and appraisal system available and Staff utilization Sectoral possible and
DPDDHS achieved. Committee reviewed for
M ti
Meeting annually
ll

Formulate Succession Plan PDHS with senior Succession Plan and Improved Review at Annually
team and Statement prepared. sustainability. Sectoral
DPDDHS Continuity ensured. Committee
Meeting

Capacity Provide updated PDHS with senior Skill team developed. Improvement of c As and when
Building information and knowledge team and Performance required
and skills of employees. DPDDHS

Provide facilities to PDHS with senior Skill Development Improvement of Chief Immediately
employees in career team and Performance Secretary, Review
development DPDDHS Improved Career PPA, MDTD annually
Prospects & Line
Ministry of
Health
Provide training in office PDHS with senior Training in office staff Abled to utilize the MDTD & PPA Immediately
automation. team and provided use of machineries. Review in 6
DPDDHS months

Provide opportunities for Line Ministry of Department Professional Professionalization of Ministry of Continuously
local/foreign professional Health, Chief development programmes the Department Health, Chief
training. Secretary established updated knowledge Secretary,
Secretary/Health and skills Secretary
& PDHS. Health &
MDTD
Governance and Formulate Human Resource Secretary/Health , Policies and Plans Efficient officers to Ministries and Annually
good practices Development Policy PDHS and Senior handle the activities Client
Management effectively Departments
Team

Strengthening Performance PDHS with senior Performance Reports Motivated Officers Ministries and Annually
Appraisal System for the team and updated / reviewed. based on Merit and Client
officers DPDDHS Reward System Departments

2. Financial Budgeting Assess medium term PDHS and Medium-term Forecast of Clarity in medium- Review by Annually
Manageme demand for service Accountant Service delivery needs term resource Secretary
nt provided by the department. requirements Health and NP
Deputy Chief
Secretary
(Finance)

Assess / Review recurrent PDHS and Recurrent expenditure Performance Improved Chief Annually
expenditure needs. Accountant statement Secretary &
DCS Finance

Preparation of departmental PDHS and Budget Book Clarity in expenditure Deputy Chief Annually
budget. Accountant priorities and purposes Secretary
(Finance)
Prepare documents for PDHS and Estimates and BOQQ Improved Client Half Yearly
obtaining allocation of Accountant Development Departments
funds for development and Ministries
activities.

Expenditure Establish financial PDHS with senior Accounting Manual Improved financial Deputy chief Annually
Management management system. team and management - Cash Secretary
Accountant Management, Finance
Financial Information
System Planning /
Establish / Review financial PDHS with senior Financial Reports Implement the Ministries and Monthly /
management delegation team and Financial Management Client Quarterly
within department. Accountant effectively Departments

Establish good procurement PDHS with senior Annual Procurement Streamline Ministries and Annually
practices. team and Programme Procurement Client
Accountant Departments

Constitute procurement PDHS with senior Annual Procurement Avoid waste, Ministries and Annually
boards. team and Programme corruption and abuses Client
Accountant in the procurement Departments

Issue Circular Secretary Health Updated Circulars for Effectiveness and Deputy chief Periodically
Service delivery Efficiency in the Secretary
delivery of service Finance

Instructions and guidelines. Secretary Health , Financial Statements Through up to date Deputy chief Periodically
PDHS and Senior reliable accounting Secretary
Management (more effective Finance
Team expenditure control)
Maintain up-dated PDHS with senior Statement of Expenditure Internal control and Deputy chief Monthly /
information on recurrent team and performance Secretary Quarterly
and capital expenditure Accountant measures, opportunity Finance
cost of capital and
time value of money,
Managerial
accountability
Minimize cost overrun PDHS with senior Financial Progress Reports Improved performance Deputy chief Monthly
team and and Task Secretary
Accountant achievements Finance

Ensure proper use of funds. PDHS with senior Financial Statements Efficient Management Deputy chief Monthly
team and of Funds Secretary
Accountant Finance

Monitoring and Review capital and PDHS with senior Expenditure Reports More effective Deputy chief Monthly /
Expenditure recurrent expenditure team and expenditure control Secretary Quarterly
Review Accountant Finance

Review bank reconciliation, PDHS with senior Relevant Financial Ensuring a proper Deputy chief Monthly /
Advance account activity, team and Reports / Statements Financial Management Secretary Quarterly
Advance to public officers Accountant Finance
and deposit account.

Maintain financial PDHS with senior Audit Reports Ensuring the clean and Deputy chief Periodically
discipline. team and healthy financial Secretary
Accountant administration Finance
Deputy Chief
Secretary
Audit
Update information on PDHS with senior Financial Policies and Facilitate smooth Ministries and Periodically
general treasury circulars team and Plans functioning - fairly, Client
and inland revenue circulars Accountant uniformly and Departments
for implementation. courteously
3.Develop Service Delivery Review provincial PDHS with senior Provincial guidelines on Updated information Chief Immediately
ment guidelines on formulation, team and formulation and are being shared and Secretary, & Annually
Programme implementation and DPDDHS implementation of plan desiminated by staff. Secretary/Heal
& Service coordination of plans for reviewed. th, PPA &
provincial service delivery DCS Planning
Review sectoral service PDHS with senior Service delivery Established assigned Chief As soon as
delivery responsibility. team and responsibility chart responsibility. Secretary possible &
DPDDHS reviewed / updated. Secretary Annually
Health

Update guidelines on PDHS with senior Guidelines on formulation Effective service Secretary As soon as
formulation of sectoral team and of sectoral service delivery delivery plan Health possible &
service delivery plan. DPDDHS plan. Annually

Prepare long term PDHS with senior Long term investment plan Strategy defined Chief 1 Year
investment plan team and available Secretary,
DPDDHS Secretary/Heal
th & DCS
Planning
Prepare annual PDHS with senior Annual implementation Strategy defined Chief As soon as
implementation plan team and plan available Secretary, possible &
DPDDHS Secretary/Heal Yearly
th & DCS
Planning
Review delegation of Hon.Governor, Functions delegated Established system Chief As soon as
functions. Chief Secretary & Secretary & possible &
Secretary Health DCS Planning Yearly

Development Mobilize Resource Support PDHS with senior Partner / Stakeholders Resource support Secretary Annually
Coordination for Financing Medium-term team and Support Programme commitments Health & DCS
Service delivery plan. DPDDHS Planning

Coordinate with the client PDHS with senior Cash Flow Statement Reduction of Clients Monthly
for maintaining cash flow. team and Wastages
DPDDHS
Attend sectoral review PDHS with senior Updated Progress Reports Improved Performance Secretary to Once in two
meetings. team and relevant months
DPDDHS Ministry

Review Project PDHS with senior Availability of accurate Better monitoring Partners / Continuously
Management. team and progress reports Stakeholders
DPDDHS

Progress Review Review implementation PDHS with senior Reports on the status of Oversight of service Chief Quarterly,
and Monitoring status and update service team and service delivery delivery improvement Secretary & Annually
delivery improvement plan. DPDDHS Secretary/Heal
th

Monitor and review PDHS with senior Progress regularly Target achieved Chief Continuously
progress team and monitored Secretary &
DPDDHS Secretaries
C
Committee
itt

Preparation of activity chart PDHS with senior Activity Bar Chart and Financial Management Chief Regularly
and cash flow statement. team and Statement of cash flow. Secretary &
DPDDHS DCS Finance
Department of Indigenous Medicine

Action / Responsibilities Achievement Complimenta


ry
Category Key Process Responsibility Time Frame
/ Co-
How Who with whom Output Outcome responsibility

1. General Leadership Set vision


Manageme
nt

Assess Organizational Director with Organizational Vision and Shared Orientation Chief Annually
Environment And Define Heads of Values statement Improved team work Secretary,
values Institutions & Secretary
DPDHS, Dept.
Staff
Apply NPC culture and Director with Identifies Values and Shared value and Chief
values Heads of culture culture Secretary,
Institutions & Secretary
DPDHS, Dept.
Staff
Define Mission and Goals Director with Mission and Goal Agreement on role Chief Annually
Heads of statement (what stakeholders Secretary,
Institutions & expect) and Secretary
DPDHS, performance (what the
Ayurvedic Dept. will deliver)
Protective Society

Formulate strategies Director with Strategy statement Priority actions Secretary Annually
Heads of identified for the Dept.
Institutions & and core functions and
DPDHS, / or units
Ayurvedic
Define key success factors Director with Organizational Good performance Secretary Annually
and indicators Heads of Performance Indicators agreed
Institutions & statement
DPDHS

Give feedback to staff Director with Quarterly review meeting What needs to be done Chief Quarterly
Heads of further identified Secretary,
Institutions & Secretary,
DPDHS Commissioner
of Ayurvedha
Establish Learning Director with Knowledgeable staff Responsibility for Secretary Annually
Environment Heads of performance accepted
Institutions & by the team
DPDHS

Develop team sprit Director with Knowledgeable staff They able to work as a
office staff team

Motivate and Create opportunity for Director with Motivated staff Knowledgeable staff
inspire collective action Heads of
Institutions &
DPDHS
Facilitate collective action Director with Team Spirit Collective attitude
Heads of
Institutions &
DPDHS

Mobilize Identify Stakeholders / Director with Stakeholders / partners, Optimum utilization of Chief Annually
Support partners Heads of Identification of support resource Secretary,
Institutions & priority needs Secretary
DPDHS

Formulate Stakeholders / Director with A.O Partnership Programme Partner support Chief Annually
partner working planned Participatory Secretary,
arrangements approach Secretary

Mobilize Review human resource Director with Identification of HR needs Improved service Chief Annually
Resource requirement Heads of delivery Secretary,
Institutions & Secretary
DPDHS

Review status of office Director with Knowledge on the status Regular updates on Secretary Annually
Equipment / Vehicles / Heads of of the resources resources
machineries / fixed and Institutions &
movable assets DPDHS

Manage Define service delivery PDIM, HOD & Identification of Improved service Secretary When
Performance performance standards MOIC performance indicators delivery necessary

Define the Organizational Director with A.O Identification of field Dept. aware of what is Chief Annually
and individual expectation to be delivered that is Secretary,
accountability Secretary

Define Benchmarks and Director with A.O Knowledge of Aware of how we are Chief Annually
milestones performance doing , performance Secretary,
achievement Secretary
Prepare responsibility chart Director with A.O Department responsibility Dept. aware of what is Chief Annually
chart and Duty lists of expected Secretary,
officers Responsibility Secretary

Facilitate change Director with AO Provide Knowledge to Efficient service Chief When
management practices staff in new developments delivery Secretary, necessary
Secretary

Motivate subordinates Director with AO Motivated staff to improve Satisfied costumers Chief Annually
performance Secretary,
Secretary

Assess service delivery Director with AO Performance management Customer Satisfaction Chief Annually
performance Secretary,
Secretary

Coordination Establish / Participate in Director Better relationship Participatory approach Chief Annually
Inter - agency Coordination reduction of gaps and corporate government Secretary,
Arrangements at Provincial avoid duplication. Secretary
and Dept. level

Establish / Conduct periodic Director with Reports on beneficiaries / Understanding of Secretary Quarterly
meetings with beneficiaries Heads of patients problems beneficiaries / patients
/ Clients Institutions & problems
DPDHS

Establish / Conduct regular Director with Discipline & control of Closer staff relations Secretary Regularly
staff meetings Heads of office system. and better rapport and
Institutions & understanding
DPDHS

Assist to implement Director with Problem solving Build public merge Secretary Regularly
national level programmes Heads of
and activities Institutions &
DPDHS,
Ayurvedic
Report to appropriate Director with Avoidance of problem Target achievement Secretary Regularly
authorities in any HOD & D/PDHS without waste of
emergencies resources

Manage Identify Information needs Director with Periodic reports on inputs Facilitate review of Review by Quarterly
Information; and Establish MIS Heads of and outputs relevant for performance Secretary
Institutions & performance.
DPDHS,
Ayurvedic
Provide information to Director, IT unit Periodic reports to partners / stakeholders Review by Quarterly
partners / stakeholders partners / stakeholders aware of Dept. Secretary
activities

Provide information to Director, IT unit Periodic reports to beneficiaries / Patients Review by Bi-annually
public news letters partners / stakeholders aware of Dept. service Secretary
delivery activities

Provide information to Data base Knowledge performance Citizen Charter Secretary & Regularly
beneficiaries / client operator Chief
Secretary

Institutional Review Dept. functions and Director With AO Updated Dept. functions Clarity of Dept. Review by Regularly
Development organization structure and organization structure, functions MDTD and
Reduction of gaps Secretary

Review delegation of Director With AO Updated delegation of Clarity in Delegated Chief Regularly
functions functions functions Secretary,
Secretary

Issue circular instructions Director With AO Awareness on latest Knowledgeable staff Chief Regularly
and guide lines changes in regulations on updated regulations Secretary,
Secretary
Adopt/ Review Dept. rules Director with Create environment of Streamline Dept. Review by Monthly
Heads of disciplinary rules activities MDTD and
Institutions & Secretary
DPDHS

Establish staff supervision Director, A.O Proper monitoring Better internal control Review by Regularly,
and appraisal and staff utilization MDTD and Monthly
Secretary

Formulation of succession Director Effective institutional Sustainability ensured - Quarterly


plan performance

Capacity Provide updated Director ,Planning Skill development Improvement of MDTD Monthly
building information and enhance unit performance
the knowledge and skills of
employees
l

Provide facilities to Director , Skill development, Improvement of Secretary, Monthly


employees in career Planning unit enhance knowledge of performance, capacity Ministry of
development staff building PPA and
MDTD

Providing training in office Administrative In office automation Able to use / handle Secretary, and Monthly
automation officer , Planning provided the equipments & MDTD
unit machineries

Provide opportunities for PDIM with Skill development, Improvement of Improvement Annually
Local / Foreign Secretary capacity building performance of performance
professional training

Upgrading hospitals Director, DPDHS Dept. professional Professionalization of Chief when


, Institutional development Programme the Dept., Build public Secretary, required
heads emerge Secretary
Providing training Administrative Skill development Improvement of Secretary As an when
Programme for medical officer , Planning performance required
officers unit

Provision of materials and Administrative Facilitation of official Improve Performance Secretary Annually
equipments officer , Planning functions
unit

2. Financial Budgeting Access medium -term Financial Medium –term forecast of Clarity in medium Review by Annually
Manageme demand for services provide Assistant, DPDHS service delivery needs term resource Secretary,
nt by dept. & Head of the requirements Deputy Chief
institutions Secretary

Preparation of Dept. Budget Director & Preliminary estimate Clarity in estimated Deputy Chief Annually
and policy directives Accountant / Corrective estimate expenditure priorities Secretary
Financial Final estimate and purposes (Finance)
A it t
Assistant

Assess /review recurrent Director & Perfected Budget Maximum utilization DCS Finance Annually
expenditure needs Accountant / estimates of Allocations
Financial
Assistant

preparation of Dept. budget Director & Estimate & BOQ Improved Client Dept Half yearly
Accountant / development and Ministries
Financial
Assistant

Prepare documents for Director & Reception of funds Implementation of DCS-Finance Quarterly
obtaining allocation of Accountant / planned tasks
funds for development Planning Unit
activities

Expenditure establish financial Director & financial control system Improved financial Deputy Chief Annually
Management management system Accountant / document control Secretary
Financial (Finance)
Assistant/ DPDHS
/ Accounts clerk
Establish / review financial Director & Financial statement Efficient management Deputy Chief Quarterly,
management delegation Accountant / of funds Secretary monthly
within dept. Financial (Finance)
Assistant

Establish good procurement Director & Controlled Government Efficient management Secretary Regularly
practices Accountant / expenditures of funds
Financial
Assistant

Constitute procurement Director & Controlled Government Controlled DCS-


boards Accountant / expenditures Government Secretary,
Financial expenditures
Assistant

Issue circular instructions Director & Financial statement Improved performance Deputy Chief Half yearly
and guide lines Accountant / and & task Secretary(Fina
Financial achievement nce)
A it t
Assistant

Maintain up dated Director with Review on fund utilization Prevention of wastage DCS-Finance Monthly
information on recurrent Accountants and of funds & value
and capital expenditure Financial creation
Assistant

Minimize cost overrun Director with Control finance Prevention of wastage DCS-Finance Regularly
Accountants and management of funds & value
Financial creation
Assistant

Ensure proper use of funds Director with Prevention of wastage and Maximization of
Accountants and corruption
Financial
Assistant

monitoring and Review capital and Director & Expenditure reports Financial performance Deputy Chief monthly
expenditure recurrent expenditure Accountant / monitored Secretary
review Financial (Finance)
Assistant
Review bank reconciliation Director & Knowledge on details of Financial performance Deputy Chief Monthly
, Advance account activity, Accountant / Bank Transactions monitored Secretary
Advance to public officers Financial (Finance
and deposit account Assistant

Maintain financial Director & Internal audit reports Accountability team DCS-Finance Regularly
discipline Accountant / facing in financial
Financial management
Assistant

Update information on Director & Knowledge on latest Proper Financial DCS-Finance Regularly
general treasury circulars Accountant / changes in FR Management
and inland revenue circulars Financial
for implementation Assistant

Review audit statements Accountant / Monitoring expenditure Efficient financial Secretary, Monthly
Financial management Deputy Chief
Assistant Secretary
Governance and
G d
good practices
3.Develop Service delivery Review provincial Director with Statement of service Clarity in service Secretary, As soon as
ment guidelines on formulation, Heads of delivery responsibilities delivery role and Deputy Chief possible and
Programme implementation and Institutions & responsibilities to the Secretary reviewed
& Service coordination of plans for DPDHS, staff (planning) Annually
provincial service delivery

Review sectoral service Director with service delivery & responsibility assigned
delivery responsibility Heads of responsibilities updated.
Institutions &
DPDHS,

Update guidelines on Director with


formulation of Sectoral Heads of
service delivery plan Institutions &
DPDHS,
Prepare medium term Director, with medium term service medium term service Chief As soon as
service delivery plan Heads of delivery plan delivery Secretary, possible and
Institutions & responsibilities Secretary reviewed
DPDHS, prioritized Annually
Ayurvedic
Prepare long term Not applicable
investment plan
Prepare annual Director with Annual service delivery Annual service Secretary, As soon as
implementation plan Heads of implementation plan delivery targets Deputy Chief possible and
Institutions & identified Secretary reviewed
DPDHS, (planning) Annually
Ayurvedic
Review delegation of Director, planning AIP Improved Secretary Annually
functions unit organizational
performance

Development Mobilize resource support Director, planning Partner / Stakeholder Resource support Secretary, Annually
C di i
Coordination f financing
for fi i medium
di term unit
i support P
Programme P
Programme D
Deputy Chi
Chieff
service delivery plan Secretary
(planning)

Land identification Regional officer, Land Infrastructure Divisional As an when


DPDHS Secretary, required
stakeholders

Coordinate with relevant Regional officer, Funds Infrastructure stakeholders As an when


agencies DPDHS required

Attending sect- oral Regional officer, Awareness of delivered Improved performance Secretary to Once in two
committee meeting with DPDHS programmes the relevant months
stakeholders Ministry
Progress review Review implementation Director, Regional Awareness of delivered Oversight of service Chief Quarterly,
and monitoring status and update service officer programmes delivery improvement Secretary, Annually
delivery improvement plan Secretary

Monitor and review Director, Regional Awareness on progress of Achievement of the Chief
progress officer development projects project objective Secretary,
Secretary

Preparation of activity chart Director and Regular monitoring Successful project Chief
and cash flow statement Regional Officer control Secretary,
Secretary
Conduct monthly progress Regional officer, Awareness of delivered Improved performance Implement Monthly
review meeting DPDHS programmes agency

Attend
A d the
h ddonor agencies
i Regional
i l officer,
ffi Awareness
A off delivered
d li d Improved
d Implement
l Q
Quarterly
l
meeting review DPDHS programmes development agency
meetings
Ensure the proper Regional officer, Completed delivered Quality structures & Implement Quarterly
completion as per the DPDHS programmes proper usage agency
design

Assess the proper Director Project Evaluation Proper usage and Public donor As an when
utilization of projects maximum utilization agency required
completed
Ministry of Rehabilitation

Action / Responsibilities Achievement Complimenta


ry
Category Key Process Responsibility Time Frame
/ Co-
How Who with whom Output Outcome responsibility

Set vision Secretary with Vision Statement Long term Goal Chief As soon as
Senior known Secretary possible
Management

Assess Organisational Secretary with Organizational value Shared orientation Chief As soon as
Environment and define Senior statement Secretary possible and
values Management review
annually

Apply NPC culture and Secretary with Culture and identity Attained clear Chief Throughout
identity Senior statement related to values understanding about Secretary the year
Management methodology regarding the traditional Values
orientation practices. Methodology
regarding orientation
Define mission and Goals Secretary with Mission Statement Ministry Role & Chief As soon as
Senior performance known Secretary possible and
Management review
annually

Formulate strategies Secretary with Strategy statement Priority actions set Chief As soon as
Senior Secretary possible and
Leader Ship Management review
annually
Define key success factors Secretary with Organization’s Good performance Chief As soon as
Genenral and indicators Senior performance indicators Secretary possible and
Manageme Management identified review
nt annually

Give feedback to staff Secretary with Situation updated to staff Better working - As and when
Senior environment required
Management

Establish Learning Secretary with Enhanced knowledge Better performance - As and when
Environment. Senior required
Management

Develop team sprit Secretary with Best practices on group Better performance & - Throughout
Senior action develop corporation the year
Management

Create opportunity for Secretary with Working collectively Better performance & Regularly
collective action Senior corporation
Management

Motivate and
inspire Facilitate collective action Secretary with Working collectively Better performance & As and when
Senior corporation required
Management

Identify stakeholders and Secretary with Stakeholder and partner Stakeholder, Partner Chief Anually
partners Senior identified support could be Secretary
Management planned

Mobilise
Support Foemulate stakcholders / Secretary with Working arrangement Better understanding Review by Anually
partners working Senior identfixt and working Chief
arrangement Management enviroment Secretary
Review human resource Secretary with Cadre revision / Manpower Review by Annually
requirement Senior ad-hoc staff requirement requirement identified Secretary, PPA
Management known & Chief
Secretary
Mobilise
Resource Review status of office Secretary with Review of assets position Requirement Review by Annually
Equipment / vehicles / Senior identified and asset Secretary
machineries / fixed and Management position updated
movable assets

Define service delivery Secretary with Required standard defined Stakcholders know the As soon as
performance standards Senior Service delivery possible and
Management standards review
annually

Define performance Secretary with Employees know the -


Genenral Appraisal scheme Senior Service delivery
Manageme Management standards
nt

Define the organizational Secretary with Expectations identified Ministry & - As soon as
and individual expectation Senior Department staff possible and
Management aware what to be review
delivered annually

Define benchmarks and Secretary with Quarterly assessment Performance known - Annually
Manage milestones Senior reports
performance Management

Prepare responsibility chart Secretary with Responsibility chart and Stakeholders Review by As soon as
and duty list Senior duty list prepared understand role and Secretary possible and
Management responsibilities review
annually

Introduce facilitate & Secretary with Reengineering Better performance As and when
change establish Senior required
management practices Management
Motivate subordinates Secretary with Good performance with Stakeholder consensus Regularly
Senior dedication on Ministry Mission &
Management Goals

Image building Secretary with Good performance with Stakeholder consensus Regularly
Senior dedication on Ministry Mission &
Management Goals

Assess service delivery Secretary with Quarterly meeting Performance known - Quarterly
performance Senior reports
Management

Manage
performance Monitor procurements Secretary with Circulars, instructions Transparent uniform NPA, As and when
Senior and Procurement Guide system Provincial required
Management lines procurement
cell
ll

Contract Manangement Secretary with Circulars, instructions Transparent uniform NPA, As and when
system Senior and Procurement Guide system Provincial required
Management lines procurement
Genenral cell
Manageme
nt Esrablish / Participate in Secretary with Reports on coordination Better relationship Regularly
inter - agency coordination Senior meetings at Provincial & reduction of gaps and
Arrangements at Provincial Management Department Level avoid duplications
and Department Level
Establish /Conduct periodic Secretary with Reports on Understanding of - Quarterly
meetings with Senior Beneficiary/Client Beneficiary/client
beneficiaries/clients Management problems problems

Coordination Establish/Conduct regular Secretary with Meeting minutes Better performance - Quarterly
staff meetings Senior /monthly
Management
Assist to implement Secretary with A report describing the Proper implementation Review by As and when
national level programmes Senior actions needs to be taken of National level Secretaries required
and activities Management to ensure proper programmes and committee
implementation of national activities are ensured.
level programmes and
Coordination Report to appropriate Secretary with Problems reported Support from Review by As and when
authorities in any Senior management Chief required
emergencies Management Secretary

Identify information needs Secretary with Periodic reports on inputs Facilittate review of Chief As and when
and establish MIS Senior and outputs relavant for performance Secretary required
Management performance

Provide information to Secretary with Periodic reports Partners / Partners/Stakeholders Chief Half yearly
Partners / Stakeholders Senior Stakeholders aware of Ministry Secretary
Management activities

Provide Information to Secretary with Periodic report Beneficiaries /Client Chief Half yearly
Manage Beneficiaries /Client Senior Beneficiaries /Client aware of Ministry Secretary
information Management activities

Maintaining database and Secretary with Progress reports Improved progress Chief Monthly
Genenral updating physical progress Senior Secretary
Manageme of work Management
nt

Provide information to Secretary with Availability of reports Better performance - As and when
stakeholders and partners Senior required
Management

Review Ministry functions Secretary with Updated Department Clarity of Chief As soon as
and organizational structure Senior organization functions departmental Secretary possible and
Management and structure functions. review once
in three years
Review delegation of Secretary with Statement of Delegation at Each staff in the Review by Review
Institutional functions Senior different level fixed Ministry is aware Chief annually
development Management about their authority Secretary
and responsibility.

Issue circular instructions Secretary with Instructions and guidance Activities streamlined Chief As and when
and guide lines Senior given Secretary required
Management

Adopt/review Ministry rules Secretary with Ministry Rules, Circular Each staff in the Chief As soon as
Senior instructions and guide Ministry is aware Secretary possible and
Management lines about the rules, review
regulations and annually
procedures to be
adopted in attending
administration matters
and this ensures
uniform, consistent
Institutional approach within the
development institution
Establish staff supervision Secretary with Staff supervision and Better internal control Chief As soon as
and appraisal Senior appraisal system Secretary possible and
Management review
annually

Formulate succession plan Secretary with Succession plan statement Improved Chief As and when
Senior organizational Secretary required
Genenral Management performance
Manageme
nt
Provide updated Secretary, Head of Skill Development Improvement of MDTD, Throughout
information and enhance Departments & performance SLIDA the year when
the knowledge and skills of Senior opportunity
employees management arises
Team
Provide facilities to Secretary, Head of Skill Development Improvement of Review by when
employees in career Departments & performance MDTD and opportunity
development Senior Secretary, arises
management M/Public
Capacity Team Administration
building Provide training in office Secretary, Head of Skill Development Improvement of MDTD when
automation Departments & performance opportunity
Senior arises
management
Team
Provide opportunities for Secretary, Head of Professional exposure Improvement of Secretary & when
local/foreign professional Departments & performance Chief opportunity
training. Senior Secretary arises
management
Team
Assess Medium-term Secretary, Head of Medium term forecast Clarity in medium Chief Annually
Financial demand for service Departments & term requirement. Secretary,
Manageme Budgeting provided by the Ministry Senior DCS(F), DCS
nt managementt (P)
Team
Assess/review recurrent Secretary with Recurrent needs identified Clarity in recurrent DCS(F), Annually
expenditure needs Senior expenditure needs
Management

Preparation of Ministry & Secretary, Head of Budget book Clarity in expenditure Chief Annually
Departmental Budget Departments & priorities and purpose Secretary,
Budgeting Senior DCS(F), DCS
management (P)
Team
Prepare documents for Secretary, Head of Project proposals, Works Improved Annually
obtaining allocation of Departments & Estimates development.
funds for development Senior
activities management
Team
Establish Financial Control Secretary with Financial control system Improved Financial Chief As soon as
t system Senior document Control Secretary, possible and
Management DCS(F) review
annually
Estabilish / review financial Secretary, Chief Delegation statement Improved Secretary Annually
Financial management delegation Accountant organizational
Manageme within department performance
nt

Estabilish good Secretary, Head of Procurment committee, Good financial Procument cell As soon as
Procurement practices Departments & TEC reports, no audit management DCS(F) possible and
Senior quarries review
management annually
Expenditure Team
Management Constitute Procurement Secretary PC established System requirement Chief Annually
Boards and transparency in Secretary
procurement

Issue circular instructions Secretary, Chief Clarity established Improved Financial As and when
and guide lines Accountant Control required

Maintain up-dated Chief Accountant Expenditure statements Improved Financial Throughout


information on recurrent Control the year
and capital expenditure

Minimize cost overrun Secretary, Chief Updated progress reports Improved performance - Monthly
Accountant & task achievement

Expenditure
Management Ensure proper use of funds Secretary, Chief Financial statements Improved performance - Monthly
Accountant & task achievement

Review capital and Secretary, Head of Monthly expenditure Financial performance DCS (F) Monthly
recurrent expenditure Departments & reports monitored.
Senior
management
Team
Review Bank Secretary, Chief Monthly position known Better financial - Monthly
Financial Reconciliation, Advance Accountant control.
Manageme Account activity, Advance
nt to public officers and
Deposit account
Maintain financial Secretary, Chief Less Audit clarification Better Financial - Throughout
Monitoring and discipline Accountant performance the year
expenditure
review

Update information on Secretary, Chief Updated financial Better Financial Monthly


General Treasury circulars Accountant management performance
and Inland Revenue
circulars for implementation

Review audit clarifications Secretary, Chief Updated audit statements Better financial Chief Monthly
Accountant discipline Secretary

Developme Service Delivery Review provincial Secretary, Head of Strategy statement Priority actions set Secretary, Annually
nt guidelines on formulation , Departments & DCS (P)
Programme implementation, and Senior
& Service coordination of plans for management
provincial service delivery Team
Update guideline on Secretary, Head of Updated sectoral guide Clarity in Secretary, As soon as
formulation of sectoral Departments & lines responsibility DCS (P) possible and
service delivery plan Senior review
management annually
Team
Review Sectoral service Secretary, Head of Identified responsibilitiew Clarity in role and Secretary, As soon as
delivery responsibility Departments & responsibility DCS (P) possible and
Senior review
management annually
Team
Prepare Medium Term Secretary, Head of MDP identified Priorities identified Secretary, As soon as
service delivery plan Departments & DCS (P) possible and
Senior review
management annually
Team
S i D li
Service Delivery Prepare long term Secretary, Head of Long term plan identified Priorities identified Secretary, As soon as
investment plan Departments & DCS (P) possible and
Senior review
management annually
Team
Developme Prepare annual Secretary, Head of Annual plan identified Delivery target Secretary, Annually
nt implementation plan Departments & identified DCS (P)
Programme Senior
& Service management
Team
Review delegation of Secretary with Responsibility fixed Better performance Annually
functions Senior
Management

Mobilize Resource Support Secretary Partner /Stakeholder Resource support Chief Annually
for financing Medium-term support programme commitment Secretary,
S i ddelivery
Service li plan
l DCS Pl
Planning
i

Coordinate with the client Secretary Smooth cash flow ensured Smooth running of Chief Throughout
Development for maintaining cash flow project Secretary, the year
coordination DCS (F)

Attend sectoral review Secretary Updated progress reports Improved performance Chief Monthly
meetings Secretary
Review project management Secretary Bottlenecks identified Improved performance - Quarterly

Review implementation Secretary with Reports on the status of Better performance Quarterly/
status and update service Senior service delivery annually
delivery improvement plan Management

Developme Conduct review meetings Secretary with Progress reports, meeting constraints identified Stakeholders Once in two
nt Progress review Senior minutes and cleared months
Programme & monitoring Management
& Service
Preparation of activity chart Secretary with Activity bar chart Proper contract Stakeholders Regularly
and cash flow statement Senior management
Management
Department of Buildings

Action / Responsibilities Achievement Complimenta


ry
Category Key Process Responsibility Time Frame
/ Co-
How Who with whom Output Outcome responsibility

Director
Attained clear
(Buildings) with Review by NP
understanding about
Set vision Senior Vision Statement Secretaries
vision of the
Management committee
institution.
Team
Director
Attained clear
Asses Organizational (Buildings) with Review by NP,
Organizational envirment understanding about
Environment and define Senior Secretaries
Values Statement Organizational
organizational values Management committee
environment Values
Team
Give Leadership Director Culture and identity Attained clear
(Includes Apply NPC culture and (Buildings) with statement related to values understanding about Review by
Vision, Values, identity Senior methodoloag regarding the traditional Values Secretaries
Culture, Management Metghodoloay committee
oriention practices.
Mission Team regarding orientaion
Mission,
Director Agreement on Role
Strategy, Key
(Buildings) with (what stakeholders Review by NP
success factors Mission and Goal
Define Mission and Goals Senior expect) and Secretaries
and indicators statement
Management Performance (what the committee
Team Department will
Director Review by
(Buildings) with Priority functions and Secretary,
Formulate strategy Senior Strategy Statement core activities Ministry of
Management identified Rehabilitation
Team &
Director Review by
(Buildings) with Organizational Secretary
Define key success factors Good performance
Senior Performance Indicators M/Rehabilitati
and indicators agreed
Management Statement on &
Team Reconstruction
General Director Staff attained clear Review by
Manageme (Buildings) with Quarterly Review understanding about Secretary
Give feedback to staff latest developments, M/Rehabilitati
nt Senior meetings
g
management team i
issues andd what
h t is
i on &
expected from them Reconstruction
Director Statement on actions need Review by
(Buildings) with to be taken to establish Establishment of Secretary
Establish learning
Senior learning environment and learning environment M/Rehabilitati
Environment
Motivate and Management officers responsible for is ensured. on &
inspire Team each action Reconstruction
(Feedback to Director Statement on actions need Review by
staff, Learning (Buildings) with to be taken to develop Development of Team Secretary
Develop team sprit Senior team sprit and officers M/Rehabilitati
Environment, sprit is ensured
Team Sprit & Management responsible for each on &
Collective Team action Reconstruction
Director Statement on actions need Review by
Action) (Buildings) with to be taken to create Opportunities for Secretary
Create opportunity for
Senior opportunity for collective collective action are M/Rehabilitati
collective action
Management action and officers created. on &
Team responsible for each Reconstruction
Director Statement on actions need Review by
(Buildings) with to be taken to Facilitate Collective action is Secretary
Facilitate collective action Senior collective action and M/Rehabilitati
ensured.
Management officers responsible for on &
Team each action Reconstruction
Director Attained clear
Identify Stakeholders / (Buildings) with Periodic meetings with Understanding about
Mobilize support Partners and create Senior Stakeholders and partners Stakeholders / Partner
-
(National awareness Management expectation
linkage, Inter & Team
Intra Provincial Formulate Stakeholder / Director
Linkages) (Buildings) Parner Support
Partner working Partnership programme -
Chief Enginer's Planned
arrangements
(Buildings)
Director
Attained clear
(Buildings with
Review human resource Statement on updated understanding about
Senior -
requirement cadre requirement the institution's human
Management
resource requirement.
Team
Mobilize
Resource Attained clear
Director understanding about
Review status of office Updated status report of
(Buildings) with the status of
equipment / vehicles / equipment / vehicles /
Senior institution's office -
machineries / fixed and machineries / fixed and
Management equipment / vehicles /
movable assets movable assets
Team machineries / fixed
and movable assets.
Director
Define service delivery (Buildings) Circulars, Guide lines, Quality of service
-
performance standards Deputy Director Technical notes etc. delivery is assured
(Buildings)
Director Departmental staff are Review by
Define the organizational (Buildings) Quarterly Review aware about what is to Secretary
and induvidual expectation Deputy Director meetings be delivered by the M/Rehabilitati
(Buildings) Chief institution. on &
Manage Engineeer Reconstruction
Performance Director Tools for assessing Review by
(Define (Buildings) with Statement describing Secretary
Define Benchmarks, service delivery
Responsibility; Senior Milestones, Benchmarks M/Rehabilitati
Milestones performance are
Establish Management and Output Indicators on &
identified.
Processes; Set Team Reconstruction
Processes; Set
Director Review by
Procedures; Department Responsibility Departmenal staff
General Prepare Responsibility (Buildings) Secretary
Standard of Chart and Duty Lists of aware of what is
Manageme Chart Deputy Director M/Rehabilitati
Conduct; Officers expected
nt (Buildings) on &
Oversee Special
con.. Chief Engineer's Reconstruction
Insttitution Director Attained clear
A report describing
Facilitate change (Buildings) with strategies to reform the understanding about
Senior the pros and cons of -
management practices identified management
Management practices. the current
Team management practices
Director Quarterly Assessment Review by
Report prescribing the Service delivery Secretary
Assess service delivery (Buildings)
progress in terms of performance is M/Rehabilitati
performance Chief Engineer's
Milestones, Benchmarks assessed on &
(Buildings
and Output Indicators Reconstruction
Establish / Participate inter- Director Better relationship, Review by
Reports on Coordination reduction of gaps and Secretary
agency Coordination (Buildings)
Meetings at Provincial and avoidance of M/Rehabilitati
Arrangements
g at Provincial Deputy
p y Director
Department level d li ti are
duplication on &
and Department Level (Buildings)
Coordination ensured Reconstruction
Director Review by
(Includes-- with Establish / Conduct periodic understanding of Secretary
the Public; (Buildings) Reports on Beneficiary/
meetings with Beneficiary/ Client M/Rehabilitati
Image Buildings with senior client problems
Beneficiaries/Clients Problems. on &
implement Management team
Reconstruction
Devolution; Director Reports on Staff's Better relationship
Mediate Establish / Conduct regular (Buildings) with problems or complains or ensured by attaining
Conflicts; Senior clear understanding -
Staff Meetings requests and suggested
Handle -) Management remedies about the problems or
Grievances Team needs of staff and
Director A report describing the Proper implementation Review by
Assist to implement (Buildings) with actions need to be taken to Secretary
of National level
national level programmes Senior ensure proper M/Rehabilitati
programmes and
and activities Management implementation of activities are ensured. on &
Team national level programmes Reconstruction
Coordination Director A report describing the Appropriate Review by
(Includes-- with Report to appropriate (Buildings) crisis and the actions that authorities attained Secretary
the Public; authorities in any have been taken to resolve clear understanding M/Rehabilitati
Deputy Director
Image Buildings emergencies (Buildings) the crisis or actions need about the crisis and on &
implement to be taken or any thereby appropriate Reconstruction
Review by
Director
Secretary
Identify Information Needs (Buildings) with Periodic Reports on Input
Facilitate review of M/Rehabilitati
and Establish / Maintain Senior data and Outputs relevant
Performance. on &
MIS Management for Performence
Reconstruction
Team
,NP

Partners /
Manage Provide Information to Director Periodic Reports to
Stakeholders aware of
Information Partners / Stakeholders (Buildings) Partners /Stakeholders,
Department activities.
(Includes
Provide Public are made aware Review by
Information; Provide Information to Director about the department's Secretary
Provide Access Public news letters activities in a M/Rehabilitati
public news letters (Buildings)
to Information transparent manner on &
and it helps to build Reconstruction
Beneficiary / Clients
Review by
Director attained clear
Periodic Reports to Secretary
(Buildings) understanding about
Provide Information to Beneficiary / Client, M/Rehabilitati
General Chief the progress of
Beneficiary / Client providing information on &
Manageme Engineer's(Buildi department's service
required by them. Reconstruction
nt ngs) delivery activities
, NP
con.. relevant to them.
Director Review by
Review Department (Buildings) with Updated Department Clarity of Department Secretary
funtional and organization Senior M/Rehabilitati
Organization Structure function
Structure Management on &
Team Reconstruction
Director Each staff in the Review by
Review delegation of (Buildings) with A report giving the details Department is aware Secretary
functions Senior of delegation of functions about their authority M/Rehabilitati
Institutional Management and responsibility. on &
Development Team Reconstruction
(Includes Director Each staff in the Review by
Define and adopt (Buildings) with Department Rules, Department is aware Secretary
Delineate
Institutional administration Senior Circular instructions and about the rules, M/Rehabilitati
organizational
standards Management guide lines regulations and on &
Action System;
D li t HRM Team procedures to be Reconstruction
Delineate HRM Review by
System)
Establish Staff Supervision Director Staff supervision and Better internal control Secretary
and Appraisal (Buildings) appraisal system and staff utilization M/Rehabilitati
on &
Reconstruction
Review by
Improved Secretary
Formulation of Succession Director
Succession plan statement organizational M/Rehabilitati
Plan (Buildings)
performance on &
Reconstruction
Providing updated Director
information and enhancing (Buildings) with Improvement of
Senior Skil development MDTD
the knowledge and skills of Performance
employees Management
Capacity Team
Director Review by
Building and Provision of the facilities to (Buildings) with MDTD and
Training Improvement of
employees for career Senior Skil development Secretary,
(Includes - Performance
Generall development M
Management t M/P bli
M/Public
Knowledge and Team Administration
Manageme
skills, Orient Director
nt con.
Attitudes; Providing Training in office (Buildings) with Improvement of
Improve Senior Skil development MDTD
automation Performance
Systems and Management
Procedures) Team
Review by
Provide opportunities for
Director Department professional Professionalization of Secretary
Local /Foreign professional M/Rehabilitati
(Buildings) development programme the Department
training on &
Reconstruction
Review by
Director
Attained clear Secretary
Assess Medium-term (Buildings) with
Medium-term Forecast of understanding about M/Rehabilitati
Demand for Services Senior
service Delivery Needs the medium-term on &
Provided by the Department Management
resource requirements Reconstruction
Team
,NP
Review by
Director
Attained clear Secretary
(Buildings) with
Assess / review recurrent Forecast of recurrent understanding about M/Rehabilitati
Senior
expenditure needs expenditure Needs the recurrent activities on &
Budgeting Management
to be carried out. Reconstruction
(Include Team
,NP
Allocate
Resources) Review by
Director
Attained clear Secretary
(Buildings) with
Preparation of Departmental understanding about M/Rehabilitati
Senior Budget Book
Budget the expenditure on &
Management
priorities and purposes Reconstruction
Financial Team
,NP
Manageme
Director
nt Preparation of Documents
(Buildings) with Project Concept Papers, Client
for obtaining allocation of Improved
Senior Project Feasibility Study Department &
fund for development development
Management Report Estimate & BOQ Ministries
activities
Team
Director
Deputy Chief
Establish Financial (Buildings) Financial Control System Improved Financial
Secretary
Management System Accountant Documents Control
(Finnance)
(Buildings)

Expenditure Director Each officer in the Review by


Establish / review financial A report giving the details Department is aware Secretary
Management (Buildings)
management delegation of financial management about their authority M/Rehabilitati
(Include Manage Accountant
within department delegation and responsibility with on &
Expenditure) (Buildings)
regard to financial Reconstruction
Director The staff involved in Review by
Procurement circulars,
Establish good Procurement (Buildings) with procurement is aware Secretary
Senior Procurement guidelines, about the rules, M/Rehabilitati
practices.
Management Procurement training. regulations and on &
Team procedures to be Reconstruction
Director Each staff in the Review by
Define and adopt (Buildings) with Circular instructions and Department is aware Secretary
Expenditure Management Senior about the rules, M/Rehabilitati
guide lines
standards Management regulations and on &
Team procedures to be Reconstruction
Director Review by
Maintain Up-dated Secretary
(Buildings) Efficient management
Information on Recurrent Financial Statements M/Rehabilitati
Expenditure Accountant of funds ensured
and Capital Expenditures on &
Management (Buildings)
Reconstruction
(Include Manage Director Review by
Expenditure) (Builings) Efficient management Secretary
Minimize cost overrun Deputy Directors Updated progress report M/Rehabilitati
of funds ensured
(Buildings) on &
Accountant Reconstruction
Director Review by
(Buildings) Efficient management Secretary
Ensure proper use of funds Financial Statements M/Rehabilitati
Accountant of funds ensured
Financial (Buildings) on &
Manageme Reconstruction
Director Review by
nt
Review of Recurrent and (Buildings) Chieef Financial performance Secretary
Engineer'S Expenditure Report M/Rehabilitati
Capital
p Expenditure
p monitored
(B ildi )
(Buildings) on &
Accountant Reconstruction
Director Review by
Review bank reconciliation, (Buildings) Secretary
Monitoring and Advance to public officers Accountant Monthly summary of Efficient management
accounts of funds ensured M/Rehabilitati
Expenditure and deposit account (Buildings) Chief on &
Review Engineer Reconstruction
(Monitor Director Review by
Implementation Maintain Financial (Buildings) Secretary
Progress) Chief Engineer Audit Reports Efficient use of funds M/Rehabilitati
discipline
(Buildings) on &
Accountant Reconstruction
Providing updated Director The staff involved in
information about (Buildings) General Treasury financial management
government policy on Chief Engineer Circulars and Inland are aware about the -
financial management for (Buildings) Revenue Circulars latest developments in
implementation Accountant govt policy and this
Review provincial Director A summarized report Attained clear
guidelines on formulation, (Buildings) with describing the vital points understanding about
Service Delivery implementation and Senior in the provincial guide provincial strategies -
Developme (Includes Policy coordination of plans for Management lines, to be considered with regard to
nt Planning Frame provincial service delivery Team while preparing sectoral formulation
Programme work Formulate Director Department staff and Secretary
& Service Implementation Review Sectoral Service (Buildings) with Statement of Service stockholders clearly ,M/Rehabilitati
Plans) Delivery Responsibilities Senior Delivery Responsibility understood about their on &
Management roles and Reconstruction
Team responsibilities in Deputy Chief
Secretary
,M/Rehabilitati
Director Attained clear
on &
Update guidelines on (Buildings) with Updated guidelines on understanding about
Reconstruction
formulation of sectoral Senior formulation of sectoral the updated criteria for
,NP Deputy
service delivery plan Management service delivery plan formulation of sectoral
Chief
Team service delivery plan
Secretary
(Planing),NP
Attained clear
Director Secretary
understanding about
(Buildings) with M/Rehabilitati
Prepare Medium-term Medium-term Service the priorities of work
Senior on &
Service Delivery Plan Delivery Plan items included in the
Management Reconstruction
di
Medium-term i
service
Team ,NP
delivery plan.
Attained clear Review by
Director
Service Delivery understanding about Secretary
(Buildings) with
(Includes Policy Prepare long term Long - term Service the priorities of work M/Rehabilitati
Senior
Planning Frame investment plan Delivery Plan items included in the on &
Management
work Formulate Long-term service Reconstruction
Team
Implementation delivery plan. ,NP
Plans) Departmental staff,
Review by
Director Stockholders and
Secretary
(Buildings) with beneficiaries are
Developme Prepare Annual Annual Service Delivery M/Rehabilitati
Senior aware about what is to
nt Implementation Plan Implementation Plan on &
Management be delivered by the
Programme Reconstruction
Team Department for that
& Service ,NP
year.
Director Plans, BOQ, Estimate, Attained clear
(Buildings) Specification, Invitation understanding about
Prepare Tender Documents Chief Engineer for bids, Instructions to scope of work, time -
(Buildings) bidders, Conditions of frame, resource
Executive Contract Agreement requirement
Director Each staff in the Secretary,
Review delegation of (Buildings) with A report giving the details Department is aware M/Rehabilitati
functions Senior of delegation of functions about their authority on &
Management and responsibility. Reconstruction
Team NP
Identify Stakeholders / Director Attained clear
Partners for Development (Buildings) with Periodic meetings with Understanding about
Senior -
activities and create Stakeholders and partners Department and
awareness Management Stakeholders / Partner
Team expectation
Director Provincial
Formulate Stakeholder / Planning
Development (Buildings) with Partner working
Partner / Beneficiary Partnership programme
coordination Deputy Directors arrangements planned Committee
working arrangements Project
(Buildings)
Coordinating
Provincial
Mobilize Resource Support Director Allocation of funds Planning
Project acceptance letter
for financing Medium-term (Buildings) for implementation of Committee
from the funding
g agency
g y
Service delivery plan project is confirmed.
confirmed Project
P j t
Coordinating
Director Contractor and Provincial
Coordinate with the funding (Buildings) Department are Planning
agency / Project for Chief Engineer Cash Flow Statement encoraged to show Committee
maintaining cash flow (Buildings) high progress as Project
Accountant funding agency / Coordinating
Director
Secretary,
(Buildings)
Contractor and M/Rehabilitati
Chief Engineer
Department are aware on &
Development Coordinate with the (Buildings)
Award letter & Agreement their roles, Reconstruction
coordination contractor Executive
responsiblities, rights , NP.
Engineer
and obligations. Funding
(Buildings)
Agency
Director
Department Staff,
(Buildings) Meeting Minutes
Contractor and
Chief Engineer describing
Attend review meetings Beneficiary attained
(Buildings) recommendations or
with contractors and clear understanding -
Executive suggestions or solutions
beneficiaries about the status of
Engineer for the problems
project
(Buildings) discussed.
implementation.

Director
(Buildings)
Implementation of
Chief Engineer Minutes of the meeting
project as per the
Review contract (Buildings) with contractor
terms and conditions -
management Executive log entry, Instruction
of agreement is
Engineer letters to contractor
ensured.
(Buildings)
Developme
nt
Programme Department Staff,
Staff
Director
& Service Stockholders and Secretary,
Review Implementation (Buildings)
Con… Contractor clearly M/Rehabilitati
Status and Update Service Deputy Directors Updated Service Delivery
understood the status on &
Delivery Implementation (Buildings) Implementation Plan
of implementation and Reconstruction
Plan Chief Engineer
agreed on the revised ,NP
(Buildings)
plan.
Director Secretary,
Attained clear
(Buildings) M/Rehabilitati
understanding about
Chief Engineer on &
Monitor and review the actions to be taken
Buildings Progress Reports Reconstruction
progress to eliminate the
Executive , NP.
Progress Review factors affecting the
Engineer Funding
and Monitoring progress
(Buildings) Agency
(Includes
(Includes
Monitor Director
Attained clear
Implementation; (Buildings)
understanding about
Review Chief Engineer
Preparation of activity chart Activity Chart and Cash the time frame of each Funding
Performance) and cash flow statement Buildings
Flow Statement activity and amount of Agency
Executive
monthly imprest
Engineer
requirement.
(Buildings)
Director
(Buildings)
Deputy Directors Adoption of design
(Buildings) standards and quality
Laboratory test reports
Quality Control Chief Engineer of construction as per -
Inspection reports
(Buildings) the set standards are
Executive ensured.
Engineer's
(Buildings)
Department of Probation & Child Care Services, NPC.

Action / Responsibilities Achievement Complimenta


ry
Category Key Process Responsibility Time Frame
/ Co-
How Who with whom Output Outcome responsibility

1. General Provide Set Vision Commissioner/ Vision Statement Awareness of Review by NP As early as
Manageme Leadership Senior Staff Departmental system Secretaries possible
nt orientation Committee

Assess Organizational Commissioner/ Value statement of the Awareness of system Review by NP As soon as
Senior Staff Department orientation created Secretaries possible and
Review
Annually

Environment and Define Committee


values of the Department

Apply NPC Culture and Commissioner/ NPC value frame work for Definition of Review by As soon as
identity programme strategy Senior Staff programme programme orientation Secretary, possible and
operation M/Rehabilitati Review
on & Annually
Reconstruction
, NP
Define Mission and Goals Commissioner/ Mission and Goals Awareness among Annually
Senior Staff statement stakeholders what will
the department do

Formulation of Strategies Commissioner/ Strategy statement Priority action Annually


Senior Staff identified for the
department and
Region

Identity key success factors Commissioner/ Performance indicator Good Performance Review by the As early as
and indicators Senior Staff statement agreed Secretary/PPA possible
Annual
Review

Give feedback to staff Commissioner/ Quarterly Review Reviewed Review by Quarterly


Senior Staff Meetings performance and Secretary,
identified future M/Rehabilitati
action
ti on &
Reconstruction
Establish Learning Commissioner/ Statement of Departmental Better performance Continues
Environment Senior Staff Activities Process

Develop Team sprit Commissioner/ Working collectively Better Co- operation Review by Continues
Senior Staff assured Secretary/ Process
Rehabilitation
Reconstruction

Motivate and Create opportunity for Commissioner/ Best practices on Group Collective action to Review by Annually
inspire collective action Senior Staff action adopted achieve better results Secretary/
adapted Rehabilitation
Reconstruction

General Motivate and Facilitate collective action Commissioner/ Best Practices on Group All parties understand Review by Annually
Manageme inspire Senior Staff action responsibilities Secretary/Reha
nt bilitation &
Reconstruction
NP
Mobilize support Identify the Stakeholders Commissioner/ Stakeholders are identified Stakeholders support Review by Annually
Senior Staff Secretary,
M/Rehabilitati
on &
Reconstruction
, NP

Institutional Review Department Commissioner/ Updated organization and Clarity of Continues


Development function and organizational Accountant structure Departmental function Process
structure
Review delegation of Commissioner/ Power and functions are Responsibility fixed Annually
functions Accountant delegated on officers

Re- issue of circulars Commissioner/ Updated Department Staff aware of the Continues
Accountant/AO circulars activities and Process
procedures

Adopt/Review Department Commissioner/ Rules of the Organization Streamline Continues


rules Accountant/AO organizational Process
activities

Formulation Succession Commissioner/ Succession plan statement Improved performance Continues


plan Accountant/AO Process

Assess Cadre requirement Commissioner Statement of staff Ready to request staff Review by As soon as
of Department requirement Secretary, possible and
M/Rehabilitati reviewed
on & annually
Reconstruction
Filling Cadre Vacancies Commissioner/ Application to fill Vacancies are Review by Continues
AO vacancies informed for action to Secretary, Process
fill M/Rehabilitati
on &
Reconstruction
Prepare Application for Commissioner/ FR 71 Applications Ready to obtain Review by Monthly
approval of cadre AO prepared approval to create Secretary,
cadre M/Rehabilitati
on &
Reconstruction
Review status of office Commissioner/ Board of Survey reports Facilitate action for Review by Annually
equipment /vehicles/ Acct. disposal /write Secretary,
Machineries /Faxed and off/repair M/Rehabilitati
movable assets /procurement on &
Reconstruction
Performance Define service Delivery Commissioner/ Service Delivery Accountability in Review by Bi-annually
performance standards AO